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From Information Management to
KnowledgeManagement:Beyond the 'Hi-Tech Hidebound' Systems
By:
By:-Aprajita Sharma 09609140Aakriti Bhasin 09609139Divya Khanna 09609195
Piyush Srivastava 06502915
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From Information Management to Knowledge Management
The traditional knowledge management model emphasizes on :
Convergence and compliance to achieve pre specified organizational goals
The knowledge management systems were made on the same guidelines
to ensure loyalty to organizational routine built into information
technology .
This model is inadequate for the new era as the new era requires :
Reassessment of routines of the organization decision making process so
that they are aligned with the changing environment .
Focus is on doing the right things than doing things right .
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Information Processing Paradigm of knowledge
Management
The advances in information technology such as Lotus Notes , Internet
and world wide web have offered means to organize various scattered
pockets of information into organizational knowledge repositories .
Some advantages of Repositories :-
Access to countrywide information at any time
Access at any place
Access at any form
Enable adaptive functioning and survival of firm after the original
purveyors of information have departed.
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Information Technology as a key
enabler of knowledge Management
Proponents of artificial intelligence and Machine learning have emphasized thekey role of such technologies in the process of knowledge generation .
Considering numerical data as the basis for decision making , decision support
system have also been shown as encompassing knowledge management
Other computer based technologies such as expert system , network database
have been described as central to organizations knowledge management
objectives .
It has been argued that such solutions often specify the minutiae of machinery
while disregarding how people in organisation actually go about acquiring ,
sharing and creating new knowledge : they glorify information technology and
ignore human psychology .
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New Organizational Environments
& Changing KnowledgeN
eeds
Environmental complexity is a function of the diversity and interdependence of
other entities in the organization's environment.
Environmental turbulence is a consequence of the decreasing cycle-time of the
individual events such as customer response.
Level of both of these will increase in future.
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Organizational change
Environmental
Complexity
EnvironmentalTurbulence
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Changing organizational environments demand ever-faster rate of
information-processing, information-renewal and knowledge creation.
Thus managers interested in retrieving, archiving, storing and
disseminating their organizations information by using advanced
information technologies.
The information-processing model of knowledge management thus
features:
keeping the centralized knowledge base ,
continually updating the employees on the latest changes in their
outputs.
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Hi-Tech Hide Bound Knowledge
Management
Due to the changing business environment, organizations may find
themselves doing more of the same better and better, however, with
diminishing marginal returns.
To overcome this, organizations should unlearn ineffective 'best practices.
The rigid nature of the routines knowledge management is incapable of
keeping pace with dynamic knowledge-creation needs.
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Beyond Hi-Tech Hidebound
Knowledge Management Systems In organizations, knowledge often becomes embedded not only in
documents or repositories but also in organizational routines, processes,
practices, and norms.
The information-processing view of knowledge management is primarily
based upon:
1. Lockean systems: well-structured problem situations for which there
exists a strong consensual position on the nature of the problem
situation,
2. Leibnitzian systems: well-structured problems for which there exists an
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Kantian systems: It attempt to give multiple explicit views of
"complementary" nature and are best suited for "moderate" ill-structured
problems.
Hegelian systems: It provide multiple completely antithetical"
representations that are characterized by "intense conflict.
The proposed model of knowledge management based upon Kantian and
Hegelian systems is expected to facilitate multiple interpretations of
archived 'best practices.
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Knowledge Management Model
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Proposed Model of Knowledge Management
Organizational information processes + Knowledge creation activities=
KM MODEL
It attempts to synthesize the information-processing capabilities afforded
by new information technologies with the innovative and creative
capability of human and social elements of the organization.
The proposed model addresses the knowledge creation and dissemination
processes that are "both participative and anticipative.
It makes understand not how it should be done" but "how to understand
what might fit the situation they are in.
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CHARACTERISTICS INFORMATION
PROCESSINGMODEL
KNOWLEDGEMANAGEMENT
MODEL
1.
'Playfulness' in
Organizational
Choices
This model is
constrained by its
overemphasis on
consistency that is often
institutionalized in theform of 'best practices.'
