MITS5505 Knowledge Management Report: Strategies and Analysis

This report provides an overview of knowledge management, emphasizing its significance in organizational functions. It defines knowledge management as the systematic approach to delivering accurate information efficiently. The report explores barriers to effective knowledge management, including reluctance to share knowledge and lack of appropriate tools. It further examines knowledge transfer, distinguishing between explicit and tacit knowledge, and presents various strategies for knowledge transfer like blogs, videos, and communities of practice. The report also delves into knowledge modeling, describing its process and importance in designing interpretable models for products and services. It highlights the characteristics of knowledge modeling, such as structure, encapsulation, and reusability, while also pointing out its drawbacks, including process validation challenges and efficiency concerns. The report is supported by a range of academic references.

Knowledge
Management

Knowledge Management
 The systematic management which helps
to deliver the accurate knowledge at
right time with the right individual
(Donate, and de Pablo, 2015).
 This process helps to identify, examine,
analyze all the shared information in an
organization.

Importance of Knowledge Management
The concept of knowledge management plays
crucial role in the collection of information and
technology which are used in organizational
functions (North, Maier, and Haas, 2018).

Barriers of Knowledge Management
 There are some barriers due to which
complete value of efforts implemented in
knowledge management are not able to
achieve. These barriers are mentioned
below:
i. Reluctance to share knowledge
ii. Mentality of people
iii. Unwillingness to delegates authorities
iv. Lack of knowledge to use tools

Knowledge Transfer
The process through which the knowledge, information or skills
are shared by the employees to the individual who will take their
place.
There are various tools which are used for the implementation of
knowledge transfer in an organization (Paulin, and Suneson,
2015). There are two types of knowledge transfer which are
mentioned below:
i. Explicit Knowledge
ii. Tacit Knowledge

Example of Knowledge
Transfer
The knowledge transfer is complex process in which the tactic knowledge is not
easy to transfer. There are various strategies which are developed for the
learning preferences of cohorts of employees which are mentioned below:
 Blogs
 How to Videos
 Wikis
 Webinars
 Podcasts
 Simulation and Games
 Frequently asked questions
 Communities of Practice

Knowledge Modeling
 A process through which interpretable
model of knowledge can be designed is
known as knowledge modeling.
 The model can be interpretable when the
information is expressed in language of
knowledge representation or data structure.
 It is the process of computer based use of
such information or data for the design of
the products and other services.

Cycle of Knowledge Modeling
Image Source: (Aamodt, 2004)

Importance of Knowledge Modeling
 The concept of knowledge modeling is developing ways and
strategies through which the organizations are able to
achieve their goals. The characteristics of the Knowledge
Modeling are mentioned below:
 Structure and encapsulation support
 Software Sharing support
 Reusability
 Advanced human-computer interaction support

Drawbacks of Knowledge Modeling
 The limitations of knowledge modeling is
categorized in two parts which are
mentioned below:
 Process of validation and building
knowledge
 Efficiency

References
 Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal
of Business Research, 68(2), pp.360-370.
 Barley, W.C., Treem, J.W. and Kuhn, T., 2018. Valuing multiple trajectories of knowledge: A critical review and agenda for knowledge
management research. Academy of Management Annals, 12(1), pp.278-317.
 Vargas, J.G.T., Morales, A.M. and Vega, J.M.A., International Business Machines Corp, 2019. Knowledge management by connecting users. U.S.
Patent Application 15/822,273.
 North, K., Maier, R. and Haas, O., 2018. Knowledge management in digital change. Springer International Publishing, Heidelberg. doi, 10,
pp.978-3.
 Girard, J. and Girard, J., 2015. Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge
Management, 3(1), pp.1-20.
 Kianto, A., Vanhala, M. and Heilmann, P., 2016. The impact of knowledge management on job satisfaction. Journal of Knowledge
Management, 20(4), pp.621-636.
 Paulin, D. and Suneson, K., 2015. Knowledge transfer, knowledge sharing and knowledge barriers–three blurry terms in KM. Leading Issues in
Knowledge Management, 2(2), p.73.
 Duvivier, F., Peeters, C. and Harzing, A.W., 2019. Not all international assignments are created equal: HQ-subsidiary knowledge transfer patterns
across types of assignments and types of knowledge. Journal of World Business, 54(3), pp.181-190.
 Ruppert, J., Duncan, R.G. and Chinn, C.A., 2019. Disentangling the role of domain-specific knowledge in student modeling. Research in Science
Education, 49(3), pp.921-948.
 Venhuizen, N.J., Crocker, M.W. and Brouwer, H., 2019. Expectation-based comprehension: modeling the interaction of world knowledge and
linguistic experience. Discourse Processes, 56(3), pp.229-255.
 Gurcan, F. and Cagiltay, N.E., 2019. Big Data Software Engineering: Analysis of Knowledge Domains and Skill Sets Using LDA-Based Topic
Modeling. IEEE Access, 7, pp.82541-82552.

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