To kick start my list of articles, I would like to talk about Knowledge Management, specifically a tool used to manage knowledge which is a Knowledge Management System (KMS). A KMS is used in an organisation as a means to store precious knowledge that is available in employees. The main reason why many companies adopt the use of KMS is to ensure that all of the knowledge that resides in their employees is transferred to the company first before the employee leaves the company. KMS is also defined as a method of handling information and resources within an organisation effectively and efficiently.
that is the main point of implementing a KMS in an organisation. Other features could be added to KMS but the fundamental principle is as mentioned before, to share knowledge.
Simply put, KMS is a method of fully utilising all of the available knowledge within the organisation to store, retrieve, share and create decisions based on the vast amount of knowledge gathered, it is also accessible by everyone at the organisation.The keyword here is Knowledge Sharing so that everyone has that knowledge. To initiate a KM Programme within an organisation, it requires proper infrastructure such as high speed internet, servers with high storage capabilities, KM system which is tailored made for the organisations needs and also experts that can explain and teach the employees of the organisations on what is KM and how to use it.
KMS within an organisation is initiated for the fact that knowledge is the most important aspect for a company. The sheer number of different knowledge in an organisation is vast and some of them are untapped. Most notably, most of these knowledge are not structured which means it does not exist in physical form, most of the time, over half of the organisations knowledge is stored within the employees mind. This instance is called as tacit knowledge, there are two category for knowledge, the first is as mentioned before where knowledge is within a person and is hard to be transferred through the means of writing, the second category of knowledge is explicit knowledge, which is knowledge that is formalised and can be easily transferred to others through writing.
Explicit knowledge is easily transferable to others because it exist in a formal setting such as text book, memos, letters, journals etc. To transfer the knowledge is fairly easy and does not require any additional work done. Most of the time, an explicit knowledge is written thus making it easy to be uploaded to the KMS. Meanwhile, tacit knowledge is a different story. As mentioned before, it does not exist in any written format or any structured format. It only exist as knowledge within the minds of the employee. The tacit knowledge is usually a cumulative of knowledge, experience and wisdom. Hence the knowledge within an employee is both unique and a refined idea which is an advantage towards the organisations. Thus KMS plays a definitive role as the means to extract the knowledge form the employee.
One of the best ways to extract this knowledge is through knowledge sharing session, where the employee will share the knowledge they have with others. Through the knowledge sharing, all of the knowledge will be captured and stored within the KMS so it could be accessed by other staff who are interested to learning new knowledge.
In a nutshell, KMS is an innovation that if utilised properly, will change the dynamics of the working nature within an organisation, it will also, in theory improve the overall efficiency of the organisation which will yield a better output that will benefit the organisation. However, to implement KMS is a very hard task and requires a deep understanding of the work culture within the organisations itself. Most KM initiative that was created within an organisations does not hold up long enough to see the expected return of investment simply because it failed due to a few factors that will be explained in the next post.
Frost, A. (2014, January 25). A Synthesis of Knowledge Management Failure Factors. Retrieved from Knowledge Management Tools: www.knowledge-management-tools.net
Guptara, P. (1999). WHY KNOWLEDGE MANAGEMENT FAILS. Knowledge Management Review, 26 -29.
Malhotra, Y. (2010). Why Knowledge Management Programme or Initiative Fails? Why Knowledge Management Programme or Initiative Fails.
Weber, R. O. (2007). Addressing Failure Factors in Knowledge Management. The electronic Journal of Knowledge Management, 333 – 346.