Difference between revisions of "Knowledge management"

Revision as of 08:50, 30 September 2013 (view source) Dayja (Talk | contribs) ← Older edit		Latest revision as of 09:05, 7 April 2016 (view source) Karseka (Talk | contribs)
(62 intermediate revisions by 6 users not shown)
Line 1:		Line 1:
		+	<!--
	{{Zoltan}}		{{Zoltan}}
−	{{Tidy1}}	+	{{DavidBeraha}}
−	{{Clustering stage}},	+	{{Complete}},
		+
		+	{{Consolidation stage}},
	{{Priority}},		{{Priority}},
	{{Foundation}},		{{Foundation}},
−		+	-->
−	{{Content}}	+
	==Definition==		==Definition==
−	{{PAGENAME}} is {{ {{PAGENAME}} }}	+	{{ {{PAGENAME}} }}
−	'''Source:''' [[]]	+
−		+
−	{{PAGENAME}} is {{ {{PAGENAME}} 2 }}	+
−	'''Source:''' [[Process oriented knowledge management for nuclear organizations]]	+
−		+
−	{{PAGENAME}} is {{ {{PAGENAME}} 4 }}	+
−	'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]	+
−		+
−	{{PAGENAME}} is {{ {{PAGENAME}} 5 }}	+
−	'''Source: ''' [[Safety Glossary 2007 Edition]]	+
	== Summary==		== Summary==
		+	Knowledge management is by now well established and widely adopted, and documented in a vast body of literature. The IAEA defines Knowledge Management as coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. The KM model adopted contains three primary elements: people, processes and technology and the surrounding and proper organization [[Organizational culture|culture]]. ''Note: Although KM is typically understood in an organizational context as integrated into management system. It can also be applied in several contexts such as e.g. personal, national.''
	== Description==		== Description==
−	The IAEA defines knowledge management as: “an integrated and systematic approach for [[Identification|identifying]], [[Acquisition|acquiring]], [[Transformation|transforming]], developing, [[Dissemination|disseminating]], [[Use|using]], and [[Preservation|preserving]] the [[Critical knowledge|knowledge that is critical]] to an individual or organization in achieving specified objectives”. Because [[Knowledge|knowledge]] is not a ‘thing’, it is difficult to imagine a process for managing it. A person cannot choose either ‘to do’ or ‘not to do’ knowledge management but they can choose to become knowledgeable, to share and transfer that knowledge to another person.	+	Knowledge Management emerged as a scientific discipline in the earlier 1990s. Since then, a vast body of literature with fundamental textbooks as well as a large number of Internet links covering a broad range of thoughts on the KM discipline including manifold practical experiences have been established. An overview on many relevant aspects of general (not organization or domain specific) Knowledge Management may be found in [http://en.wikipedia.org/wiki/Knowledge_management Wikipedia].
−	The knowledge management approach in business is prompted by the combination of three primary elements — people, processes, and technology — operating within a culture that recognizes the importance of knowledge to the success and safety of all (see Fig. 2).	+
−	FIG. 2.   The basic elements of knowledge management.	+	A number of knowledge management models have been developed and deployed in the development of a knowledge management system. There are two knowledge management reference models used by the IAEA  to explain the concept of knowledge management . The first [[Fraunhofer reference model|Fraunhofer Reference Model for Knowledge Management]] helps to understand in a simple manner how knowledge management supports organizational business processes. The second model demonstrates the 3 sides of knowledge management which should be aliened among each other and organizational environment to make knowledge management effective. Knowledge management focuses on people and [[Organizational culture|organizational culture]] to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge; and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing knowledge depends upon people’s willingness to share and reuse knowledge (See Fig 1) [1]. [[File:Components of a KM system.png|thumbnail|right|400px|Fig 1. Primary KM elements and organizational context]].
−	=== [[NKM and people|People]] ===
−
−	=== [[NKM processes|Processes]] ===
−	=== [[NKM and technology|Technology]] ===	+	It is important to recognize knowledge in organizations exists at an individual level, at a group level, at a department level, and at an organizational level. Further, the level of abstraction and form of knowledge may range from detailed facts, to organized information, to interpretations and analysis, to conceptualizations, to theoretical models, or even wisdom. Knowledge can be considered a resource (i.e. an input), it may be embedded in work methods (i.e. part of a process) or it can be a product (i.e. an output). Knowledge may often be time dependent or contextual, and must be maintained and renewed. [2] Consequently knowledge management should be practiced on all these levels.
−	=== [[Culture]] ===	+	On organizational level every knowledge management initiative should start with the development of the own [[Knowledge management strategy]] which is aligned with the overall organizational strategy.
−	'''Source:''' [[Knowledge management for radioactive waste management organisations]]	+	==References==
		+	[1] INTERNATIONAL ATOMIC ENERGY AGENCY, Knowledge Management for Nuclear Industry Operating Organizations,
		+	IAEA-TECDOC-1510, IAEA, Vienna (2006).
