WEB 2.0 TECHNOLOGIES TO SUPPORT KMS

WEB 2.0 TECHNOLOGIES TO SUPPORT KMS

Knowledge consists of different types, such as know what, know how, know why

and know who. (MA Chatti et al, 2007)

Know What- Know information about the problems they face.

Know How - Through web2.0 technologies like wiki’s and blogs.

Know Why- To gain competitive edge and customer satisfaction.

Know Who- All the employees of an organisation.

Use of Technology for Knowledge Sharing: (Web 2.0)

In any organisation, knowledge sharing plays a key role in the whole development of the organisation. We see that knowledge should be shared and maintained for any organisations overall development. Through proper knowledge sharing we gain competitive edge and customer satisfaction which keeps us in business. So, to help our employees share knowledge they have, we are introducing wiki and blogging to our organisation so that both codification and personalisation strategies can be implemented. These are one of the best platforms to share knowledge and are cheap compared to other technologies.

Technology for knowledge sharing can be explained clearly with a example and some specific problems in that organisation. Let me introduce to you Albion Fabrics for which I with my team have designed a KMS and supported it with the help of Web 2.0 technologies.

Albion is a fabric company whose clients are supermarket chains and they outsource their projects to industries in other countries where the goods can be made cheaper. The problem is Albion’s staff doesn’t have enough knowledge about the industries they work with so it takes a lot of time and the decision taken cannot be judged properly. For this we designed a KMS and supported it with Web 2.0 technologies. We used Wiki’s, blogging to reduce this specific problem.

Use of Wiki:

A wiki is a website where information and knowledge can be stored and every user can contribute to it. Albion’s wiki is only made available for the staff in the intranet where every person of the staff can share their knowledge and experience with particular industries. Wiki works as a repository in our organisation. Each group or individual staff will contribute to the wiki and constant monitoring and moderation will be present to check if the information provided is true or not. We also keep a track record of the all the industries and experiences with each and this information will be available on the wiki. We use wiki as a tool for collaborative environment to make good use of the knowledge we have and form a virtual CoP.

This is effective because it helps the process of codification strategy and wiki is easy to access and with a search engine in it, it helps employees to access information and gain knowledge easily which in turn reduces time for making decisions. But there are some problems with wiki such as anyone using it can upload information which may be untrue sometimes. But this causes a huge problem to the organisation. So here comes the process called “Darwikinism” where unfit sections are culled, edited or replaced which results in high quality wiki. So, a wiki is a simple and user-friendly platform where employees share their knowledge and make it explicit. (www.biomedcentral.com)

This method of sharing knowledge is effective because there is a wide scope for learning, past mistakes won’t be repeated, also works as a centralised organisational unit for organisational learning. FAQ’s can be answered readily and makes knowledge transfer easy.

Google is an example of organisation that use wiki’s and blogs for knowledge sharing. There is a strong sharing culture at Google since the very beginning. Google’s intranet is made of numerous different tools but it is articulated around a big wiki. All employees are pushed to share freely and to learn from each other (the opposite of the company’s interaction with the outside world), no isolated team (no silo), and open communication is the rule. The company tries to hire smart people who are nice to work with, with an open mind suitable with the sharing practices. “Everybody from engineering to sales to folks who sweep the floors can read about and create commentary on anything in database. This is one of the issues that made Google a pioneer in its field of work.

Use of Blogs:

Blogging, a web2.0 technology has become very popular these days. We in our organisation encourage every member of the staff to have their own blog and publish posts about their experiences with a particular industry and its work behaviour regularly so that every employee goes through it, post comments and share their tacit knowledge.

Knowledge workers use blogs to capture and use information, to document individual thoughts, to reflect and to convey with others. This way, some of their tacit knowledge becomes explicit. This way of knowledge sharing is effective because it involves less money and effort. It also helps increasing the communication between individuals and there by resulting a friendly work environment.

