Business
Managing knowledge 1
Managing knowledge 8
MANAGING KNOWLEDGE
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Managing Knowledge
Discuss the different types of knowledge and the role of ICT in everyday life of the company. Critically discuss how a manager can effectively transform data and information into practical knowledge using new technologies. For a complete answer, you should explain the differences between data, information, and knowledge creation processes.
Today, we live in the digital age of information with organizations and managers gaining access to increasing amounts of data, information, and knowledge. However, data, information, and knowledge do not involve the same creation process. For organizations to effectively transform data and information into knowledge, they must undergo thorough transformation processes. One must understand the difference between data, information, and knowledge. Data, according to Hislop (2013), is a product of research or information. The author further notes that data is not useful lest it’s put in context. Data precedes information because a simple form of data placed in context results in a streamlined message flow. Information, according to Jashapara (2011), refers to messages that could either add or change knowledge. Equally, information is the element needed to yield knowledge. Information signals content or anything that we can learn from as a people. On the other hand, knowledge is a multifaceted concept primarily hinged on personal beliefs and human processes.
Managing a large and well-established company like British airways requires a manager with experience and the right qualifications. In the current technologically advanced environment, business managers must identify the different ways that they can exploit the benefits presented by various technological tools. The advancement of technology has also led to information and data overload because managers and other employees can easily access information from different sources. Although the information is always critical in any entity’s management, managers should be armed with the right knowledge management strategies to convert the data and information they receive into knowledge efficiently. Having plenty of information or data without knowing how to utilize it is not beneficial to the company. Therefore, it is crucial for managers of large companies like British airways to identify and understand the different types of knowledge, the role of ICT in the company’s everyday life, and how they can effectively transform data and information into practical knowledge use of modern technologies.
One of the most critical steps for knowledge management is identifying and understanding the different types of knowledge. For example, by understanding the different kinds of knowledge, managers automatically know that knowledge found in a report or document is supposed to be managed differently from experience and observation. According to Hislop (2018), knowledge exists in three different types: explicit knowledge, tacit knowledge, and embedded knowledge. Explicit knowledge is the most common type of knowledge, and it refers to knowledge that is codified and formalized. Explicit knowledge is mostly found recorded in books or digital sources, making it easier for individuals to access. Explicit knowledge is already documented, making it easier for individuals to interpret and put it into action. Explicit knowledge is the most common form of knowledge because it can be easily stored, retrieved, and shared. The knowledge that is explicitly stored can be passed down from one generation to another since it is already documented.
Tacit knowledge, according to is intuitive and primarily based on one’s experience (Jashapara, 2011). Tacit knowledge is context-based and is often viewed as personal since it’s hard to pass it down to other generations as it is embedded in one’s active involvement and commitment. It is also one of the most valuable sources of knowledge because it could easily result in its success. Even though its hard to communicate tacit knowledge, organizational focus on tacit knowledge could enhance employees’ innovation and competitiveness. Besides, tacit knowledge relies heavily on the human mind and encompasses cultural beliefs, attitudes, and personal values. People are the embodiment of this type of knowledge.
Conversely, embedded knowledge is knowledge embodied in processes, routines, structures, and cultures. According to Hislop et al.(2018), embedded knowledge could either be embedded formally or informally through different organizational initiatives. It could be officially embedded through the formalization of organizational routines or informally embedded through the use of explicit and implicit knowledge. Organizations struggle with the management of embedded knowledge because corporate practices and cultures keep changing each day. Therefore, embedded knowledge relies heavily on manuals, ethics, codes of conduct, and other explicit sources provided in an organization’s work rules.
ICT plays a critical role in the everyday life of a company as it not only provide organizations like British airways platforms for development but also enhances effective knowledge management. In this time and age, the adoption of new information and communication technologies have changed the landscape of knowledge management. Knowledge and ICT have, in recent years, become pertinent assets to organizations. Like any other organization, British Airways needs to manage knowledge effectively and efficiently by adopting the right information and communication technologies. ICT is vital in storing knowledge bases, developing databases, and ensuring a streamlined stricture and flow of information.
ICT helps in the generation of knowledge. The adoption of new technologies in information and communication helps in the creation and acquisition of knowledge. ICT allows for authoring tools that help in processing and editing knowledge to ease capturing data within organizations. ICT simplifies the everyday life of organizations like British airways by ensuring efficient storage, codification, and qualify representation of the acquired data. Also, ICT helps in the transfer, retrieval, and access to knowledge. ICT provides organizations with easy access and transfer of knowledge on time. Information technologies enhance the integration of communication channels and tools, so it becomes easier for organizations to stimulate internal collaborations among employees and management. The value that ICT brings to an organization cannot be understated.