−	== Description==	+	[2] INTERNATIONAL ATOMIC ENERGY AGENCY, The Impact of Knowledge Management Practices on NPP Organizational Performance — Results of a Global Survey, IAEA-TECDOC-1711,IAEA, Vienna (2013).
−	Knowledge management is defined, in this report, as an integrated, systematic approach to	+
−	[[Identification|identifying]], [[Acquisition|acquiring]], [[Transformation|transforming]], developing, [[Dissemination|disseminating]], [[Use|using]], [[Sharing|sharing]], and [[Preservation|preserving]] knowledge, relevant to achieving specified objectives.	+
−		+
−	Knowledge management consists of three fundamental components: people, processes and technology. Knowledge management focuses on people and [[Organizational culture | organizational culture]] to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge;	+
−	and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing	+
−	knowledge depends upon people’s willingness to share and reuse knowledge [4].	+
−	[[File:PPT.PNG|thumb|right|500px|Fig 1. Organisational context for KM]]	+
−		+
−	'''Source:''' [[Knowledge Management for Nuclear Industry Operating Organizations]]	+
−		+
−	== Description==	+
−	The integrated, systematic approach to the [[Identification|identification]], [[Acquisition|acquisition]], [[Transformation|transformation]], development, [[Dissemination|dissemination]], [[Use|use]], [[Sharing|sharing]] and [[Preservation|preservation]] of knowledge relevant to achievement of specified objectives. Knowledge management helps an organization to gain insight and understanding from its own experience. Specific activities in knowledge management help the organization to acquire, store and utilize knowledge.	+
−		+
−	'''Source:''' [[Risk Management of Knowledge Loss in Nuclear Industry Organizations]]	+
−		+
−	== Description==	+
−	Knowledge management is defined as an integrated, systematic approach to identifying, managing and sharing an	+
−	organization’s knowledge, and enabling persons to create new knowledge collectively in order to help achieve the	+
−	objectives of that organization.	+
−		+
−	'''Source:''' [[Workforce Planning for New Nuclear Power Programmes]]	+
−		+
−	== Description==	+
−	Various definitions of ‘knowledge management’ also exist in literature, however most are consistent with the	+
−	notion that a coordinated approach is required to manage an organization’s knowledge and improve organizational	+
−	performance, and that this is achieved through knowledge [[Creation|creation]], structuring, and [[Dissemination|dissemination]] processes [8].	+
−	B. Newman defines KM as “…the processes that govern the creation, dissemination, and utilization of knowledge” [9].	+
−	M. Alavi and D.E. Leidner define KM as “…the process to acquire, organize, and communicate knowledge of	+
−	employees so others may be more effective in their work.” [10]. For the purposes of this report, the definition put	+
−	forward by D. Andriessen that KM is “…organizing and optimizing knowledge processes” [11] is deemed to be the	+
−	most appropriate. KM processes are defined in many ways by different authors using various analogous terms.	+
−	G. Hedlund describes KM processes as knowledge [[Capture|capture]] and [[Storage|storage]], [[Transfer|transfer]] and [[Sharing|sharing]], [[Transformation|transformation]], [[Creation|creation]] or	+
−	[[Generation|generation]], and [[Representation|representation]] [12].	+
−		+
−	The IAEA defines KM as “an integrated, systematic approach to identifying, acquiring, transforming,	+
−	developing, disseminating, using, and preserving knowledge, relevant to achieving specified objectives.”	+
−	KM consists of three fundamental components: people, processes and tools [13], and can be clarified in this way:	+
−		+
−	*KM focuses on people and the organizational culture required to stimulate and nurture the sharing and use of knowledge, on processes or methods to find, create, capture and share knowledge, and on the technologyneeded to store and make knowledge accessible and to allow people to work together without being together;	+
−	*KM focuses on processes or methods which find, create, capture and share knowledge. Established	+
−	operational processes are essential to safely operating and maintaining nuclear facilities. Nuclear facilities must rely on strict adherence to procedural requirements in order to assure safe operation and process integrity. Although there are companion procedures through which those processes may be changed, it is imperative in the nuclear industry that any changes to established procedures and processes be rigidly controlled. KM must be integrated into strategic planning, analysis and decision making, implementation of plans, and evaluation of results;	+
−	*KM focuses on technology to store and make knowledge accessible, which allows people to work together without being at the same location. Thus, technology is an important enabler to the success of KM.	+
−		+
−	Thus, nuclear KM is an integrated, systematic approach applied to all stages of the nuclear knowledge cycle,	+
−	including its identification, sharing, protection, dissemination, preservation and transfer. It affects and relates to	+
−	human resource management, information and communication technology, process and management approaches,	+
−	document management systems, and corporate and national strategies.	+
−		+
−	'''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]]	+
−		+
−	== Description==	+