In Albion, we think that using wiki’s and blogs give our company and our employees a specific edge that we are currently looking for and also solve our problems like problems regarding the industries . Apart from this using web2.0 also helps solving some of our knowledge management problems with training, staff turnover, thereby creating a friendly work environment with a free flow of knowledge.

Let me make it clear to you by giving a example. Our organisation got a order from Marks and Spencer to get them 10000 pieces of cotton shirts with different designs. The team associated to Marks and Spencer started looking at different industries in India which manufacture good quality cotton shirts. The team looks at other aspects as well such as specifications given by the designer and the capability of the industry to manufacture such kind of shirts. To get all this information, it takes so much time for the team to decide for any particular industry. Now, with the wiki’s having records of every industry it will be easy for them to find the particular industry they are looking for. To know much about the industry and the problem they may face there, the team looks at blogs of other employees who wrote about their experiences with the chosen industry. This way Blogs and Wiki helps the employees and eventually the organisation for knowledge sharing.

References:

MA Chatti, M Jarke, D Frosch-Wilke ; 2007, International Journal of knowledge and Learning

Maged N Kamel Boulos, Inocencio Maramba, Steve Wheeler; 2006, Retrieved on 11 march 2009 from www.biomedcentral.com

Michel Buffa; 2006, Intranet Wikis, Retrieved on 23 march 2009 from www-sop.inria.fr

KNOWLEDGE CREATION AND MANAGEMENT IN ORGANIZATION

KNOWLEDGE CREATION AND MANAGEMENT IN ORGANIZATION

Certain elements are important for an organizations survival and development. One of them is Knowledge Management, which is also the vital aspect in organizations of any kind. Before we go into why Organizational Knowledge should be managed and how it is done, we should know what organizational knowledge is? Organizational knowledge is the knowledge possessed and used by the organization as a whole to gain competitive advantage and customer satisfaction. Organizational knowledge can also be defined as the sum of the knowledge possessed by the employees, knowledge workers, the management and the knowledge available to them through experience of the organization which is justified. But Bhatt (2001) totally disagree with my definition of Organizational KM. He says that Individual knowledge is necessary for developing the organizational knowledge base; however, organizational knowledge is not a simple sum of the individual knowledge. Organizational knowledge is formed through unique patterns of interactions between technologies, techniques, and people, which cannot be easily imitated by other organizations, because these interactions are shaped by the organization’s unique history and culture.

Organizational knowledge management is the process where knowledge is created, gained, managed, moderated, distributed and utilized collectively among the employees of an organization. The main steps of organizational knowledge management are creation, managing and distribution. Knowledge can be created or gained in different ways. There can be different ways an organization can acquire knowledge. They can be attained by focusing on issues such as why we have gained a project or why have we lost it, current features of the market, observing competitors and most importantly knowing who knows what.

Nonaka I (1994) says that there are four modes for knowledge creation and knowledge can be created when it goes from tacit to explicit. Socialization, Externalization, Internalization and Combination are the four steps where knowledge can be created in an organization. In these processes Knowledge flows in every form i.e.: from tacit to tacit, tacit to explicit, explicit to tacit and from explicit to explicit. Stephen McLaughlin (2007) explains more about how knowledge is created and shared.

Knowledge Transfer Mechanism	Desired Outcome	Impact
Tacit to Tacit	Innovation	Creative thinking, cross-organizational team-working, improved team-working, and the generation of new knowledge
Tacit to Explicit	Standardisation	Standardise data formats, common understanding of presented information
Explicit to Explicit	Control	Dissemination of information across organisation, better (centralised) decision making based on accessible information, improved access control of information, data manipulation
Explicit to Tacit	Empowerment	Better real-time (distributed) decision making based on accessible information, improved data analysis

I see that certain factors such as organisational culture, work environment and time plays vital role in knowledge creation process because knowledge is created by knowledge sharing. According to my opinion new knowledge is created by ones’ personal interpretation of the information gained. This knowledge can be useful for organisational development. Apart from this knowledge can also be created via social networking both on a personal and organisational level.