The organization's
members define problems
for themselves and
generate their own
solutions.
.
The proposed model of
knowledge management is
expected to break this cycle of
reinforcement of
institutionalized knowledge.
Along with this, the members
would also evaluate and revise
their solution-generating
processes.
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CHARACTERISTICS INFORMATION PROCESSING
MODEL
KNOWLEDGE
MANAGEMENT MODEL
2.
Shift from error
avoidance to error
detection and correction
The information-
processing model of
knowledge management is
based on avoidance of
errors by meticulousobedience of pre-specified
plans, goals, procedures,
rules, etc .
Based in what cannot be
done
Knowledge management
systems designed to ensure
compliance might ensure
that the rules and
procedures are exactlyfollowed, i.e., the variance
between the pre-specified
rules and the actual
execution is minimized.
Based on what can be
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CHARACTERISTICS INFORMATION PROCESSING
MODEL
KNOWLEDGE
MANAGEMENT MODEL
3.
Strategic planning as
'anticipation of surprise
The information-
processing model of
knowledge management
focuses on the reduction of
variance betweenplanned and actual
performance
This model is more
conducive to a future
marked by "wicked"
environments
characterized wide rangeof potential surprise.
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CHARACTERISTICS INFORMATION PROCESSING
MODEL
KNOWLEDGEMANAGEMENT
MODEL
4.
Creative chaos
through
organizational vision
The information-
processing model of
knowledge management
assumes a problem as given
and the solution as based
upon a "preset algorithm"
Proposed model constructs
the definition of the problem
"from the knowledge available
at a certain point in time and
context"
The organizational vision
facilitates the various views to
converge in a given direction.
This process avoids premature
closure or Convergence.
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Towards Knowledge Management
Knowledge management includes various processes such as acquisition,
creation, renewal, archival, dissemination and application of knowledge.
The focus of knowledge management systems is ongoing reassessment and
re-framing of existing and new information given the dynamically
changing context of application.
The creative aspect of knowledge management accounts for some key
processes that are as follows:-
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1. Tacit Dimension of Knowledge Creation
Tacit knowledge lies at the very basis of organizational knowledge creation,
its nature renders it "highly personal and hard to formalize, making it
difficult to communicate or to share with others.
The current conception of knowledge management is capable of handling
explicit knowledge that is "transmittable in formal, systematic language"
and can be stored in specifications, reference manuals and company
handbooks.
Nonaka and Takeuchi (1995) suggested that knowledge is created through
the interaction between tacit and explicit knowledge through four different
modes- socialization, externalization, combination & internalization.
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2. Subjective, Interpretative and Sense-Making Bases of
Knowledge
It fosters an image of the knowledge base in which "the human meaning of
knowledge and action are unproblematic, predefined and prepackaged" and
the process of "continuous human problem of accomplishing meaning is
replaced by a technology of packaging data.
The proposed model explicitly addresses multiple and diverse
interpretations that are necessary for preventing oversimplification or
premature decision closure & is expected to facilitate diverse views within
a framework that is broad enough to encompass individual differences.
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3. Construction of Meaning in Knowledge Creation
The constructive aspect of knowledge creation embraced by the proposed
model is expected to enable the organization's [desirable] anticipatory
response to discontinuous change.
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4. Social Interactive Nature of Knowledge
It is the flow of meaning, and not the flow of information, thatconstitutes knowledge flow.
Information is not a resource to be stockpiled as one more factor of
production. Rather it can be achieved through dialogue in a human
community.
The proposed model recommends for the synthesis of these characteristics
and related processes with the information-processing emphasizing on the
mainstream notion of knowledge management systems.
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Conclusion
The mainstream model of knowledge management based on the
information-processing view is problematic because of its focus on
premature convergence of problem definitions and related solutions.
This article underscores how organizations strategic needs for creating
[and re-creating] new knowledge can be met by a synergy between data-
and information-processing capabilities of advanced information
technologies and innovative and creative capabilities latent in their human
members.
To sum it There's a great big river of data out there.
Rather than building dams to try and bottle it all up into
discrete little entities, we just give people canoes and compasses..."
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