Knowledge management
Knowledge Management [ - ˌ mænɪdʒmənt ] (english knowledge management ) is an umbrella term for all strategic and operational activities and management tasks to achieve the best possible handling of knowledge. Contributions to knowledge management - both theoretical and practical- application-oriented way - to be developed in many disciplines, especially in business administration, computer science, information science, social science, education, or economic computer science.
- 2.1 Knowledge Management by Nonaka and Takeuchi
- 2.2 Characteristics of knowledge management according to Probst / robbery / Romhardt
- 2.3 Business Process Oriented Knowledge Management
- 2.4 Knowledge Engineering
- 2.5 Knowledge Market
- 2.6 Approaches to maturity rating 2.6.1 Knowledge Process Quality Model
Individual versus structural knowledge
Definitions
Knowledge management is the methodological influence on the knowledge base of a company ( organizational knowledge management ) or of oneself ( Personal Knowledge Management). Under the knowledge base of all data and information, all the knowledge and skills to be understood that this organization or person to solve their manifold tasks or should have.
In organizational knowledge management individual knowledge and skills (human capital ) should be systematically anchored at different levels of the organizational structure. Organizational knowledge management can thus be understood as intervening action, based on the theories of organization theory and organizational learning and want to convert these systematically into practice.
As a result of today's knowledge-and innovation-oriented communications era, the existing knowledge in the company capital is increasingly becoming a key factor of production. The knowledge within an organization is thus understood as a production factor, which occurs in addition to capital, labor and land. Provides the strategic basis for knowledge management especially the Knowledge-based View of the Firm This is an extension of the opinion represents, (eg in the context of market -making and influencing ) to see information as a corporate resource or as a production factor.
Your vision can make information systems by link their employees communicative and provide information and preserve.
Criticism is mainly an undifferentiated concept of knowledge, which is often not sufficiently distinct from the terms " data" and " information " at the base of knowledge management from the scientific side. Furthermore, an objectively unreasonable or even paradoxical understanding of the factors of production concept is challenged, as it is mainly in the speech of the " intangible resource of knowledge " reflected, as well as a one-sided orientation on certain older, from the modern management theory already partially revised mechanistic control and feasibility of ideas. Also unclear is the legal question of whether and under what conditions organizations (including businesses ) do a recovery claim to the individual knowledge bases its members (employees) may assert. Such knowledge bases are to be considered first of all as the ( often costly acquired ) intellectual private property of their carrier. This fact is borne in liberal- democratic societies generally reflects these considerations between employers and workers employment contracts are closed, although mete out to employers for a fee payment, the right to exploit the work force, but not at the same time the knowledge of their employees. On such problems occur, according to some authors, an ideological bias (bias ) of the knowledge management approach to light, which tends always to mix a theoretical viewing perspective with a practical action or design perspective - a charge that recently and against many " modes myths of management " (Alfred Kieser ) has been charged.
Despite all objections, in recent years, the boards of many companies around the position of Chief Information Officer ( CIO) extended the work focus on information management, which has the task to coordinate the information processing of a company on its overall strategy. The objectives of knowledge management practical to go significantly above the mere supply of employees with information also:
- Employees to develop learning skills and abilities and be able to use added value.
- The classification of knowledge takes place in two expression Poland: on the one hand the so-called codified knowledge ( explicit knowledge ), which can be described, and is thus suitable to be kept in documents, and on the other hand, tacit knowledge, which are not or not profitably brought into codifiable form can.
These two extreme forms correspond to the two fundamental strategies of knowledge management which are referred to in English as " people-to -document " (Codification ) and " People-to - People" ( Implicit or Tacit knowledge, engl. Tacit knowledge ). For the dissemination of tacit knowledge other approaches and methods are therefore required than in the area " (bring ) people-to -document ( s ) " where are primarily on database and document management solution based scenarios.
The distinction between explicit vs. tacit knowledge - and the consequent fundamental focus of knowledge management strategy - have especially in business applications ( business ) is of great importance, since it is precisely here that economic constraints are fully utilized: Genuine expertise, for example, tends strongly to extreme to combine complexity with rather low validity - and the more expertise is something, the more these two factors are combined (high complexity and low duration) pronounced. It is then but in the business context neither useful nor possible to supply this implicit knowledge codification ( documentation), especially on the recipient side, hardly anyone would have the time to read this certainly very extensive documentation.
That is in reverse but nothing more than: for a people-to- Document Strategy (database, document management, etc.) are more suitable for standard content - not very complex and with a long validity.
Knowledge capture
A major significance in the context of knowledge management comes to the knowledge acquisition and processing, see also intellectual capital. Here are three components of meaning:
Prior to the implementation of knowledge management in an organization an information needs analysis is appropriate ( Mujan 2006). Since in small and medium-sized enterprises (SMEs), the full range of tools of knowledge management can not be realized (mainly for cost reasons), SMEs information needs analyzes are absolutely necessary ( Gust of Loh 2008).