Knowledge gained will be useless if not managed properly. There should be certain knowledge management strategies which should align with the organizations core strategies, objectives and its culture. These strategies are to be customized based on the organizations basic needs. An organization should have its own Knowledge management system which supports its Knowledge management strategies. We should design the knowledge management systems by keeping in mind the sources of knowledge we have in our organization. They are the employees, expertise, experiences, etc, .The knowledge from all the sources should be integrated, its quality tested and justified. It should be in such a form so that it can be readily used whenever necessary.

We can also employ suitable tools such as IT, web 2.0, etc to support these systems and can be made available to each and every employee of the organization.

One good example for this will be one of the success stories of KM in Siemens sharenet . The backbone of ShareNet is an intranet that facilitates knowledge transfer by allowing for three processes: the capturing; developing; and reusing of knowledge. The system covers two types of knowledge: Tacit and Explicit. ShareNet helps people to access the required knowledge at the any time. The updating of the knowledge base involves a continuous self-assessment and conscious focus on the process. So employees are encouraged to reflect on the sales process post and ask “which knowledge would have been useful at the beginning?” and “What source materials would I have needed?” The answers to these questions can be used to ensure re-use of valuable knowledge. But, the system is only as good as the knowledge within it and one of the main tasks was to assure the reliability and value of the content in ShareNet. Another task was to motivate people to actively share knowledge. These problems should deal to achieve the main goals of ShareNet: saving time, reducing costs, increasing quality, increasing sales and increasing profit. (Bernhard BN and Francesco C, 2003)

So I can conclude by saying that Organisational KM is very important and gives good competitive edge and customer satisfaction to a organisation when used effectively.

REFERENCES:

· Bhatt G D, 2001; KM in organisations: Examining the Interaction between Technologies, Techniques and People.

· Ikujiro N; 1994; A Dynamic Theory of Organisational Knowledge Creation: Organisation Science; volume-5; number-1

· McLaughlin S; 2007; Managing Knowledge for Success, Engineering Management; Retrieved on 1 April 2009 from www.theiet.org/management

· Bo B Nielsen and Ciabuschi F; 2003; Siemens Sharenet: Knowledge Management in Practise: Business Strategy Review, volume-13, Issue 2, pp 33-40

KNOWLEDGE MANAGEMENT SYSTEMS

KNOWLEDGE MANAGEMENT SYSTEMS

Knowledge management is gaining more and more attention now- a- days. It has become one of the important factors for an organisations growth because knowledge has become an organisational asset. So, what is a Knowledge management system? A Knowledge management system is an information system used to share, process and integrate the knowledge in an organisation. A KM system is the integration of knowledge acquired, shared and the technologies which support them. Through proper KM system the face of the organisation changes. KM systems can be tailor made or we can even adopt the best practises.

As we all know Knowledge Management is the process of creating, acquiring, processing and sharing knowledge in an organisation, a KM system is used to support this process in a particular way such that knowledge will be available at any time for every staff of the organisation. While designing a KM system, a organisation should bear in mind its clear and specific goals and its strategy to achieve them because they have to align with the KM strategies in the system. Knowledge flow in an organisation involves two strategies. They are personalisation and codification. Knowledge flows in a personal level or codified level or both depending on the structure and culture of the organisation. The major challenge of managing knowledge is less its creation and more its capture and integration (Davenport, 1997). According to Davenport new knowledge creation is not so important, he emphasizes on capturing knowledge from others expenses and experiences. Integration of knowledge that is available from different sources and making it more meaningful is important in a KMS.

Knowledge is of limited organizational value if it is not shared. The ability to integrate and apply specialized knowledge of organizational members is fundamental to a firm’s ability to create and sustain competitive advantage (Grant, 1996). Grant specifies that there is keen need for expertise in an organisation and knowledge creation happens through integration and application of specialised knowledge which gives the organisation competitive advantage. But in my view, if I am concerned I don’t agree with either of the authors because knowledge creation is very important in my view and new ways of doing a work gives a organisation the needed competitive advantage and I dont think that only through expertise does knowledge creation occurs. Knowledge will be tacit in every employees mind. It is the principle of the KMS to make it explicit and by integration does new knowledge is created.

