Knowledge Organisations in Sveiby, Yahyas, and Yoos Works - Essay Example

The paper "Knowledge Organisations in Sveiby, Yahya’s, and Yoo’s Works" is an outstanding example of an essay on business. Both Yahya and Goh suggest that a knowledge organization will require HR management strategies and operation aspects different from those of a non-knowledge organization. Sveiby, on the other hand, observes that there are four centers of concentration in a knowledge company, which, include the professional, the manager, the support staff, and the team leader (Sveiby, 1997, p.1). According to Sveiby, the Human resource manager leads a knowledge organization in attaining an organization’s specified goals. Sveiby's equally observes that recruiting a new employee, maintaining and reasonable dismissal is the most important strategic aspect for a Human Resource manager in a knowledge organization. Sveiby reckons that getting qualified recruits is a universal problem and hence Human Resource managers should have strategic and operational aspects for personnel markets to get the most qualified personnel. He recommends that on interviewing potential recruits, the HR should consider the candidate's qualifications, and their ability, to merge their own knowledge, and that of other organizations’ employees. Similarly, Yahya and Goh concur that on recruitments, the HR should focus on achieving quality, leadership, creativity, and solving disputes. Sveiby qualifies the fact that strategic recruitment can modify, increase, or reduce the company’s competence and other intangible assets. Additionally, both Yahya and Goh associate HR with fundamental aspects of training, performance appraisal, decision-making, compensation and rewarding of the organization personnel (Yahya and Goh, 2002, p.1). Indeed, Sveiby recognizes the need for HR to make wise decisions regarding creativity and experts’ plateau. In the same breath, Sveiby observes that HR should also handle disputes between managers and professionals, administration and the profession. Yahya, Goh, and Sveiby's conclusively denote that compensation and reward system should be relevant to performance, creativity, and knowledge sharing. Hence, the importance of HR in a knowledge organization is dominant in both articles.

Comparing and contrasting Sveiby and Yoo’s articles

Both Sveiby and Yoo et al appreciate the importance of knowledge flows, the role of information technology strategy and the diverse models defining the knowledge flow in a knowledge organization. Yoo et al state that the knowledge flows strategy involve knowledge mapping, knowledge flow identification, and knowledge profiling and knowledge flow optimization (Yoo et al, 1997, p.1). Both Sveiby and Yoo et al observes that knowledge flow will require an effective strategy and operation approach of articulation. Yoo et al observed ten guidelines for knowledge flow optimization while Sveiby established ten ways of knowledge flows in an organization. He observes that knowledge can flow between individuals and from individuals to external structures. Additionally, knowledge can flow from individuals into internal structures and from external to internal structures. Conclusively, Sveiby notes that knowledge can flow within external and internal structures (Sveiby, 2001, p.1). On the other hand, Yoo et al notes that there is a correlation between knowledge flows and business operations. To this end, both Sveiby and Yoo et al confirms that knowledge flows add competence and subsequent value to an organization. However, Sveiby laments that some knowledge sharing amounts to lost career opportunities or recognition. In conclusion, I find that all articles play a significant role in knowledge management. However, more research on knowledge management is essential.