Knowledge Management BasicsKnowledge |
We are drowning in information but we are thirsting for knowledge. John Naisbitt |
Knowledge is ... |
Knowledge relies to a certain extend on data, codified tokens without interpretation of their meaning. They are the raw material for the creation of information which reaches as a message the receiver for whom the content causes a change (world picture, self-conception) and helps him to get a new insight accepted. The usage of knowledge leads to ability of the person who acts willingly. If one acts correctly in the context one could speak of competence in this knowledge domain which leads to competitiveness in the long run. The "Knowledge Staircase" [Nort98] is a good explanation model for this facts. |
The Knowledge Staircase | ![]() |
Modes of Knowlede | Knowledge may be available in individual form bound basically to a person. Knowledge in collective mode may be found in processes, routines, practices and rules of an organisational unit or working group. Another knowledge mode essential for knowledge management is implicit and explicit knowledge. Implicit knowledge is the individual knowledge base of a person which cannot be easily communicated, whereas explicit knowledge is methodical, systematical, and is available in articulated mode. It may be disseminated with aid of information and communication technology. The root problem of knowledge management is the transition of implicit knowledge to explicit ones. Only explicit knowlegde is at call for the organisation usable for all its members. Knowledge may exist internally or externally at consultants or co-operation partners of the company. The "Knowledge Cube" illustrates this context in three-dimensional form [Warn98, p 25], [Mitt99a, p 2]. |
Knowledge Cube | ![]() |
Forms of Knowledge |
Besides the above described modes of knowledge the following forms of knowledge [Baec98, p. 6ff] may be distinguished in organisations, which help to delimit knowledge management from the concept of the
learning organisation [FrBa00]. Product knowledge consists of knowledge of the product itself and of production knowledge. The first relates to the problem solving a product contributes to a certain extend, and the second to what technologies enable a cost effective and efficient production. Product knowledge is widely explicit and internal. Expert knowledge comprises knowledge of relevant environments of an organisation describing how e.g. Abläufe anders als bisher gestaltet werden können. It is also explicit and may be internal or external depending on the incorporation of external advisors. Leadership knowledge contains all standards and rules for coordination of work sharing, for authority and discipline as well as the organisational specific tools for people management. It defines the way how product and expert knowledge is treated and it is mostly of implicit mode. Ambience knowledge combines knowledge about what expectations are drawn on whom, how controlling mechanisms work and are to be handled, which intention is expressed by what wording. It is seldom ecplicit and becomes visible through concrete experience. The demarcation to leadership resp. societal knowledge cannot be clearly met. Societal knowledge defines what an organisation looks like, how it functions, which behavior rules obtain inside and outside the organisation, and also which legal guidelines apply for the organiastion. Ist is mostly implicit and operates as an permanent framework of all apperceptions and interpretations. Knowledge management deals rather with product and expert knowledge and the rationing of these knowledge forms, whereas organizational learning with leadership, ambience, and societal knowledge and its critical questioning. |
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Questions and comments are very welcome |
Last update 25th July 2004 |