Culture of an organisation is important for any KMS to work efficiently. The culture should be in such a way that there should be no hierarchies and work environment should be open and the flow of knowledge and information should be free. From the view of the culture-based perspective of knowledge management, managers associated knowledge management with learning (primarily from an organizational perspective), communication, and intellectual property cultivation. Some suggested that the information/technology component of knowledge management was only 20% of the concept whereas the cultural and managerial aspects accounted for the bulk of the issue. (Alavi M and Leidner D E, 1999).

Knowledge Management system provides continuous learning in an organisation where lessons learned are related to problems that the employees may face certainly, FAQ’s, and the solutions will be given by their colleagues and expertise who are experienced. An ideal KMS should have a good CKO, knowledge workers, repositories of knowledge, friendly environment in the organisation so that knowledge flow will have no barriers and there should be support of Information Technology so that knowledge can be made available to every employee in an organisation at any time. An ideal KMS should have all these characteristics and their goals can be achieved through proper support of Information technology or any other user- friendly technologies.

I found my argument identical to Davenport et al (1998) where he specified some factors which contribute to knowledge project success. They are

· Technical and organisational infrastructure

· Standard flexible knowledge structure

· Knowledge friendly culture

· Multiple channels for knowledge transfer

· Senior management support

Thus Knowledge Management systems play a vital role in giving the company the required features and making all its employees knowledgeable and helping in gaining competitive advantage and customer satisfaction.

REFERENCES:

1. Davenport, T. H. (1997), Knowledge Management at Ernst and Young,1997, http://knowman.bus.utexas.edu/E&Y.htm

2. Grant, R.M. (1996), ”Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration", Organization Science, pp. 375-387.

3. Alavi M and Leidner D E. (1999), “Knowledge Management systems: Issues, Challenges and benefits”, Communication of AIS, volume 1, article 7.

4. Thomas H D, David W De L, Micheal C B (1998), “Successful Knowledge Management Projects”, Sloan Management review, Winter

PROBLEMS OF KM

PROBLEMS AND QUESTIONS RAISED:

• Michael Zack in 2000 wrote a book titled "If knowledge management is the solution,What is the problem?"
• What are the systematic structure ,processes and incentives that work together in shaping effective knowledge management practices?
  

• How should the Knowledge barriers such as knowledge acquisition,integration,transfer mitigated?
• How to acquire the knowledge to solve the knowledge management problems?
  

• Is it through coordination,experience or is there anything else that we need to do?
• How to increase the effectiveness of a CoP for sharing knowledge?
  

KNOWLEDGE COORDINATION PARTLY ANSWERED:
Individuals or groups face this knowledge coordination problems when the knowledge needed to diagnose and solve a problem or make an appropriate decision exists,but know about its existence or location is not available to individual or group.Knowledge management problem requires a search for expertise and are aided by an understanding of patterns of knowledge distribution of who knows what and who can be asked for help.(Subramani,sambamurthy,2005)

Personally I think the people who are seeking help should approach the repositories or posting the problem on the intra net or discussing it in a CoP.
PROBLEM OF KNOWLEDGE TRANSFER:
Knowledge transfer problem can be solved only after the knowledge coordination problem is solved.If the knowledge is not coordinated or acquired properly,the concept of knowledge transfer is meaningless.
"Knowledge is found to be sticky and contextualized as a result of which it might not be easily transferable"(Szulanski 2000)
The ability of a individual or a group or a organisation to absorb or understand or adapt the knowledge that is transfered depends on their individual outlook at a problem.
PROBLEM OF KNOWLEDGE REUSE:
There are problems of motivation and reward related to the reuse of knowledge(Markus 2001).
This occurs when individuals or groups may prefer to devise a unique solution to a problem rather than reuse the standard knowledge available in repositories.Recognizing individuals or rewarding them for being helpful appear to paradoxically create disincentives to reuse of knowledge.(Sambamurthy,Subramani,2005)

COMMUNITY OF PRACTICE

"A group of people or groups who share a concern or passion about a topic who deepen their knowledge and expertise by interacting on an outgoing basis" (wenger at al,2002)
Groups or people having different goals,working in different platforms,adopting different strategies for the same goals can also form a CoP.

