Knowledge Management: 3 D Battle ground
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25-02-2009, 03:05 PM
Knowledge Management: 3 D Battle ground
The Fourth Dimension
During the previous few years KM application has been doing well for the corporate but has been less accepted by all. The future of KM and its value depends on its abilities to overcome the corporate problem and its sustainability. The corporate are looking to create sustainable competitive advantage with the support and us of KM irrespectively of other areas. Most of the corporate frequently ask and discuss about the future and looking for new application which will probably help them to develop and create value to its customers. If we look back and comes to the concept again we have to define, what is really a Knowledge is? What is KM? so on. While going to the fundamental we will also search the "future dimension of KM which will supports the corporate in various ways".
In this article we incorporate the "Fourth Dimension" which will provide new flavor to the KM in future developing excitement over corporate to create value. The conventional practices incorporate regards to the KM begin with the information being used for various strategic purposes to achieve its objectives and create sustainable competitive advantage. Creating value to the process, customers and services through KM will be additional. Knowledge exist only trough people helping each other creating an impact on development. The fourth dimension will focus on sharing knowledge and its value creation which will be the next generation integrating process and service. Alternatively, "integrating future knowledge demand and supply".
In the process phases of KM, it has been observed that the corporate pays major focus on production (process) and its evaluation, information system and sometimes on other aspects. It has given the outcome which support process evaluation and information management. It is the time to expand the scope of KM to address new management issues which has been not looked upon and which will deal with both sharing knowledge and creating value.
KM theories and practices supporting the organization should specifically make a part of strategy initiating the alignment and creating value. These initiatives relatively affect the range of behavior and culture in the organization shaping and integrating people for knowledge sharing and enhance knowledge outcome in terms of value creation. The strategy in an organization which refers to add advantage and achieve organizational objectives is a part of knowledge management initiative. Being shared transferred and achieving of objective through strategic implementation is termed to be KM.
The organization strategic knowledge execution should focus on eliminating errors and flow of knowledge. The strategy should adopt the way to learn and adopt in the organization. The strategy may change but the learning which is created will stay always supporting the organization to survive over long and build culture to innovate and systematic capacity for prosperous knowledge organization. The fundamentals of KM will initiate "sustainable innovative advantage" to integrate future knowledge demand and supply as fourth dimension and 3D tool for competitive advantage. The major focus on innovation will currently possess the KM initiative for value creation capturing and delivering knowledge requirement and strategic support. The major purpose of KM is to enhance value through innovation which will develop sustainable advantage for the future aligned with and supporting strategy.
The knowledge sharing for creating value is supported by technology. The cost of developing and integrating technology will be low compared to knowledge capture and implementation for innovation. The short fall among various components in the organization reduce the scope and application of KM creating inefficiency. The technology used in the KM application will fasten knowledge transfer, information management, increase efficiency, accelerate innovation and deliver value. The organization should always look for the quality and validity of knowledge before capturing and dissemination. The measure should be established at each level for all information, process producing framework which will create new horizon for KM issues Knowledge mapping, balance scorecard and other measured should ensure, classify and measure the knowledge which is coming from all direction at every dimension looking for the future. In this regards the knowledge base existing in the organization and knowledge workers as a team will play a vital role building organizational knowledge culture. The organization should understand that "the size is not the only thing that matters". The strength of that knowledge gives support to innovate which will certainly add new dimension to organization in future.
Practitioners believe that knowledge production is likely to be characterized and used on the quality and validity which clearly show evidence on innovation and adaptability. The knowledge generated by the organizational community should be consistent with strategy and should justify the management criteria established by the organization.
The ability to recognize problems has been a vital part of KM involving the creation of value. The identification of problem creates positive implication adding advantage to the organization. The valuable claims rely based on factual knowledge sequencing the organization process, service to innovate and add value. The knowledge creating value will estimate comparatively future need testing the organization capability and other critical aspect.
1. Firestone, J. M & Mc. Elroy, M. Key issues in the new knowledge management (KMCI Press/ Butterworth-Heinemann,2003)
2. Nanoka and Takeuchi, H. the knowledge creating company (OUP, 1995).
3. Firestone, J. M Enterprise information portals and KM (KMCI Press/ Butterworth-Heinemann,2003)
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