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Knowledge Management Individual Assignment - Essay Example

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KNOWLEDGE MANAGEMENT INDIVIDUAL ASSIGNMENT Table of Contents Table of Contents 2 Introduction 3 Communities of Practice and Knowledge Management 4 Cultural Influence on Knowledge Sharing Patterns in Organisations 5 Conclusion 7 References 8 Influence of Organisational Culture on Knowledge Sharing Behaviour Introduction Knowledge is actually a combination of values, experience, expert insight, and contextual information that helps in evaluating and incorporating new information and experience (Gammelgaard, and Ritter, 2000)…
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Knowledge Management Individual Assignment
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Download file to see previous pages Knowledge Management is one of the hottest topics in the fields of management and information technology. Several activities are involved in the process of knowledge management. Out of the many, the most commonly cited and discussed knowledge management activity is knowledge sharing or transfer (Ford, et al., 2003). Knowledge sharing is observed to be critical towards the success of today’s business organisation (Davenport, and Prusak, 1998). This is so because it results in deployment of knowledge to certain organisational portions at a rapid rate which can prove to be highly beneficial for the organisation (Syed-Ikhsan, and Rowland, 2004). Knowledge management can thus be considered as a socio-technical system that includes different form of storage, generation, sharing and representation of knowledge. Specific functional features of knowledge management are found to be always based on certain assumptions that are inherent to the cultural backgrounds of the people who either create or manage them. However, if people having national or professional cultural backgrounds use these systems in a way that differs from those intended by its designers, it might actually result in inhibiting the process of knowledge sharing in organisations (Branch, 1997). This study entails about analysing the impact that organisational culture has on the knowledge sharing environment of the companies in general. Communities of Practice and Knowledge Management Communities of Practice (CoPs) have received renewed attention in the recent years mainly in the field of different ways of managing the social and human aspects of knowledge dissemination and creation within the firms. One can find various existing literature that are related to the discussion of CoPs in the knowledge management literature (Davenport, and Prusak, 1998; Wasko, and Faraj, 2000; Wenger, et al., 2002; Ardichvili, et al., 2003). Lave, and Wenger (1991) were the first to coin the term community of practice and it can be defined as a system of activity wherein the participants are involved in sharing their understanding related to their present activities performed in the organisation and how they are valued in their lives and the communities. One of the assumptions that is central to the concept of CoP is that community members who are adjudged to be less experienced are involved in a learning process received from the social interactions with the community members who are considered to be experts of a specific domain of knowledge (Lave, and Wenger, 1991). One of the most important benefits of CoP is its ability to generate or disseminate tacit knowledge. This type of knowledge cannot be communicated easily because most of the times it is either embedded in a particular context or is intuitive in nature (Nonaka, 1994). This type of tacit knowledge possessed by an organisation is believed to be critical towards the sustainable competitive advantage gained by the companies because others cannot easily copy or imitate it (Liedtka, 1999). Brown and Duguid (1991) have argued that internalising and sharing tacit knowledge needs ...Download file to see next pagesRead More
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