Control versus creativity
Instructions mean for people other than for computers. Many authors believe that knowledge can not be managed, since management control includes, but knowledge also builds on the creative use of context and associations, which is hampered by control ( Georg von Krogh, 2000).
Models
Nonaka and Takeuchi knowledge management by
→ Main article: knowledge spiral
As co-founder of knowledge management, the Japanese Ikujiro Nonaka and Hirotaka Takeuchi can be ( German in 1997 as "The organization of knowledge" ) with her 1995 considered to published book, "The Knowledge Creating Company". Based on the presented in 1966 by Michael Polanyi concept of tacit knowledge they create a model that is generated at the knowledge in a continuous transformation between tacit and explicit knowledge. By successive processes of " externalization " ( tacit to explicit ), " combination " (explicit to explicit), " internalization " ( explicit to tacit ) and " socialization " ( tacit to tacit ) is knowledge within an organization spirally on of individual knowledge higher levels of organization such as groups and entire companies lifted. Known as the SECI model Model exercised great influence on the following literature and research on knowledge management. Nonaka and Takeuchi 2004, knowledge management is defined: " knowledge management is defined as the process of creating new knowledge continously, Disseminating Widely it through the organization, and it Embodying Quickly in new products / services, technologies and systems". ( German: Knowledge management is the process of continuous creation of knowledge, its wide organizational distribution, and its rapid incarnation in new products, services and systems )
Characteristics of knowledge management according to Probst / robbery / Romhardt
The building blocks of knowledge management are a common model and an easily applicable method in order to manage knowledge. The method provides for 8 blocks, 6 of which form the core processes of knowledge management to have to give these core processes an orienting and coordinating frame 2 blocks ( knowledge goals, knowledge evaluation). The six core processes ( blocks) are the "inner " loop, the strategic to the " outer " loop. These 8 blocks are:
- Knowledge goals: You give the knowledge management a direction. In them it is determined at what level, what skills are to be built. This distinction in normative knowledge objectives (these act on the corporate culture ), strategic ( they are aimed at the future skills needs of the organization from ) and operative knowledge goals, which focus on specific implementation.
- Identification of knowledge: Here is an overview to be created across internal and external data, information and skills.
- Knowledge acquisition: By recruiting from experts or acquisition of cutting edge company companies can buy know- how that they can not develop on their own. Something casual way: buy or develop yourself?
- Development of knowledge: knowledge development is a complementary module for knowledge acquisition. That knowledge, which is not be covered by the block acquisition of knowledge must be developed internally.
- Distribution of knowledge: The key question is: Who should do or know to what extent can and how can the processes of knowledge ( ver) distribution be improved? For this there are a variety of methods such as: lessons learned, after action review, workshops, regular meeting, mentor principle, newsletters, and more.
- Knowledge use: use is the productive use of organizational knowledge.
- Knowledge Retention: To obtain valuable skills, it is useful to make selection processes and then to save adequately, as well as to update.
- Knowledge evaluation: The focus here is the achievement of the knowledge objectives.
Ideally, the blocks are processed in a cycle, in the above ranking of the modules, starting from the knowledge of objectives, including the findings from the evaluation of knowledge once again influence the block knowledge goals. In reality, there occurs a strong network of core processes.
Business Process Oriented Knowledge Management
Business Process Oriented Knowledge Management continues to focus on the business processes of a company to the destination, knowledge and activities of knowledge management. This integration into the daily work of employees is achieved at the same time. The approach is corroborated by Norbert Gronau (University of Potsdam), Holger Nohr ( Stuttgart Media University ), Andreas Abecker represented (Forschungszentrum computer science ) or Peter Heisig and the Fraunhofer IPK.
Knowledge management can be considered a process-oriented in several ways ( Holger Nohr 2004):
Following this approach, the knowledge-based modeling of business processes (eg KMDL or with the help of advanced XML - nets ) and the use of application systems (eg, workflow management systems).
The method of business process-oriented knowledge management (GPO -WM), developed by Peter Heisig (1999), aims to improve the methodology dealing with knowledge from the business processes. Basis of this methodology is an understanding of the systematic management of knowledge, ie produce of the core tasks of knowledge, store, distribute and apply. These core functions have been identified as a minimum requirement in empirical studies and practical tests in application projects in small companies and large companies in the industry, services, public administration and research organizations. The methods used to improve the handling of knowledge not only software-based applications are understood, but also existing methods and tools from the core business processes as well as typical WM methods, such as communities of practice, lessons learned, etc. Central is to promote one or more of the above four core tasks.
