1. Carolin Grätsch, IB 1
4. Partnerships& Resources
4e) Information and knowledge are
managed to support effective
decision making and to build the
organisation's capability.

2. Carolin Grätsch, IB 2
Outline
1. General Information
1a) Definitions
1b) What is IM and KM?
1c) Purpose and Aims
1d) International Relevance& Linkages
2. Detailed Information
2a) Who benefits from IM and KM?
2b) Valuation of Information, First Steps
2c) Tools& Techniques
3. RADAR- knowledge café
3a) Results
3b) Apporaches& Deployment
3c) Assessment& Refinement

3. Carolin Grätsch, IB 3
1a) Definitions
Information
“Organized data” (Saint-Onge, 2002)
“Interpreted data” (Probst et alii, 2002)
Knowledge
“ Knowledge – encompasses what we know and what we can
do – indicates a state and, therefore, potential for action
and decision“ (Keating, Robinson & Clemson 1999)
“Knowledge is true and justified belief”
(Nonaka & Takeuchi, 1995)

4. Carolin Grätsch, IB 4
1b) What is Information- and
Knowledge Management?
a key management discipline that
focuses on the effective gathering,
organisation, storage, dissmemination
and flow of information and knowledge
within organisations

5. Carolin Grätsch, IB 5
http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-philosophie/
1b) What is IM and KM?

6. Carolin Grätsch, IB 6
1c) Purpose and Aims
Purpose:
- deliver value to business and customers
- ensure day-to-day information- and knowledge-
exchange
- ensure quality and availability of data and
information for responsible and/ or involved
persons

7. Carolin Grätsch, IB 7
1c) Purpose and Aims
Aims:
- draw out tacit knowledge people have
- become more competitive through the capacities
of employees
- to be more flexible and innovative
- sustainability of knowledge management as a
competitive advantage
- better practice, strategy and
policy

8. Carolin Grätsch, IB 8
1d) International Relevance
- basis of intercultural communication
- particularly in large and geographically dispersed
organizations KM is very important
-> necessary in order to supply all areas of business with
job relating information and ideas
- regard cultural norms -> knowledge is a power resource
- regard prefered learning style of country

9. Carolin Grätsch, IB 9
1d) Linkages
- Leadership
- Strategy
- People
- Partnerships
- Processes

10. Carolin Grätsch, IB 10
2a) Who benefits from IM and KM?
- leaders (are provided with information)
- employees (alleviates teamwork and research,
accelerates working process, always up to date)
- investigators (accelerates innovation process)
- customers and society (can be part of Information-
and Knowledge process, be informed at all times)
- the whole organisation (improve communication flow,
create long-term value)

11. Carolin Grätsch, IB 11
2b) First Steps
1. Making knowledge visible
2. Building knowledge intensity
3. Developing knowledge culture
4. Building knowledge infrastructure

12. Carolin Grätsch, IB 12
2b) Valuation of information
� Who created the information
� What is the background of the authors
� Where and when was it created
� How long will the information be relevant
� Who validated the information
� Who else might be interested or has similar
knowledge
� Where was it applied or proved to be useful
� What other sources of information are closely
related

13. Carolin Grätsch, IB 13
2c) Tools& Techniques
- case study
= Narrative recording of a project’s progress and
outcomes → enables to share experiences with others
- rapid eveidence review
= Systematic review of research → enables new projects
to build on what has gone on before

14. Carolin Grätsch, IB 14
1e) Tools& Techniques
- knowledge banks (networks)
= Repositories of stored knowledge → mass collection of
accumulated knowledge
- knowledge café
= A group of people having an open, creative
conversation in an informal environment
→ Informal learning through dialogue, each person has
a responsibility to contribute

15. Carolin Grätsch, IB 15
3. RADAR- knowledge café
Knowledge café
Goals: - flowing dialogue that allows people to share
ideas and learn from each other
- explore issues that require discussion in order to build
a consensus around an issue
Advantages:
- no rush to make quick decisions
- informal environment (time-out)
- fosters groupwork

16. Carolin Grätsch, IB 16
3a) Results
- knowledge share
- innovative ideas
- networks
- teambuilding
- learning process
- Identification of problems
→ possible results
- atmosphere

17. Carolin Grätsch, IB 17
3b) Approaches& Deployment
- set up a regularly meeting
- appoint facilitator
- (identify relevant question/ topic)
- invite interested parties
- find location, create comfortable environment
- set up guidelines
- record meeting or report afterwards
- analysis of outcome

18. Carolin Grätsch, IB 18
3c) Assessment& Refinement
- evaluation after meetings
→ problems?
→ suggestions for improvement?
- record received information and include it in
Knowledge process or provide it in knowledge
banks

19. Carolin Grätsch, IB 19
Sources
http://informationr.net/ir/10-4/paper235.html
http://informationr.net/ir/8-1/paper141.html
http://www.steptwo.com.au/papers/kmc_effectiveim/index.html
http://www.londonmet.ac.uk/pgprospectus/courses/information-and-knowledge-management.cfm
http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-
philosophie/
http://www.sla.org/pubs/serial/io/1998/may98/broadben.html
http://www.kbos.net/imagefiles/Unified%20PM%20KM%203.jpg
http://www.strategy-business.com/article/14901?gko=a304a
http://web.fumsi.com/go/article/manage/2854
http://www.content-management-junction.com/km-future.html
http://www.businessdictionary.com/definition/tacit-knowledge.html
http://www.bundesbank.de/download/volkswirtschaft/dkp/2009/200916dkp.pdf
http://www.idea.gov.uk/idk/aio/8595069
http://www.slideshare.net/dgurteen/introduction-to-the-knowledge-cafe

20. Carolin Grätsch, IB 20
Thank you very much for your