According to Etienne Wenger (c 2007), three elements are crucial in distinguishing a community of practice from other groups and communities:

The Domain:

A community of practice is is something more than a club of friends or a network of connections between people. 'It has an identity defined by a shared domain of interest. Membership therefore implies a commitment to the domain, and therefore a shared competence that distinguishes members from other people.

The Community:

In pursuing their interest in their domain, members engage in joint activities and discussions, help each other, and share information. They build relationships that enable them to learn from each other.

The Practice:

Members of a community of practice are practitioners. They develop a shared repertoire of resources, experiences, stories, tools, ways of addressing recurring problems in short a shared practice. This takes time and sustained interaction.

THE REAL COLOR OF CoP's:
I have been reading a lot about CoP's now a days.First I thought CoP 's are a great platform to share and acquire knowledge.But whats is going on with CoP's in reality?

• Are they really as effective as they seem to be?

• Does a ideal CoP exist in reality?

I agree that CoP's are effective with in the organisations and there are success stories for intra-organisational CoP's.But what about the Inter-organisational CoP's?
While thinking about the CoP's my mind is flooded with a stream of questions that i cant answer neither the books nor the websites I referred answered me those questions.

• How can CoP's exist in IT field where every company is a competition to other?

• How can they exchange the knowledge that have been acquired through great effort?

• Will any organisation help other competitors so that they can perform better?

Let me make it clear to you by giving an example.

• The biggest software companies in the whole world are Microsoft,IBM and Oracle corporation.They are the biggest competitors.There is no way they share the knowledge they acquire or the one in their repositories.All the projects or information are highly secured.So,what is the point of a CoP here?

• The organisation that I'm presently working with is our KMS where we are assigned to do some research and present our ideas in a perspective.Our superiors told us to comment on others articles so that we can develop a CoP and share knowledge.But what exactly happening is some people din't even post anything on their blogs and there is no question of commenting on them.I din't even receive a single comment and I dint even get a reply for the comments I made.I dont know whats the reason.The reasons may be they dont want to present their idea for the fear of failing,they feel that others might copy from thier blogs,they want to surprise all of us.But I know that everyone will be having thier content on their blogs on thursday.Their might be other reasons involved such as culture,background or may be to show their superiority.I don't think the CoP in our organisation is working effectively.This is my idea but other people might think differently.
• LEARNING IS IN THE RELATIONSHIPS BETWEEN PEOPLE-McDermott(in Murphy 1997:17)

• The best example I can give is the CoP's in NGO's.

When I'm doing my B.Tech in INDIA,where child labor prevails,I took a boy who is a orphan and homeless to a NGO.But to my utter surprise they said they wont be admitting him as he is not suffering from any disability or disease.I asked them if they can take the responsibility of sending him to other homes which they can do easily.But they said they couldn't do that as they are not related to any other NGO.I went all around.Some said that the boy should be a Christian,some said that they treat only AIDS patients.But no NGO took the responsibility.
I have heard a lot about NGO's such as Oxfam, CARE, World Vision, Save the Children whose revenues exceed billions of dollars every year.But they only work in countries where they have their own networks.They are not associated with other NGO's.Some work for relief programs,some for tumor affected,some for old people but no organisation works for everyone.I know it is not possible to work for everyone.But they can form a CoP and serve the people in a better way.
The concept of CoP's are good but when they are put into real practice,they will be better.
"An ideal CoP should be a platform where everyone strive hard to develop their respective or chosen field."
REFERENCES:
Wenger,Etienne.(2007),Communities of Practise,http://www.infed.org/biblio/communities_of_practice.htm.Accessed febuary 11,2009.

