The Effects Of Knowledge Management Practices

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1.5 In the advent of KM, it is critical to highlight the metrics of measuring the effectiveness of KM; this was the focal point in Geoff Turner and Clemente Minonne’s article, “Measuring the Effects of Knowledge Management Practices”. The idea for proper evaluation of effects of KM on an organisation should be based on the possibility of an integrated approach using empirical data as the foundation. The authors introduced the ‘three interdependent and complimentary pillars’ (Turner & Minonne, 2010) that substantiate the concept of KM which are; Organisational Learning Management (OLM), Organisational Knowledge Management (OKM) and Intellectual Capital Management (ICM). OLM focuses on the problem of capturing, organising and retrieving explicit …show more content…

KM was defined as deliberate and systematic coordination of an organisation’s people, technology, processes, and organisational structure (Sayyadi cited Dalkir 2011), by this definition the article aims to address KM in management consulting firms because of the unique nature of their modus operandi; which allows management consultants to work as nomads, more often than not work at the client’s site. Secondly, the client’s staff does not only take an active role in the full cycle of delivery of the service, but it often demands knowledge transfer from the consultant. This proves the notion that nowadays, organisations no longer compete solely on the basis of financial capital and strength, rather knowledge is the new competitive advantage in business. In fact the Gross Domestic Product (GDP) growth rate is now determined, amongst other factors, by the quantum and quality of knowledge stock harnessed and applied in the production process in sectors of the economy. This knowledge based economies require that KM good practices be put in place to improve organisation effectiveness (Omotayo, 2015). The article also address the following research questions: How do professional services …show more content…

The central idea of his article is that the quality of work of knowledge workers depends not only on their ability to create, distribute and share knowledge but also on how the work with knowledge is organized in their organizations (Mládková 2011). Drucker (1969) coined the terms “knowledge work” and “knowledge worker” to suggest that the U.S. economy has shifted from production economy to knowledge economy. He later defined the knowledge worker as “Individuals who add to a company’s products and services by applying their knowledge are knowledge workers”. Hence, the alignment of knowledge with organisation’s objectives can be either productive or contra-productive depending on fluidity of knowledge flow, sharing and collaborations among knowledge workers within an organisation. The dynamics of knowledge revolves around the two dimensions which are explicit and tacit knowledge and how knowledge workers can adapt to the changing environmental variables within the organisation, interactions, experiences, skills, facts, relationship, values, thinking processes and meanings (Weber 2007). The explicit dimension of knowledge can be expressed in formal and systematic language and can be shared in the form of data, scientific formulae, specifications and manuals. The tacit dimension of knowledge is

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