−	Knowledge management consists of three fundamental components: [[NKM and people|people]], [[NKM processes|processes]] and [[NKM and technology|technology]]. Knowledge management focuses on people and [[Organizational culture|organizational culture]] to stimulate and nurture the [[Sharing|sharing]] and [[Use|use]] of knowledge; on processes or methods to find, [[Creation|create]], [[Capture|capture]] and [[Sharing|share]] knowledge; and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing knowledge depends upon people’s willingness to share and reuse knowledge.	+
−		+
−	'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]	+
−		+
−	== Description==	+
−	In the context of [[Management system|management systems]], knowledge management helps an organization to gain insight and understanding from its own experience. Specific activities in knowledge management help the organization to better acquire, record, store and utilize knowledge.	+
−		+
−	'''Source: ''' [[Safety Glossary 2007 Edition]]	+
−		+
−	==Description==	+
−	Knowledge management has been described by leading authors such as G.F. Hedlund [3] and	+
−	D. Andriessen [4] as those practices (i.e. activities, initiatives or actions initiated or supported	+
−	by management) that can influence and improve organizational [[Knowledge processes|knowledge processes]]. The	+
−	goals of KM cited in the literature by authors like A. Jantunen [5], D. Carluccii and	+
−	G. Schiuma [6], and J. Darroch [7] are to improve [[Organizational learning|organizational learning]], to build and	+
−	maintain an effective organizational knowledge base, and to enable effective knowledge	+
−	[[Utilization|utilization]]. All of these goals are argued to help achieve organizational objectives. Authors	+
−	like Y. Malhotra [8], J.M. Firestone and M.W. McElroy [9], S.G. Chang and J.H. Ahn [10],	+
−	and G.F. Hedlund (see Ref. [3]) all contend that organizations having quality knowledge	+
−	processes (i.e. they are aligned with business needs and priorities, and are efficient and	+
−	effective) will be higher performing organizations.	+
−		+
−	'''Source:''' [[Impact of Knowledge Management Practices on NPP Organizational Performance – Results of Global Survey]]	+
−		+
−	== References ==	+
−	[4] Discussion of people, processes and technology from Managing Knowledge & Work: An Overview of Knowledge Management, PLUNKETT P.T. (author) for the Knowledge Management Working Group of the Federal Chief Information Officers’ Council, US General Services Administration, Washington, DC (2001).	+
−		+
−	[8] O’LEARY, D., Enterprise knowledge management, IEEE Computer 31 3 (1998) 54–61.	+
−		+
−	[9] NEWMAN, B., Agents, Artefacts, and Transformations: The Foundations of Knowledge Flows, Handbook of Knowledge	+
−	Management, Springer 1 (2003) 301–316.	+
−		+
−	[10] ALAVI, M., LEIDNER, D., Knowledge management systems: Issues, challenges and benefits, Communications of AIS 1 7	+
−	(1999) 49–63.	+
−		+
−	[11] ANDRIESSEN, D., IC valuation and measurement, classifying the state of the art, J. Intellectual Capital 5 2 (2004) 230–242.	+
−		+
−	[12] HEDLUND, G., A model of knowledge management and the n-form corporation, Strat. Manage. J. 15 special issue (1994)	+
−	73–90.	+
−		+
−	[13] INTERNATIONAL ATOMIC ENERGY AGENCY, Nuclear Knowledge Management Glossary, IAEA, Vienna (2005).	+
−		+
−		+
−	[3] HEDLUND, G.A., Model of knowledge management and the n-form corporation, Strategic Management	+
−	Journal, 15, (1994) 73–90.	+
−		+
−	[4] ANDRIESSEN, D., TISSEN, R., Weightless Wealth: find your real value in a future of intangible assets,	+
−	1st edn, Financial Times Management, London (2000) 256 pp.	+
−		+
−	[5] JANTUNEN, A., Knowledge-processing capabilities and innovative performance: an empirical study,	+
−	European Journal of Innovation Management, 8, 3, (2005) 336–349.	+
−		+
−	[6] CARLUCCI1, D., SCHIUMA, G., Knowledge asset value spiral: linking knowledge assets to company‘s	+
−	performance, Knowledge and Process Management, 13, 1, (2006) 35–46.	+
−		+
−	[7] DARROCH, J., Knowledge management, innovation and firm performance, Journal of Knowledge	+
−	Management, 9, 3, (2005) 101–115.	+
−		+
−	[8] MALHOTRA, Y., Integrating knowledge management technologies in organizational business processes:	+
−	getting real time enterprises to deliver real business performance, Journal of Knowledge Management, 9,	+
−	1 (2005).	+
−		+
−	[9] FIRESTONE, J.M., MCELROY, M.W., Organizational learning and knowledge management: the	+
−	relationship, The Learning Organization, 11, 2, (2004) 177–184.	+
−		+
−	[10] CHANG, S.G., AHN, J.H., Product and process knowledge in the performance-oriented knowledge	+
−	management approach, Journal of Knowledge Management, 9, 4, (2005) 114–132.	+
	==Related articles==		==Related articles==
Line 170:		Line 43:
	[[Nuclear knowledge management]]		[[Nuclear knowledge management]]
−	[[NKM and people]]
−
−	[[NKM and technology]]
−
−	[[Implementation]]
−
−	[[Challenges]]
−
−	[[Benefits]]
−
−	[[KM and quality management system]]
−
−	[[KM arrangements]]
−
−	[[KM assessments]]
−
−	[[KM assist mission]]
−
−	[[KM contingency plans]]
−
−	[[KM development]]
−
−	[[KM economics]]
−
−	[[KM elements]]
−
−	[[KM performance model]]
−
−	[[KM practices]]
−
−	[[KM processes]]
−
−	[[KM strategy]]
−
−	[[KM system]]
−
−	[[KM solution]]
−
−	[[Life cycle of knowledge management]]
−	[[Category:Knowledge]]	+	[[Category:Knowledge management]]
−	[[Category:KM systems]]	+

