Knowledge Management for Organisational Learning - Fudan Essay

This essay explores the critical role of leading knowledge management in fostering organizational learning, particularly within the context of Fudan University. It defines knowledge management as the integration of creativity, expert decisions, innovation, and the sharing of collective knowledg...Read More

Leading Knowledge Management for
Organisational Learning

TABLE OF CONTENTS
 INTRODUCTION
 MAIN BODY
 PERSONAL KNOWLEDGE RETENTION
 IMPORTANCE
 OBJECTIVE OF KM
 APPLICATION
 REFERENCES

INTRODUCTION
 Knowledge management is defines as to involvement of
creativity, experts decisions, innovations and sharing of
collective knowledge to staff members or employee for
performing task with effective manner.
 In context of Fudan university its very essential term to
involve Knowledge management for effectiveness
expansion and customer attraction development toward
with the university practices.

PERSONAL KNOWLEDGE
RETENTION
 Individual when engage new ideas, creativity in performing task
with their own knowledge and ideas involvement is all above refers
to known as personal knowledge retention.
 It helps to makes more consistency in Fudan university captivities
because when individual staff members develop creative
approaches within business practices it defiantly get success and
build higher efficiency and productivity in business knowledge and
efficiency development .

IMPORTANCE
 Application creative approaches, new ideas, innovative things
application helps to develop more clarity that how develop wellbeing
in organization activity are as follows.
 It makes higher consistency in performing tasks by individual which
raises overall business performance and growth. (Chatterjee and
et.al., 2021).
 In context of personal aspects individual when decides to enter
knowledge and new experience its very beneficial for more creative
solution and result development process as well.

OBJECTIVE OF KM
 It mainly divided into two major parts which are as follows,
 Explicit and Tacit
 Explicit term is all above refers to in term of knowledge management mainly
develops within organization practices by expert and seniors authority
decision-making process because they do have idea and knowledge for which
essential creative approaches, resources they do have to add for long term
sustainability.
 Tacit term is all above refers to inivdiual creativity within working cultural
effectiveness. Individual when decide to develop new process, methods with
their own knowledge, ideas or view points this term is mainly refers to
known as Tacit knowledge management (Abker and et.al., 2019).

APPLICATION
 Utilization and application of Knowledge management helps to provide structure design
or organization performance management and it develops ideas for manage knowledge
with proper method or process.
 It makes and promotes new knowledge involvement for improving quality and
consistency in organization practices.
 New and creative idea helps to develop higher consistency in management process
includes with proper evaluation and identification of knowledge management (Putra
and et.al., 2021).
 Because utilization or knowledge management with knowledge retention process
defiantly increase creativity in operational, financial, digital, education distribution,
medical department and for the many more aspects its provide benefits .

REFERENCES
 Abker, A. Y., and et.al., 2019. Knowledge retention and
knowledge sharing as determines of organizational
competitive advantage. American Journal of Business. 7(1).
pp.32-39.
 Antunes, H. D. J. G. and Pinheiro, P. G., 2020. Linking
knowledge management, organizational learning and
memory. Journal of Innovation & Knowledge. 5(2). pp.140-149.
 Putra, A. S., and et.al., 2021. effect of employee retention
factors on organizational commitment. Journal of Industrial
Engineering & Management Research. 2(4). pp.67-80.
 Chatterjee, S., and et.al., 2021. Enterprise social network for
knowledge sharing in MNCs: examining the role of knowledge
contributors and knowledge seekers for cross-country
collaboration. Journal of International Management. 27(1).