ICT provides a massive stimulus to organizations for the implementation of knowledge management systems (Hislop et al.,2018). It supports knowledge management by developing sound decision-making systems and developing expert systems and management systems. Also, it provides support in the development of lesson learned systems and resource planning. ICT is also critical in developing social mechanisms within organizations such as employee rotation and mentoring knowledge sharing among employees. According to Hislop(2013), ICT plays a crucial role in managing and storing databases through existing organizational management processes. Bolisani and Bratianu(2018) on the other hand, believe that ICT could be used as a channel for sharing knowledge to support communication and create collaborative learning.
Critical to an organizations success is a manager’s significant transformation of data and information into practical knowledge using new technologies or ICT. After data and information have been captured and acquired, it can’t be used in its raw form and thus has to be transformed into valuable knowledge that could enhance the organization’s performance and overall outlook (Hislop, 2013). Managers can transform knowledge in different ways so that they conform to the desired target audience. Conventionally, acquired knowledge had to go through minimal stages such as acquisition, verification, and organization. Still, the adoption of new technologies such as intelligence technologies allows managers to transform data from all sources into valuable information consciously. The information should be business-driven and organizational oriented. Managers can take advantage of existing and new technologies to deliver a new corporate infrastructure that not only solves the current challenges in knowledge management but also integrates the ability to change the organization’s performance.
Through new technologies, managers can transform their business environment into one that is responsive to the data acquired rather than passive. The manager can achieve this by automating and integrating different technological solutions. Besides, the manager, through query tools, multidimensional analysis, and data mining tools, can transform data into practical business tools and ideas. With different types of knowledge presenting other challenges to companies like British Airways, there is a need to adopt effective knowledge management. Knowledge management offers organizations a competitive edge by bolstering human resource collective and individual expertise.ICT provides organizations with the opportunity to address knowledge management challenges and enhance organizational initiatives’ overall development. British airways, through ICT, can implement knowledge management initiatives efficiently and effectively.
Discuss the importance of HRM practices and their contribution to knowledge management internal processes. What kind of initiatives need to be implemented to increase knowledge sharing within the organization.
In todays competitive business community and environment, an organizations competitive edge is primarily hinged on its ability to develop and manage knowledge. Many organizations rely on integrative strategies and processes, even though not all can enhance their performance. Knowledge management in any organization is highly dependent on human resources. Therefore, HRM practices play a critical role in knowledge management as they contribute positively to the better and effective management of internal processes. According to Hislop (2013), two effective HRM practices contribute to knowledge management internal processes: effective codification and creative personification strategies. The practical approach focuses on effectiveness, whereas innovative strategies concentrate on innovation and new capabilities. HRM strategies and knowledge management strategies are what make up an organizations general knowledge management practice. Successful organizations create an organizational environment that allows their employees to learn and manage knowledge. Besides, whereas human resource management practices are focused on the continuous growth and development of employees, knowledge management focuses on the storage and sharing of knowledge among employees. However, both HRM practices and knowledge management encourage creating and developing new knowledge supported by the right business environment and culture. This section discusses the importance of HRM practices and their contribution to knowledge management. Different initiatives that British Airways need to implement to increase knowledge sharing are also discussed in length.
HRM practices are essentially designed to encourage the development and sharing of knowledge and form a critical part of knowledge management. Both HRM practices and knowledge management are concepts focused on the use, sharing, and creating knowledge within organizations. Hislop (2013) notes that knowledge cannot be shared or managed within an organization without people, and therefore knowledge management heavily depends on human resource practices to be effective. Jashapara (2011) believes that knowledge management is a part of HRM. Specifically, HRM practices focus on employees welfare, especially in setting policies, procedures, and developing different internal systems that affect employee’s behaviors and performance. For instance, HRM practices that enhance employees’ participation in decision-making enhance knowledge sharing and acquisition, resulting in overall organizational performance. Besides, conventional roles defined in HRM practices are shifting to ensure employee development and engagement.
