Contains details regarding Strategic Knowledge Management, Knowledge Models, Knowledge Workers, Phases of Knowledge Development, Knowledge Infrastructure

2. Strategic Knowledge Management
• It involves the strategies involved in developing,
implementing and maintaining the knowledge
management system inside an organization in an
effective manner

3. Knowledge Management Models
Knowledge
Influences
• Organizational
Context
• Strategic
Knowledge
• Knowledge
Leadership
• Knowledge
Culture
Knowledge
Foundations
• Human
Resource
Management
• Knowledge
Systems
Knowledge
Applications
• Core Knowledge
• Knowledge
Repositories
• Knowledge
Services
• Learning &
Development
Knowledge
Enhancement &
Review
• Knowledge
Evaluation
• Knowledge
Sustainability
• Issues &
research

4. Knowledge Workers
• Use their intelligence, power of brain to get the
work done
• Use mental work more than physical work
• Capture information, reshape it and enhance it so
that it bears more productivity
• The knowledge workers are the asset of the
organization
• They increase the intellectual assets of the
organization

5. Phases of Knowledge Development
• Rich and accurate foundation for ongoing knowledge formationKnowledge Sourcing
• Principles, theories and concepts to guide ongoing product
developmentKnowledge Abstraction
• Abstract concepts which are converted into applications and
outcomesKnowledge Conversion
Knowledge Diffusion
Knowledge Development &
Refinement
Adaptable & flexible knowledge which accommodates
changing context
Shared understanding and adoption of knowledge gained

6. Explanation of the Phases
 Knowledge Sourcing:
 Fill the knowledge between what is known and what is
to be acquired
 Can be done through drawing information from:
 existing procedures
 Personal experiences
 Organization’s intranet
 Expert guidance from the consultants

7. Continuation…
• Knowledge abstraction:
– It is a process of generation of the general principles,
guides and concepts for the construction for new
knowledge
– Helps to solve the complications arising in the process of
implementation
– It’s a time consuming process
– Sound abstracting leads to sound KM and also the
success of the KM

8. Continuation…
• Knowledge Construction:
– It is the conversion of the knowledge into suitable
application which can be shared & used by others
– Ideas & principles are used to get a specific outcome
– Knowledge can be either codified(Explicit) or
embodied(Tacit)
– The methods of construction of the knowledge
construction depends upon the type of the knowledge

9. Continuation…
• Knowledge Diffusion
– Once the knowledge is codified or embedded, it needs
to be shared and spread accordingly
– It can be done through
• Communication media, modeling of new practices, expert
training etc
– Knowledge sharing occurs on the basis of the previous
knowledge and expertise held by the audience/
employees
– Also depends upon the effectiveness of the channels

10. Continuation…
• Knowledge development and refinement:
– It should be regularly reshaped
– The knowledge should be developed making sure
making sure the current knowledge remains

11. Knowledge Management Infrastructure
• Mainly three types are there
1. Managerial Infrastructure
• Managerial support to the knowledge workers & effect on the formal
management process
• Supportive framework for resourcing, decision making and innovative
practices which result in successful persuasion of knowledge
• Manager acts as both facilitator & partner to the knowledge workers

12. Continuation…
2. Technological Infrastructure
• Technical & information system includes the management of the
information related to finance, information, records, customers, hr and
library which supports KM
• Mechanism for the people to share and transfer the information and
knowledge
• It’s a key ingredient for the success of the KM
• Library & Information services: shift form paper to the electronic
forms has changed the nature of the services
• Builds capable and informed knowledge builders
• Records Management: firms generate vast number of records from
which the data needs to be drawn and reviewed, catalogued and
stored

13. Continuation…
3. Social Infrastructure
• It’s a process by guiding & encouraging the social and professional
interactions of the members organization with the colleagues, clients and
other stakeholders
• Provides insight to the knowledge context including the values and
priorities
• helps in relationship building, long-term outcomes, collaboration and
cooperation

14. Harnessing Organizational Knowledge
• Many forms of knowledge exists inside the organization
• Helps in development of the corporate intellectual capital
• Two major issues to focus on:
• Knowing what is known
• Facilitating capturing and sharing
• Knowledge core the accumulated mass of strategic knowledge which is identified,
publically valued, captured and disseminated by the organization
– help share the knowledge across the corporate boundaries
– Focuses on development of competency needs of the organization
– Facilitates better transition of the tacit knowledge into actual practices
• The focus of the strategic knowledge core needs to integrate short terms and long
term priorities
• Aware of current and ongoing growth in skills, knowledge and capabilities of its
employees
• Regular audits on staff potential and capabilities

15. Building KM into the Strategic Framework
• KM is strategic activity
• Builds the gap between the organizational goals and role of the
knowledge in achieving the goals
• Focus on innovation and creativity rather than duplication of work
• Concentrate on capacity building for long term potential
• Help the workers build skills and competencies to meet future needs
and challenges
• Keep upgrading the knowledge acquired
• Lead the change process with focus on external environment,
reviewing the emerging trends & best mechanisms
• Prepare the employees for the long term needs strategic needs of the
society

16. Key points in building Strategic KM
• Knowledge sharing as competencies
• Core competency should be unique and hard to reproduce externally
• Careful observation needs to be done before adopting the competencies
• Developing strategic knowledge community
• Emphasis on the communal sharing of knowledge and practices through
group interactions
• Involve the whole community rather than few while building the knowledge
framework
• Encourage knowledge diffusion
• Knowledge environment needs to be user focused rather than system-
dictated
• Needs strong leadership
• Needs significant reshaping of both expectations and accountability in work
settings

17. Continuation…
• Adding value
• Final principle is that the knowledge management should add value
• KM is potential organizational influence in adding the long term values
• It requires major shift in how the organization views its people, systems and
the way interact
• Any activity related to KM should be scrutinized carefully to ensure that it
adds value