STRATEGY

STRATEGY:
The word strategy originates from the greek word "strategos",meaning "general".
An elaborate and systematic plan of action intended to achieve a specific goal is called as strategy.(or)
The art or skill of using stratagems in endeavours such as business and politics.
In war,a strategy is a plan to gain advantage over the enemy.According to Effy Oz, Business people must devise decisive courses of action to win just as generals do.In business,a strategy is a plan designed to help an organisation outperform its competitors.
Strategies tend to fall in some categories such as developing a new product,identifying an unmet consumer need,changing a service to entice more customers or retain existing clients or taking other action that increases the organisation's value through improved performance.
A company achieves strategic advantage by using strategy to maximize its strengths,resulting in a competitive advantage.
The Case study of Walmart and The Albertons:
The Alberton's were th elargest super-market chain in the west before the establishment of Walmart.Walmart was launched with huge investments and they launched very large super markes and aslo the prices are low when compared to that of The Aberton's.They get their products directly from the manufacturer and they have their own transportation which made them huge profits and the Alberton's insured heavy losses.
After few years the Alberton's approached some KM consultancies.The Alberton's reduced the prices of their products just to get into market but also they advertised that their shops are compact and the customer can find the products easily.But Walmart launched some mini super markets like Asda and more to retrieve their position.Walmart's goal is to capture the market and to sweep the customes off their feet.They used different strategies which change from time to time depending upon the situation,market fluctuations and competition.Thus they now expanded their market to Russia,China,Argentina,Brazil,Canada and most of the Europe.

James Brian Quinn in The Strategy process:concepts and contexts,indicated "A strategy is a plan or pattern that integrates an organisation's major goals,policies and action sequences into a cohesive whole.
(cohesive-holding the particles of a homogeneous body together)
An effective business strategy should include three elements:
1.A clear and decisive statement of the primary goals and objectives that are to be achieved.
2.An analysis of companies limitations and guidelines.
3.A record of companies resources to achieve the desired goal.

Strategy cannot be always standard even till the goal is reached.Strategies can be changed or deffer ed due to the fluctuations in the market,competition,resources,etc...
For an organisation or even for a individual,there should be a plan of action or a path which one has to follow to achieve a goal is called strategy.

A small example would be to win a game of cricket.Cricket is a big game known for the best strategies adopted. The strategy will be designed by the Coach and captain of the team and may be the senior most player.These strategies changes from minute to minute.Before designing the strategies they need to know the resources they have ie:opening batsmen,middle order and the bowlers.They keep shifting the places of players such as one down,second down,etc..depending on the runs scored and the overs remaining.When the team was fielding there will be different fielding and bowling strategies for different players.These are desinged by observing the weakness of the players from past matches.
The importance of strategy and the people invoving in planning it can be seen in a live example.The INDIAN cricket teams new coach Gary kristen and captain M.S.Dhoni designed the best strategies ever which made INDIAN team win 9 matches in a row which is a world record and which took them from 6th position in the ICC world rankings to the 1st.
Desiging a strategy is the first step and managing is the second and vital step.

Knowledge Management Strategies:
According to Nonaka,(2005), "The consulting business employs two different knowledge management strategies.In some companies knowledge centers in the computer.The knowledge is codified and is stored in databases,where it can be used and accessed from the computer easily by any employee of the company.We call this CODIFICATION STRATEGY.
In some companies knowledge is closely tied to the person who developed it and is shared through person to person contact.The purpose is to help people communicate knowledge,not to store it.we call it PERSONALIZATION STRATEGY."
The choice of the strategy depends on the way the company serves its clients,the economics of the business and the people it hires.Trying the wrong one or emphasising on both resluts in undermining the company.
Some companies also design their own Knowledge management strategies.But they focus and invest more on KM.
REFERENCES:
Effy Oz.2002."Strategic Uses of Information Systems:Management Information systems,third edition.
Quinn.J.B. and Mintzberg.H.1992."The Strategy Process:Concepts,contexts,cases,Fourth edition.
Ikujiro.n.2005."Knowledge Management:Critical Perspectives on Business and Management".