HRM practices control the most valuable organizational assets in people. Employees ensure an effective knowledge management system, and an organization achieves the process. They remain the most valuable assets within any organization, and therefore they are used to develop and share knowledge. An organization’s overall performance and success are primarily based on its ability to identify and recruit people that share the same mission and vision of the organization (Hislop, Bosua and Helms, 2018). Therefore, the HR department must create a learning culture that enhances knowledge creation and sharing. Besides, HRM practices such as selection, training, and employee recruitment are essential in knowledge management. The HRM activities ensure the continuous growth and flow of knowledge. Therefore, organizations such as British airways must integrate strategic human resource practices and organizational objectives to enhance support and participation.
Different initiatives can be implemented by British Airways to increase knowledge sharing amongst its 40000 employees. The two effective HRM strategies that could be used are codification and personalization. Codification refers to the process of coding knowledge and storing the same in databases that can easily be accessed by all employees within the workplace. Codification involves heavy reliance on ICT technologies such as data warehousing and intra-nets to identify and locate data quickly. The use of codification strategies in knowledge management enhances effectiveness and growth, as noted by Hislop, Bosua, and Helms (2018), which states that the constant use of stored data and knowledge saves on work and reduces communication costs. Codification enhances exploitative learning that allows people to refine their skills and technologies.
Conversely, personification refers to the personal development of knowledge through face to face interactions(Bolisani and Bratianu, 2018). Personification is often used in creating dialogues and learning so that knowledge sharing can be enhanced within the organization. The personification strategy is primarily used in solving unique organizational problems where one’s tacit experience is needed. Personification enhances explorative learning. Employees in organizations using the personification strategy are well equipped to undertake risks, innovate, and do basic research. The ever-changing business environment creates several challenges for the human resource department to identify, train, and develop talent. The use of personalization and codification strategies in such instances helps people identify and deal with complex issues as well as adaptability.
Other notable initiatives that British airways could adopt to enhance knowledge sharing include developing an inclusive culture that stresses the importance of knowledge sharing rather than personalization. Organizations ought to be willing to involve each employee in their decision-making process. All employees should be free to engage and indulge in creating, sharing, and implementing knowledge within the organization. British airways should be keen on promoting and starting a business environment of commitment and trust. The organization should be willing to develop a culture designed to enhance and facilitate knowledge sharing in different networks. The organization should also invest in developing policies that value employees that play a critical role in the creation and sharing of knowledge.By doing so, employees will become committed and trustworthy.
According to Gope, Elia, and Passiante (2018, p.24), another initiative that could come in handy in developing suitable performance and reward processes that focus on knowledge management. The development of performance and reward processes ensures that employees are motivated enough to share knowledge. Through seminars, workshops, and different trainings, British airways should consider developing systems that capture and codify or personalize explicit, implicit, and embedded knowledge. The development of suitable performance and reward processes could also result in the integration of top management in exerting leadership on different knowledge management ideas and policies. Therefore, it is crucial for human resource practitioners within British airways to maximize opportunities presented in knowledge management. All human resource practices and activities have a significant impact on knowledge and its management within any organization. Therefore, British airways should combine different strategies discussed herein and efficiently integrate them with other initiatives to achieve a competitive edge against other organizations.
Overall, HRM practices play a critical role in knowledge management. They not only affect the creation, sharing, and implementation of knowledge but also contribute positively to the organization’s better and effective management of internal processes. Both HRM practices and knowledge management are concepts focused on the use, sharing, and creating knowledge within organizations. Besides, HRM practices control the most valuable organizational assets in people. Employees ensure an organization achieves an effective knowledge management system and the process.Two effective HRM practices contribute to knowledge management internal processes: effective codification strategy and creative personification strategies. The practical approach focuses on effectiveness, whereas innovative approaches focus on innovation and new capabilities. HRM strategies and knowledge management strategies are what make up an organization’s general knowledge management practice.
References
Bolisani, E. and Bratianu, C., 2018. The emergence of knowledge management. InEmergent knowledge strategies(pp. 23-47). Springer, Cham.
Gope, S., Elia, G. and Passiante, G., 2018. The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry.Journal of Knowledge Management.
Hislop, D., 2013. Knowledge Management in Organisations. 3rd Edition. Oxford: Oxford University Press.
Hislop, D., Bosua, R. and Helms, R., 2018.Knowledge management in organizations: A critical introduction. Oxford university press.
Jashapara, A., 2011.Knowledge management: An integrated approach. Pearson Education.
Managing knowledge
1
MANAGING KNOWLEDGE
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Managing knowledge 1
MANAGING KNOWLEDGE
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