Download Knowledge Management. Cultivating Knowledge Professionals by Suliman Al-Hawamdeh PDF

By Suliman Al-Hawamdeh

This booklet serves as a reference for people drawn to wisdom administration (KM) and academic concerns surrounding KM. It appears at KM as an rising career and the necessity to teach a brand new iteration of information pros to accommodate dealing with wisdom at the one hand and dealing with wisdom staff however. specifically, it examines the talents and skills of data pros; and the way academic courses can deal with those calls for - protecting such matters as selecting the optimum mixture of matters from a few of the disciplines that increase the considered necessary expert competencies.

  • The first publication to hide KM education
  • Adopts a multidisciplinary method of KM education
  • Based at the a long time of expertise of the writer in KM education

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Extra info for Knowledge Management. Cultivating Knowledge Professionals

Sample text

For example, 3M prides itself on its ability to ‘learn from mistakes’ and also turn them into profitable products. Its Post-It note stickers are the epitome of such success through errors and has provided opportunities for cross-fertilization leading to successful spin-offs. The ability of an organization to innovate and create knowledge will depend largely on its ability to capture and manage knowledge. However, knowledge creation is an 27 Knowledge Management incremental process that requires the existence of a knowledge infrastructure.

KSS on the other hand provides a way to characterize knowledge management tools by defining the types of knowledge they can handle and the types of services they provide to support knowledge management processes. Another model proposed by Kochikar and his team at Infosys Technologies Inc. is the knowledge management maturity model (KMM). KMM can be used to assess the relative maturity of an organization’s knowledge management effort (Kochikar, 2000). The model is based on SEI’s capability maturity model (CMM) and defines five knowledge management maturity levels: default, reactive, aware, convinced, and sharing.

While these are of great value to the organization, some are difficult to quantify or assess. For example, the image and reputation of the organization can change over time and are sometimes wrongly perceived. Internal structure indicators This consists of patents, concepts, models, and computer and administrative systems. The internal structure also includes information systems, databases, investment in IT, and any other infrastructure that supports the organization’s activities. It also includes culture and internal social networks.

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