Knowledge Engineering
Knowledge Engineering has for its object to represent the complexity of the world and expert knowledge to exhibit a regular structure and present in computerized applications to the user in an intelligent information system. This area of knowledge management encompasses four main categories in dealing with human information:
- Acquisition of knowledge: structure and formulaic representation
- Figure of knowledge in the computer: design and architecture of the system
- Computer-based knowledge processing: combination of explicit knowledge, problem solving and generation of results
- Representation of knowledge: presentation in terms of interactive applications by the user, such as creating views ( " Views" ) to content (" Content" )
Knowledge Market
The concept of the knowledge market ( engl. Knowledge Market ) is based on the assumption that for a company of interesting knowledge (eg skills of employees or customer information ) is a scarce resource and thus has a market value. Knowledge is a resource that does not diminish with use and while sharing with others, but multiplied. Therefore, knowledge can be used both within a company and developed company-wide competitive and effective.
In a market of knowledge the information offered is difficult to compare with each other. The relationships between knowledge providers and knowledge demanders are often of a personal nature ( Stimulator, coaches, sponsors or knowledge managers ) and are based on long-term built-on confidence. For the knowledge buyer who buys from outside knowledge, this trust is crucial, since it does not always have the opportunity to assess the quality of services offered.
According to K. North, the concept of knowledge management from the design of the necessary organizational framework goes out and sees the target in the development of market mechanisms that will lead to a balance between knowledge supply and knowledge demand.
In practice, this means that an appropriate mix of personalization and codification ( where the knowledge can be found, eg, database, quality manual, checklists, process flow, etc.) must be found. Three conditions are essential for knowledge building and knowledge transfer from or to companies within the meaning of a good Market Knowledge:
Approaches to maturity rating
Maturity models for knowledge management are pursuing the goal of a holistic qualitative or quantitative assessment of knowledge management activities and processes of an organization. On this basis recommendations for action can be derived to achieve a higher degree of ripeness. Existing maturity models for knowledge management are generally based on the Capability Maturity Model for Software (CMMI ), a five-stage process model for quantitatively assessing and improving the maturity of software development processes in organizations, or on its European counterpart SPICE. Currently, there are some theoretical, but in part also supported by appropriate tools maturity models for evaluating the WM maturity level as the Berztiss ' Capability Maturity for KM, Kochikar 's Knowledge Management Maturity Model or the Knowledge Process Quality Model ( KPQM ).
Knowledge Process Quality Model
The Knowledge Process Quality Model ( KPQM ) by Oliver Paulzen and Primoz Perc has been developed for the evaluation of maturity of knowledge processes and serves as a support for knowledge managers. KPQM describes the development of process maturity on six stages, which are examined on the basis of four development paths. With the help of the detailed specification of the necessary activities and outcomes is possible from the evaluation results a direct discharge of priority measures for knowledge management.
Maturity levels:
- 0 initial
- 1 awareness
- 2 controlled
- 3 Standardized
- 4 Quantitatively controlled
- 5 Continuous Improvement
The knowledge processes are considered following development paths on each maturity level for the investigation:
- Process organization
- Employee commitment and knowledge networks
- Acceptance and motivation
- Computer -based support
Process attributes (eg training of employees and managers ) that are associated with each maturity level and each development path, serve the detailed evaluation of the processes.
The basic idea of the model is based on the SPICE model ( Software Process Improvement and Capability Determination) from software development and takes into account the special features of knowledge management through the inclusion of specific knowledge management models.
Methods
Methods and tools for knowledge management to support the practical implementation of knowledge goals of the company. A comprehensive overview and classification of knowledge management instruments by partially overlapping functional groups is done for example by Heiko Roehl. Here personal, solution- oriented, communication-related, work-related and relevant technical infrastructure instruments are differentiated. The following selected tools and methods are discussed next:
- Planning methods knowledge audit
- Knowledge Intensity portfolio
- Knowledge Management Profiles
- Knowledge Asset Road Map
- Representation methods Knowledge Maps
- Ontologies
- Business process modeling, see also Business Process
- Knowledge Modeling and Description Language
- Creativity methods, see also Brainstorming Intuitive methods
- Discursive methods
- Methods of promoting knowledge Lessons Learned
- Best Practice Sharing
- Dialogical process Story Telling
- Barcamp
- Knowledge - Café
- Knowledge circle
- Triad conversation
- Knowledge Workshop
- Methods of organization Communities of Practice ( set up and manage )
- Valuation methods Deductive - summary approaches
- Inductive analytical approaches
- Maturity models for knowledge management
- Knowledge Process Quality Model
- Benchmarking
- Storage methods micro Article
Techniques
- Groupware systems communication systems
- Collaboration systems
- Coordination systems
- Document Management Systems
- Contract management systems
- Content Management Systems
- Learning Content Management Systems
- Portal Systems
- Learning Management Systems
- Expert Systems
- Agent Systems
- Text mining systems
- Data warehouse systems
- OLAP systems
- Data Mining
- Search services
- Search Engine
- Visualization systems
- Product Configurators
Enforcement and trends in practice
Knowledge management is used in various industries, organizational contexts and cultures. Thus, it is difficult to make general statements about the distribution and trends. A 2013 published Germany -wide hype -cycle study on the situation in practice and the assessment on the implementation of knowledge management practices yields the following results: