The paper "Knowledge Management Techniques" is an outstanding example of a management assignment. Davenport and Prusak, defines knowledge management as, it draws from existing resources that one’ s organisation may already have in place, good information management systems, organisational change management, and human resources management practices (Davenport & Prusak, 1998). The underlying assumption in this definition is that, for an organisation to be successful in its operation, it should harness knowledge and realize that knowledge is a crucial source and therefore it should be managed judiciously. The definition also indicates that knowledge management needs the main shift in the cultures of an organisation and commitments in all the organisation’ s department levels such as the human resource department and information system department. The definition is subjective; this is because it looks at business organisations and avoids other social organisations.
This implies that it is more relevant to a specific field (business) and generally applicable to various cultural settings. However, Davenport and Prusak’ s definition is relevant to practice because for an organisation’ s knowledge management to be successful various departments need to be actively involved. In my opinion, the most useful aspect of the definition is that it advocates for the commitment at all organisational level.
The involvement of all organisational levels in knowledge management and the general management of the organisation enables knowledge management and the entire organisational learning to be able to bear any kind of problem. Nonaka and Takeuchi define knowledge management as the capability of an organisation to create new knowledge, disseminate it throughout the organisation and embody it in products, services and systems (Choo, 2013). The main assumption to this definition is that it emphasizes on the organisational management continuously creating and innovating on new knowledge.
The central idea in this definition is that organisation’ s knowledge creation should be accomplished through the conversion of the existing knowledge into new knowledge that is explicit and supports it. Nonaka and Takeuchi's definition of knowledge management does not assume any particular view of knowledge such as being subjective, objective, or personal. Its assumptions are general. The definition is relevant both to practice and theory. This is because it is easy to practice it and at the same time the new knowledge that is converted to can be expressed in numbers, words, and easily shared and communicated in scientific formulae (Choo, 2013).
Moreover, the definition is not more relevant to any specific field. This means that it can be applied in any field such as business and any non-business organisation and at any cultural setting. To my opinion, the most useful aspect of the definition is that it advocates for continuous new knowledge creation. I find it more useful because any organisation can improve its competitive advantage or its operations if it supports the issue of new knowledge creation and conversion. The scholar Wiig defines knowledge management as knowledge being the insights, understanding, and practical know-how that we all possess, and management being the fundamental resource that allows us to function intelligently.
The scholar further expresses that, over time, considerable knowledge is also transformed to other manifestation, such as technology, books, traditions, and practices, within organisations of all kinds and in society in general. The transformation resulted in cumulated expertise and when used appropriately, increased effectiveness (Wiig, 1993).
Choo, C. W. (2013). Perspectives on Managing Knowledge in Organizations. Retrieved March 28, 2013, from http://choo.fis.utoronto.ca/fis/respub/ccq/default.html
Corso, M. G. (2006). What Knowledge Management for Mobile Workers? Retrieved March 28, 2013
Davenport, T. H., & Prusak, L. (1998). Working knowledge. Boston: Harvard Business School Press.
KnowledgeManagementOnline.Com. (2009). Why KM - the Importance of Knowledge Management. Retrieved march 28, 2013, from http://www.knowledge-management-online.com/the-importance-of-knowledge-management.html
Wiig, K. M. (1993). Knowledge Management Foundations. Arlington: Schema Press.
William f, K. S. (2012). An Open Model of Organisation for Diverse Knowledge Systems. Retrieved March 28, 2013