Knowledge as a key resource for companies - requirements for successful knowledge management
GRIN Verlag, 2010 - 78 pages
Bachelorarbeit aus dem Jahr 2010 im Fachbereich BWL - Unternehmensfuhrung, Management, Organisation, Note: 1,7, FOM Hochschule fur Oekonomie & Management gemeinnutzige GmbH, Berlin fruher Fachhochschule, Sprache: Deutsch, Abstract: Subject of this thesis is to illustrate how knowledge can contribute to sustainable value creation in companies and to explain the benefits and challenges of successful KM. The characteristics of organisational KM will be illuminated from an outside-in perspective: Firstly, the previous and present economic and technological developments that led to knowledge being identified as one of the most important resources companies nowadays possess are analysed. Chapter 2 then provides an overview about the multiple characteristics of knowledge in companies followed by chapter 3 which explains how knowledge can create value. Afterwards, in chapter 4 the organisational knowledge lifecycle is introduced with organisational knowledge processes being explained in detail. Based on these insights, chapter 5 illuminates organisational, technological as well as cultural requirements for enabling organisational knowledge to be utilized successfully. In this chapter, problems and limits that KM initiatives have to face are examined as well. Finally, the last chapter of this thesis presents an outlook and specifically addresses aspects of KM that are considered to play a higher role in future. The underlying assumption in this chapter is that the ongoing globalisation increases the need of companies to enter networks, operate decentred and develop according decision-making and information infrastructure."
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According to Nonaka Alvesson Bernard business strategy capabilities chapter characteristics Chris Argyris codification strategy communities of practice companies company's competitive advantage complex context CoPs creative Davenport and Prusak described double-loop learning economy edge employees environment explicit and tacit explicit knowledge externalisation Figure focuses formal ganisational global Hislop Human capital ibid ideas important individuals innovative integrate intellectual assets intellectual capital inter-personal interaction Key performance indicator KM initiatives KM literature KM project KM strategies knowl knowledge assets knowledge creation Knowledge evolution schemes knowledge management knowledge maps knowledge needs knowledge sharing knowledge source knowledge transfer knowledge-intensive objectivist perspective organisation's organisational knowledge processes organisational memory organisational unlearning personalisation strategy Post-Industrial Society practice-based perspective practice-based view requires resource retrieved Schwartz Single-loop learning skills social solutions staff successful KM successful knowledge Sullivan sustain competitive advantages Table tacit knowledge Tichkiewitch tion value creation value extraction viscosity