KNOWLEDGE MANAGEMENT

According to Davenport and Prusak (1997),"A fluid mix of framed experiences,values,contextual information and expert insight that provides a framework for evaluation and incorporating new experiences and information" is Knowledge Management.

"The ability to create,acquire,integrate and deploy distributed knowledge has emerged as a fundamental organisational capability.(Takeishi 2001;Teece 1997)
The two statements stated above by Davenport,Prusak and Takesishi,Teece gives us a clear idea of what knowledge Management is and how to implement it.
I came to know what is knowledge management recently.
FIRST STEP:
In the first article I published in my blog, I presented my own ideas about organisation and CoP.
SECOND STEP:
Following the advice of my mentors and after following my colleagues blogs,I came to know that I need to do a bit research and then I read lot of journals and published a article about knowledge management.This is where I found the expert insight which is given by my professors and experience.
THIRD STEP:
I took the advice and feedback given by Mr.Aboubakr and Im now editing my article with sufficient support to my statements and examples.
Here in the above example I acquired knowledge,I integrated the knowledge I acquired and I deployed it..I incorporated new ideas,information and also gained a lot of experience which leads me to a better student.
But even after gained so much knowledge and incorporating new information,I still feel that there should be a constant quench for knowledge which gives a expertise in the chosen field.
So,my definition of knowledge management would be "The ability to acquire,grasp,utilize and constantly seek for more knowledge is called knowledge management."

• Knowledge management in a business organisation has the task of managing activities of knowledge workers or the transformation and interaction of organisational "static substance knowledge" and "dynamic process knowledge" for products,services and practical process innovation and at the same time,creating new or justifying existing organisational systematic knowledge,but needs to address that which is implicit and from which benefits can therefore be derived only through process rather than content.(Sambamurthy,subramani,2005)
• There are two types of knowledge management processes.They are explicit and tacit.
  

1. Explicit knowledge can be easily attained and is often expressed or documented in formal,systematic manner frequently in words and numbers.Examples are management directives,executive orders,policy manuals and reference guides.
2. Tacit knowledge can also be attained but is not easily transfered.Tacit can be attained through dialogues,job shadowing,story telling and sharing of best practice and lessons learned.It usually is rooted in an individuals experiences,intuition,insight,judgment and knowledge of organisational values.Individuals with tacit knowledge are considered to be experts.
   

Organisation seeking knowledge should continually invest in exploring new knowledge as strategic options for future strategies and competitive advantage.
The transfer of knowledge is important in any organisation and it depends on intra-organisational and inter organisational relationships.(Sambamurthy,Subramani,2005)

KM IN ORGANISATIONS:
Many big organisations like Accenture,Walmart,Infosys,etc. they came up with thier own knowledge management strategies which are unique and which by application showed a sustained growth of the organisation as a whole.
In my view, the knowledge workers should adapt the following steps to make the organisation better,

1. Allocation of the organisation's resources and use them accordingly and productively.
2. The organisation should invest continually in search of knowledge,no matter how good their repositories and networks are.There should be constant quench for knowledge.Knowledge acquired should be adapted efficiently.

REFERENCES:

• Takeishi,A;2002,"Knowledge partitioning in interfirm division of labor:the case of automative product development",Organisation science(13:3),pp.321-330
• Teece.D.J,Pisano.G and Shuen,A;1997,"dynamic capabilities and strategic managemnt,"Strategic management journal(18:7),pp.509-533
  
• Davenport,T.H, and Prusak,L;1997,"Working knowledge:How organisations manage what they know,Harvard business school press.
  
• Sambamurthy,V and Mani Subramani;2005,"MIS Quarterly:special issue on information technologies and knowledge management"volume 29,number 1,pp.1-7