1. Akash C.Mathapati
Assistant Professor
Kirloskar Institute of Advanced Management
Studies (KIAMS)
Essentials of Knowledge
Management
Akash C.Mathapati

2. Organizational Knowledge Types
 Social Knowledge
 Social knowledge comes into view at social
situations, and is inclined to control behaviors. In a
business environment, the buildup of social
knowledge results in a corporate culture.
 Axiomatic Knowledge
 Is the basic knowledge that is believed to be
intrinsic within organizational employees & is
required for their participation in the organizational
knowledge process.
Akash C.Mathapati

3.  Organizational Knowledge Capital
 Is the worth that a customer allocates on top of the
cost of sales and cost of capital. It is the excess
value on top of the traditional value.
 The people who possess the accumulated
knowledge about a company are the carriers of
knowledge capital
Akash C.Mathapati

4. A job is performed
by a team
Outcome is
realized
Outcome is
compared to
action
New exp &/or
knowledge is
obtainedKnowledge
captured &
coded useable
by others
New knowledge
be reused by
the team for
next job
Initial
Knowled
ge
Akash C.Mathapati

5. Knowledge sharing
Organization
al culture
Co Policies
& strategies
Work NormsAttitude
Vocational
Reinforces
Personality
Knowled
ge
Sharing
Compensation, Autonomy, Recognition, Job Security, Ability
Utilization, Creativity, Good Work Env, Advancement, Moral
Values, Social Status, Achievement, Independence, VarietyAkash C.Mathapati

6. Nonaka’s Model of Knowledge
Creation & Transformation
 Tacit to Tacit Communication (Socialization):
takes place between people in meeting or in team
discussions
 Tacit to Explicit Communication (Externalization):
Articulation among people trough dialog
 Explicit to Explicit Communication
(Communication): this transformation phase can
be best supported by technology. Explicit
knowledge can be easily captured & then
distributed /transmitted to worldwide audienceAkash C.Mathapati

7.  Explicit to tacit Communication (internalization):
this implies taking explicit knowledge & deducing
new ideas or taking constructive action. One
significant goal of knowledge management is to
create technology to help the users to derive tacit
knowledge from explicit knowledge
Akash C.Mathapati

8. The Architecture’s Characteristics
 Successful Knowledge Management architecture
must be:
 Available (if knowledge exists, it is available for
retrieval)
 Accurate in retrieval (If available, knowledge is
retrieved)
 Effective (knowledge retrieved is useful & correct)
 Accessible (knowledge is available during the time
of need)
 Pervasive sharing Infrastructure
 Sharing Culture
 knowledge performance & spreading PowerAkash C.Mathapati

9. Organizational Network Analysis
 ONA is a s/w supported methodology that reveals
the inner working of an organization.
 Knowledge networks are mapped that uncover
interactions within & across the boundaries of the
organization.
 ONA exhibits both how knowledge is shared in
emergent communities of practice & how it is
utilized in key business processes.
 It uncovers the hidden dynamics that support
learning & adaptation in the modern organization
Akash C.Mathapati

10.  ONA is an outgrowth of many knowledge
disciplines including social network
theory, organizational behaviour, interpersonal
communications, chaos theory, complex adaptive
systems etc.
 ONA is basically Object Oriented (OO) model of
an organization, with objects such as
people, teams & technologies interlinked.
Akash C.Mathapati

11. Organizational Knowledge Mapping
Techniques
 Knowledge mapping represents the ongoing
mission within an organization, including its
supply and customer chain, to help discover the
location, ownership, value & use of knowledge
artifacts
 It is commonly known fact that, knowledge is
sought primarily within the context of a problem &
is to be applied rather purely contemplated
 Management of complex transdisciplinary
problems necessitates a mapping to an
organizational knowledge base.
Akash C.Mathapati

12. Core Implementation Issues
 An escalating rate in the growth & diversity of
knowledge * information available to & within an
organization
 The fractionation of the disciplines into narrow
specialty fields, thereby augmenting a trend
towards depth rather than breadth
 An increase in professional mobility, leading to a
discontinuity of focus & experience within an
individual’s career& ultimately fewer real subject
matter experts
Akash C.Mathapati

13. Knowledge Maps
 Location, ownership, validity, timeliness, domain,
sensitivity, access rights, storage medium, use
statistics, medium & channels of common
organizational data, info & knowledge pools or
sources
 Organizational
documents, files, systems, policies, directories, co
mpetencies, relationships, authorities
 Boundary objects, knowledge
artifacts, stories, heuristics, patterns, events, prac
tices, activities
 Explicit & tacit knowledge which is closely linked
to strategic drivers, core competencies & market
Akash C.Mathapati

14. Organizational Benefits
 Encourage reuse of organizational knowledge &
prevent re-invention, saving search time &
acquisition costs
 Highlight islands of expertise & suggest ways to
build bridges to increase knowledge sharing
 Discover effective & emergent communities of
practice where learning is happening
 Provide a baseline for measuring progress
 Reduce the burden on experts by helping staff to
find critical information quickly
 Improve customer response, decision making &
problem solving by providing access to applicable
informationAkash C.Mathapati

15.  Highlight opportunities for learning & leverage of
knowledge
 Provide an inventory & evaluation of intellectual &
intangible assets
 Research for designing knowledge architecture or
a corporate memory
Akash C.Mathapati

16. Knowledge Map Construction
 Dialogue Space
 Construct-Relation Space
 Operational Space
 Interpretive Space
Akash C.Mathapati