Knowledge Management as an Essential Tool for Organization - Essay Example

?During the contemporary period, it can be d that organisations operate in a dynamic environment which is constantly changing and for them to remain viable they have to keep pace with the inevitable changes taking place in the environment they are operating in. Against this background, this essay seeks to critically analyse the assertion that knowledge management is an essential tool for the organisation. The essay starts by explaining the meaning of the concept of knowledge creation and management which will be followed by an explanation of various factors that influence the creation of knowledge as well as management of that knowledge for long term survival of any particular organisation. Thus, managing knowledge is the most crucial role for organisations to survive and thrive as we move into a knowledge economy driven and global environment. Basically, “organizational knowledge creation is the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it with an organization’s knowledge system,”( Nonaka, Krogh and Voelpel 2006). Research has shown that knowledge creation, retention, sharing and management is an essential tool for an organisation as we gradually move towards a knowledge economy (Nonaka 2007). During the current period, it can be noted that the business environment is constantly changing and knowledge creation is a virtue whereby the human resources management in particular will take a leading role in spearheading the initiative to influence the individuals in the organisation to come up with new ideas that can be crystallised as well as connected with the organisation’s knowledge system. Having created the requisite knowledge, then the process of knowledge management attempts to formalise a means of continuous improvement through reflection, and codification of knowledge gained during the project (CCTA 1999). For instance, Nonaka 2001 argues that making personal knowledge available to others is the basic tenet of the knowledge creating company. This will allow others to learn which promotes management of knowledge that has been created with a particular organisation. Through the use of PRINCE2 as a mandatory project management methodology in government sponsored projects, the identification and codification of personal knowledge through “lessons learned” is a key objective. This involves the utilisation of knowledge created to the benefit of the organisation as a whole. Knowledge creation is a source of long term solution for organisations to gain competitive advantage in an economy that is characterised by uncertainty and ever changing environment (Nonaka and Takeuchi 1995; von Krogh et al. 2000). The companies which are quick to create new knowledge in response to the changes obtaining on the ground have a competitive advantage over those which are slow to respond to these changes. In essence, creating new knowledge is about re-creating the company and the individuals to meet a particular vision or ideal. Knowledge creation is not a specialised event but it is treated as a preserve for every worker. This is not limited to a particular department since the notion of the knowledge creating company posits to the effect that every employee has a role to play as far as this concept is concerned in an organisation. A critical analysis of the article entitled “Organizational Knowledge Creation Theory: Evolutionary Paths and Future advances” by Nonaka, Krogh and Voelpel (2006) shows that the success of an organisation is mainly influenced by its ability to keep pace with changes taking place in the business environment and this is aided by knowledge creation. Examples can be drawn from the cases of Canon as well as many Japanese companies which manufacture cars such as Toyota. Keeping pace with changes in the environment in which the organisation operates entails creativity and innovation of new ideas that will be synthesised into the knowledge system of the company. Managing this knowledge is a basic tenet of organisational growth. Knowledge creation is not only limited to the processing of objective information but it involves taking into consideration highly subjective insights of the individual employees and make them available to be tested and can be used by the company as a whole ( Nonaka and Takeuchi 1995; von Krogh et al. 2000). The main purpose of this stance is to create a sense of belongingness to the company among the employees. If the members of an organisation are given the autonomy to be part of decision making through knowledge creation, they will develop a sense of belonging to the company which will give it the much needed competitive urge. This requires managers with open, participatory and democratic leadership styles in order to instil commitment among the employees to the company. Through interaction and sharing tacit and explicit knowledge with others, the individual enhances the capacity to define a problem and is basically in a better position to apply the knowledge gained to act in a particular way that will enable that person to solve a problem (Nonaka and Takeuchi 1995). A closer analysis of the above mentioned article shows that knowledge in an organisation grows through a four stage process which involves: socialisation which is aimed at sharing tacit knowledge among the individuals, externalisation which aims at articulating tacit knowledge into explicit concepts combination as well as internalisation which aims at combining explicit knowledge into tacit knowledge. Where knowledge is shared among the members of the organisation, it can be noted that it becomes easier for the employees to be able to solve problems they may encounter in their day to day dispensation of duties. It should be noted that creativity is the thinking process that drives employees to generate new and useful ideas in order to give the organisation the competitive urge required in the dynamic environment in which they operate. Against this background, it can be noted that leaders in an organisation have a role to manage as well as to ensure that there are measures in place that are meant to ensure that creation as well as management of knowledge is facilitated (Nonaka and Takeuchi 1995). In this regard, creativity and innovation imply that new ideas are taken into consideration and implemented accordingly so as to ensure that the organisation is better positioned to keep pace with the ever changing business environment. Knowledge management is a virtue in as far as operating successfully in today’s business environment that is characterised by stiff competition is concerned. Indeed, it is undoubtedly true that there is need for the organisations to create as well as manage new knowledge in order to keep pace with the dictates of the situation obtaining in the environment and the employees should be given the autonomy to be innovative in their tasks. This will enable them to come up with brilliant ideas that can be useful to the organisation in the long run. Knowledge management can also be attributed to learning which enables the organisation to stay ahead of the other rival competitors in the industry. Learning is about creativity and innovation, which is about creating positive change rather than adapting to change (Andriopoulos & Dawson 2009). Basically, innovation and creativity are very important elements of learning which enables the organisation to grow through the generation of new ideas that are developed into feasible practices. Learning in an organisation is mainly concerned with creating, acquiring and transforming knowledge and transforming this knowledge to develop new insights as well as knowledge that is helpful to the organisations in a dynamic environment (Andriopoulos & Dawson 2009). Learning is enhanced through training and development meant to enable employees to gain important work related skills, knowledge and techniques. This is very important especially with regards to organisations undergoing change as it seeks to equip the employees with the relevant knowledge and skills that are needed in undertaking that change process. Knowledge management is also enhanced through mentoring and coaching where knowledge is shared between the senior employees and the less experienced workers in an organisation. The concept of leadership has a strong bearing in organizational knowledge creation (Nonaka and Takeuchi 1995; von Krogh et al. 2000). Leaders play a pivotal role in an organisation and they need to anticipate forces in the organisation’s external and internal environment that affects its day to day operations. The leaders ought to influence as well as motivate the other employees to have a positive feeling towards their work which facilitates the creation of knowledge. Where individuals can participate in decision-making process and can express ideas without fear, there will be likely chances that innovation and creativity will be promoted in the organisation which also helps in management of knowledge created. When the employees have freedom and autonomy to participate in decision making process, they will have a positive attitude towards creativity and innovation. Open systems that promote participation and interaction also allow the free flow of information which in turn promotes mutual understanding among the employees hence leadership plays a pivotal role in achieving this feat. Interaction among the members of an organisation promotes the creation as well as sharing of knowledge. Managing this knowledge becomes the role of the leaders in the organisation so as to keep pace with the changes that may take place in the environment. Over and above, it can be noted that organisations operate in a dynamic environment which is constantly changing and for them to remain viable, knowledge creation as well as management play a pivotal role. It can be noted that managing knowledge, creativity and innovation is the most crucial role for organisations to survive and thrive as we move into a knowledge economy during the contemporary period. A close analysis of the given article also shows that knowledge management is a viable tool for organisations to thrive especially during the current period that is characterized by inevitable changes. References Alavi, M., and Leidner, D. 2001. "Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues " MIS Quarterly (25:1), pp 107-136. Andriopoulos C & Dawson P. (2009). Managing change, creativity and innovation Nonaka, Krogh and Voelpel (2006). Organizational Knowledge Creation Theory: Evolutionary Paths and Future advances.sage Publications. Read More