Knowledge Management (KM) is a discipline that improves the ability of organisations to solve problems better, adapt, evolve to meet changing business requirements, and survive disruptive changes such as staff turnover.
Knowledge Management recognises that organisations are a complex system made up of both the people that work for the organisation, and the processes, procedures and information systems that drive our actions.
The revolution in communications over the past 50 years (email, internet, telephone and fax) now allows people to talk directly to each other without the use of intermediaries such as managers or team leaders. This allows organisations to be more efficient by bringing together needed expertise and knowledge on demand.
However, with this new approach, knowledge gained and lessons learned are not always shared across the organisation. In other words, some people may know the solution to a particular problem, but the organisation as a whole may not be aware. This can lead to loss of critical knowledge when staff leave, and for inefficient practices to remain despite better solutions being available.
Modern organisations need to build a new culture that promotes knowledge sharing and constant learning while preserving and recording appropriate information. This is essential in order for corporate knowledge to be effectively retained and enhanced.
The key objective of Knowledge Management is to enhance knowledge processing. Organisations will have realised this objective when they:
correctly identify problems that need solving as they occurhave robust information location and retrieval channels to enhance individual decision makingembrace effective knowledge creation processesensure that created knowledge is shared with and integrated across the whole of the organisation
1.1 Faster Ramp up
1.2 Preserve Tribal Knowledge
1.3 Knowledge Sharing and Transfer
1.4 Innovative Environment
188.8.131.52 Access to Historical Information/Data
184.108.40.206 Access to Implicit Knowledge
Knowledge management is the name of a concept in which an enterprise consciously and comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skills. In early 1998, it was believed that few enterprises actually had a comprehensive knowledge management practice (by any name) in operation. Advances in technology and the way we access and share information have changed that; many enterprises now have some kind of knowledge management framework in place.
represent knowledge for
reuse, awareness and
220.127.116.11 Business Process
3.2 Content Owners
3.3 Knowledge Management
Knowledge management refers to acquisition, creation, dissemination, and utilization of knowledge. Knowledge is becoming an important resource for today’s organisations, and enterprises are keen to deploy this resource to improve their products, services, and processes as well as ensure delivery on demand. Through knowledge management, businesses aim to increase efficiency, reduce costs, and most importantly, retain customers. Enterprises in the electronic commerce arena are already aware of the importance of understanding customer attitudes and their buying habits and are, therefore, taking huge strides to ensure that they employ appropriate techniques to manage the information at hand. This chapter discusses the variety of approaches that business enterprises have adopted for the acquisition of customer information and its deployment and outlines the processes relevant to knowledge management in the context of electronic commerce.
4.1 Enterprise Content
The design of a new methodology was based on the analysis of existing methodologies. This analysis
was focused only on selected methodologies. There were different reasons that led to this decision (e.g.
many methodologies offer a lack of information that is insufficient for detailed analysis or are not aimed
for implementation of KM in the sense of the definition).Acquired knowledge and results helped with the design of KM-Beat-It methodology. KM-Beat-It con-sists of several phases. The description of every phase comprises of the main goal, purpose and content,
basic prerequisites of initiation, a criteria of completion, key documents, critical success factors, and
activities and relationship of these activities. It is obvious from this description that every phase consists
of several activities. Since KM-Beat-It works with this level of resolution, there is also the brief specifi-cation of a single activity including the main goal and description, inputs, outputs and examples of utilis-able methods, techniques and tools.