---

Latest revision as of 09:05, 7 April 2016

Definition

Coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. (Last published: an integrated, systematic approach to identifying, acquiring, transforming, developing, disseminating, using, sharing, and preserving knowledge, relevant to achieving specified objectives)

Summary

Knowledge management is by now well established and widely adopted, and documented in a vast body of literature. The IAEA defines Knowledge Management as coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. The KM model adopted contains three primary elements: people, processes and technology and the surrounding and proper organization culture. Note: Although KM is typically understood in an organizational context as integrated into management system. It can also be applied in several contexts such as e.g. personal, national.

Description

Knowledge Management emerged as a scientific discipline in the earlier 1990s. Since then, a vast body of literature with fundamental textbooks as well as a large number of Internet links covering a broad range of thoughts on the KM discipline including manifold practical experiences have been established. An overview on many relevant aspects of general (not organization or domain specific) Knowledge Management may be found in Wikipedia.

A number of knowledge management models have been developed and deployed in the development of a knowledge management system. There are two knowledge management reference models used by the IAEA to explain the concept of knowledge management . The first Fraunhofer Reference Model for Knowledge Management helps to understand in a simple manner how knowledge management supports organizational business processes. The second model demonstrates the 3 sides of knowledge management which should be aliened among each other and organizational environment to make knowledge management effective. Knowledge management focuses on people and organizational culture to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge; and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing knowledge depends upon people’s willingness to share and reuse knowledge (See Fig 1) [1]. .

It is important to recognize knowledge in organizations exists at an individual level, at a group level, at a department level, and at an organizational level. Further, the level of abstraction and form of knowledge may range from detailed facts, to organized information, to interpretations and analysis, to conceptualizations, to theoretical models, or even wisdom. Knowledge can be considered a resource (i.e. an input), it may be embedded in work methods (i.e. part of a process) or it can be a product (i.e. an output). Knowledge may often be time dependent or contextual, and must be maintained and renewed. [2] Consequently knowledge management should be practiced on all these levels.

On organizational level every knowledge management initiative should start with the development of the own Knowledge management strategy which is aligned with the overall organizational strategy.

References

[1] INTERNATIONAL ATOMIC ENERGY AGENCY, Knowledge Management for Nuclear Industry Operating Organizations, IAEA-TECDOC-1510, IAEA, Vienna (2006).

[2] INTERNATIONAL ATOMIC ENERGY AGENCY, The Impact of Knowledge Management Practices on NPP Organizational Performance — Results of a Global Survey, IAEA-TECDOC-1711,IAEA, Vienna (2013).

Related articles

Knowledge

Nuclear knowledge

Nuclear knowledge management