The paper "Developing Responsive Scientific Capability - the RPM Group" is an outstanding example of a business case study. This paper explores the knowledge system in the KMS Case Study: Developing a Responsive Scientific Capability. In the first place, the concept of knowledge and knowledge management will be examined briefly and subsequently applied to the given case study in order to bring forth knowledge needs and sources. The audit of knowledge will provide a road map for designing a knowledge management system at a later stage. 1. Knowledge and its Management According to Bernard (2008), knowledge is the outcome of learning and change of behavior process that occurs within an individual after information internalization.
Knowledge is an integration of experiences, information and values as part of a mental model. Organizational knowledge is the outcome of the integration of collective thinking materialized in staff mental models, business process management and best practices, and as much tacit knowledge management and control. 1.1 Knowledge Management Knowledge Management is the collection of processes that guides the utilization, dissemination and creation of knowledge. It comprises of a variety of practices and strategies that are applied within an organization in identification, representation, creation, and enable the adoption of experiences and insights.
Frappaolo (2006) argues that such experiences and insights comprise knowledge, either embedded in organizational practice or processes or embodied in individuals. Knowledge Management approach is the conscious integration of processes, people, and technology involved in capturing, implementing and designing the organizational intellectual structure. It entails not only implementation and design of information systems but also the relevant changes management attitudes, organizational policy and behavior. It provides an environment within the organization where people in the organization to develop the ability to share what they know and to collect information, resulting in action that improves the quality of outcomes and services. 2.
The "KMS" Case Study In this paper, the KMS Case study is being explored. The RPM Group is a team of geoscientists who is highly-skilled devoted to promotion and assessment of Nation’ s geological resources. The team mission is to maintain, create, and disseminate Geo-scientific knowledge concerning geological resources of the nation for the well-being of the Australians in the future.
RPM Business Service Lines constitute of undertaking offshore, onshore, and remote data capture and comprehensive analysis and interpretation of that data by use of highly specialized laboratories, equipment, expertise and techniques. The group faces a situation that needs apt and adequate attention in order to resolve the issue. The case study analysis explores stakeholders’ knowledge, the knowledge required for tasks and then the needs for knowledge storage, creation and access. This assignment will first look at the stakeholder's audit and then proceed to look at knowledge audit (Frappaolo, 2006). 2.1. Stakeholders’ audit Geoscientists, industry and industry bodies, government agencies, federal and state agencies, government agencies in other countries, academia, divisions in the organizations, the public in general, and the government. 2.2.
Task-knowledge audit A knowledge audit is assessing the manner in which knowledge processes meet knowledge goals of an organization. It is the understanding the processes that make up the activities of a knowledgeable worker and evaluate how good they fit with the organization’ s knowledge goals. A knowledge audit is a tool used to asset potential knowledge stores. It is a knowledge management strategy.
By establishing that knowledge is possessed, it is consequently possible to come up with an effective and efficient method of dissemination and storage. Knowledge is the validation, verification and discovery tool, providing interpretation, analysis, fact-finding, and reports. It constitutes of the examination of corporate information and knowledge practices and policies, of its structure of information and knowledge and the flow. Knowledge audit looks at knowledge sources and uses: why and how knowledge is acquired, disseminated, accessed, used and shared. It seeks to determine whether an organization is ready politically or socially to become knowledge-centred or knowledge-based (Coakes, 2003).
Nonaka, J., 2005, Knowledge management: critical perspectives on business and management. Routledge.
Bernard, A., 2008, Methods and Tools for Effective Knowledge Life-Cycle-Management. Springer, 2008
Frappaolo, C., 2006, Knowledge management. John Wiley & Sons.
Coakes, E., 2003, Knowledge management: current issues and challenges. Idea Group Inc (IGI).
Awad, E.M., 2004, Knowledge Management. Pearson Education India.