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Introduction
The approach of the twenty first century has bought the recognition of how much value knowledge has in organizations, as being most strategic
and an important source for sustaining competitive advantage and high organizational performance, (Prieto and Revilla, 2004; Schwaer et
al.,2012). As global markets are on continuous changes, organizations’ success is measured on how much information and knowledge it has than its
competitors, therefore the input of innovation and knowledge management has direct positive effect on the organizations’ performance.
How Knowledge is effectively managed and contributes to create value?
The input of knowledge Management in introducing competitiveness and performance improvement is very much acknowledged, yet the process of how
knowledge is implemented and shared is to be researched, (Holsapple and Singh, 2001; Shahzad et al., 2013). Therefore organizations had invested
on systems and processes supported by advanced technologies to create and circulate knowledge, (Yuetal. 2004). There are many factors which
organizations require to consider prior to implement the knowledge strategy, one of them is the consideration of complex nature of knowledge as
difficulties may occur not on the explicit of knowledge but the knowledge tacit. Organizations follows various approaches in tacit knowledge
internally,
1. Transferring knowledge into explicit format, through documentation, process and database designs.
2. Developing the tacit knowledge through human interaction, with the human capital “resources” element in designing learning and
development plans, Personal and career development plans, Rewards schemes and strong HRM.
The positive inputs of knowledge in organization has the favourable impact on various sectors,
A. Knowledge in Products and Services: Organizations prior to introducing new products and services; heavily invest on market researches to
understand customers’ preference and market demands.
B. Knowledge in People: Workforce which is the most valuable among the organizations assets, converting the individual knowledge into
organizational through learning programmes which motivate personal development.
C. Knowledge in Customers: Customers’ satisfaction is a strategic benefit for organizational knowledge, through creating strong
clients/customers relationship management to have a deep understanding of what customer’s desire, wish and prefer. That would assist
organizations in improving its products and services.
D. Knowledge in Process: Organization might have the same level of knowledge however applied differently as every process has an embedded
knowledge which elaborate and expresses the experience, personal knowledge and skills of the individuals who designs the process.
E. Knowledge in Relationships: Helps in widening the scope of relationships in sharing knowledge and having depth understanding, improve
the flow and circulation of knowledge and builds new connections.
Taking examples of companies applied the knowledge in people, is the Dutch oil services giant, SHELL. Where the organization encouraged the
empowerment and teamwork as it utilized the intellectual capital, developed regional excellence centres for personal development, knowledge
communities and developing skills, building online educational platforms for staff. These knowledge initiatives had helped in removing the
hierarchical and formal steps of communication.
Processes and Systems supports knowledge
The objective knowledge systems and process, builds an integrated and planned channels to develop and ease the access of knowledge,
(Firestone,2001). As it is important and related to individual and organizational performance; it should be exposed to teams, groups and
everyone within the organization. Social media for instance, had been proven lately it’s direct influence on knowledge sharing and processes
within organizations, (Chow and Chan, 2008). Referring to Nonaka and Takeuchi (1995) as identifiers to the SECI Model as it adopts four stages
for sharing knowledge which are socialization, externalisation, Combination and Internalisation. These such models assist in the share of
knowledge with people to formulate new ideas and concepts where it becomes explicit knowledge.
Reference
Shahzad, K, Bajwa, S, Siddiqi, A, Ahmid, F, & Raza Sultani, A.(2016), ‘Integrating knowledge management (KM) strategies and processes to enhance
organizational creativity and performance: An empirical investigation’, Journal Of Modelling In Management, 11, 1, p. 154-179, Scopus®,
EBSCOhost, viewed 26 March 2016
Al-Hakim, L, & Hassan, S.(2016), ‘Core requirements of knowledge management implementation, innovation and organizational performance’, Journal
Of Business Economics And Management, 17, 1, p. 109-124, Scopus®, EBSCOhost, viewed 26 March 2016.
Dierkes, M. Berthoin, A. Child, J. & Nonaka, I. eds. (2003) Handbook of organizational learning and knowledge. Oxford: Oxford University Press.
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