ITM 102 Chapter Notes - Chapter 11: Enterprise Content Management, Learning Management System, Digital Asset Management

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Chapter 11- Managing Knowledge
The Knowledge Management Landscape
-Knowledge management and collaboration systems are among the fastest growing
areas of corporate and government software investment
-Knowledge management has become an important theme at many large businesses
firms as managers realizer that much of their firms value depends on the firms ability to
create and manage knowledge
Important Dimensions of Knowledge
Data: A flow of events or transactions captured by an organizations systems that, by
itself, is useful for transacting, but little else
Knowledge: Concepts, experience, and insight that provide a framework for creating,
evaluating and using information
Wisdom: Collective and individual experience of applying knowledge to the solution of
problems
Tacit Knowledge: Knowledge residing in minds of employees that has not been
documented
Explicit Knowledge: Knowledge that has been documented
Organizational Learning and Knowledge Management
Organizational Learning: Creation of new standard operating procedures and
business process that reflect an organizational experience
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The Knowledge Management Value Chain
Knowledge Management: The set of business processes developed in an organization
to create, store, transfer, and apply knowledge
-Knowledge management increases the ability of the organization to learn from its
environment to incorporate knowledge into its business process
-Each stage adds value to raw data and information as they are transformed into usable
knowledge
Knowledge Acquisition
-Documenting and tacit and explicit knowledge
-Storing documents reports, presentations and best practices
-Unstructured documents (e-mails)
-Developing online expert networks
-Creating knowledge
-Tracking data from TPS and external sources
Knowlege Storage
-Once they are discovered, documents, patters, and expert rues must be stored so they
can be retrieved and used by employees
-Databases
-Role of Management Systems
-Support development of planned knowledge storage systems
-Encouraging development of corporate wide schemas for indexing documents
-Reward employees for taking the time to update and store documents properly
Knowledge Dissemination
-Portals, email, instant messaging, search engines technology have added an existing
array of collaboration tools for shearing calendars, documents, data, and graphic
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-Training programs, informal networks, and shared management experience help
managers focus attention on important information
Knowledge Application
-To provide return on investment, organizational knowledge must become systematic
part of management decision making and become situated in a cicerone support system
-Management supports this process by creating based on new knowledge- new
business practices, new products and services, and new markets for the firm
Building Organizational and Management Capital: Collaboration, Communities of
practice, and Office Environments
Collaboration, Communities of Practice, and Office Environments
Chief Knowledge Officer: Senior executive who is responsible for the firms knowledge
management system
Communities of Practice: Informal social networks of professionals and employees
within and outside the firm who have a similar work related activities and interest
Types of Knowledge Management Systems
Enterprise Wide Knowledge Management Systems: General purpose firm wide
efforts to collect, store, distribute, and apply digital content and knowledge
Knowledge Work Systems: Specialized systems developed for engineers, scientists,
and other knowledge workers charged with discovering and creating knowledge for a
company
Intelligent Techniques: Diverse groups of techniques such as data mining used for
various goals; discovering knowledge, distilling knowledge, discovering optimal
solutions
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