Post on 07-Apr-2018
8/4/2019 Tayangan Bab 9
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MANAJEMEN
PENGETAHUAN
• Pengantar
• Pembelajaran organisasional dan transformasi
• Inisiatif manajemen pengetahuan
• Pendekatan pada manajemen pengetahuan• Teknologi informasi dalam manajemen
pengetahuan
• Implementasi sistem manajemen pengetahuan
• Peran manusia dalam manajemen pengetahuan
Referensi lihat SAP : [5] Bab 9,
[7] Chapter 9
8/4/2019 Tayangan Bab 9
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Knowledge Management
Leverages intellectual assets
Delivers appropriate solutions to anyone,anywhere
Good managers have always done this
Ancient concept
Helps organizations
Identify
Select
Organize
Disseminate Transfer
Important information and expertisewithin the organizational memory in
an unstructured manner
Requires a major transformation inorganizational culture to create a desire to
share
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Knowledge
As a form of capital,
must be exchangeable among persons, and
must be able to grow
Information that is contextual, relevant, and
actionable
Knowledge is INFORMATION IN ACTION
Higher than data and information
Knowledge Types
Advantaged knowledge Base knowledge
Trivial knowledge
Explicit knowledge
Tacit knowledge
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Explicit Knowledge
Objective, rational, technical
Easily documented
Easily transferred / taught / learned
Tacit Knowledge
Subjective, cognitive, experiential learning
Hard to document Hard to transfer / teach / learn
Involves a lot of human interpretation
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DATA
Processed
INFORMATIONRelevant and
actionable
KNOWLEDGE
Relevant and actionable data
Data, Information and Knowledge
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Knowledge Management (KM)
A process of elicitation,transformation, and diffusion of knowledge throughout an enterprise sothat it can be shared and thus REUSED
Helps organizations find, select,organize, disseminate, and transferimportant information and expertise
Transforms data / information into
actionable knowledge to be usedeffectively anywhere in theorganization by anyone
Objectives
Create knowledge repositories
Improve knowledge access
Enhance the knowledge environment
Manage knowledge as an asset
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How Core Competency is Linked to
Explicit and Tacit Knowledge
Tacit
Knowledge
Policies, patents,decisions,
stra tegies, IS, white
papers, etc.
Conver t tacit knowledge into
articulated and measurable
explicit knowledge
Core Competencies of theOrganization
Explicit Knowledge
Expertise, know-how, ideas,
organization culture, values, etc.
Process of exp lication
may generate new tacit
knowledge
Tacit
Knowledge
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KMS Manage
Knowledge creation through learning
Knowledge capture and explication
Knowledge sharing and communicationthrough collaboration
Knowledge access
Knowledge use and reuse
Knowledge archiving
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Knowledge Repository
Not a database
Not a knowledge base (like for ES)
A collection of internal and externalknowledge
External
Structured internal knowledge
Informal internal knowledge
Types
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KM Activities Externalization
Internalization
Intermediation Cognition
KM Features
Create a knowledge culture
Capture knowledge
Generate knowledge
Explicate (and digitize) knowledge
Share and reuse knowledge
Renew knowledge
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Cyclic Model of KM
Manage
Knowledge
Store
Knowledge
Disseminat
e
Knowledge
Refine
Knowledge
Create
Knowledge
Capture
Knowledge
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KM Examples
Mitre Dow Chemical Company
Xerox
Chrysler
Monsanto Chevron
Buckman Laboratories
KPMG
Ernst & Young
Arthur Andersen
Andersen Consulting
Why Adopt KM
Cost savings Better performance
Demonstrated success
Share Best Practices
Competitive advantage
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KM Development
Need a knowledge strategy
Identify knowledge assets
1. Identify the problem2. Prepare for change
3. Create the team
4. Map out the knowledge
5. Create a feedback mechanism
6. Define the building blocks
7. Integrate existing information systems
How to KM
Integrate the technologies to manage
knowledge effectively
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Strategies for Successful KM
Implementation
1. Establish a KM methodology
2. Designate a pointperson
3. Empower knowledge workers
4. Manage customer-centric knowledge
5. Manage core competencies
6. Foster collaboration and innovation
7. Learn from best practices
8. Extend knowledge sourcing
9. Interconnect communities of expertise
(communities of practice)
10. Report the measured value of knowledge
assets
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KM Methods, Technologies, and Tools
Email or messaging
Document management
Search engines
Enterprise information portal Data warehouse
Groupware
Workflow management
Web-based training
Others
KM Tool Categories
Information architecture
Technical architecture
Application architecture
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KM Success
Economic performance
Technical and organizational infrastructure
Standard, flexible knowledge structure
Knowledge-friendly culture
Clear purpose and language Change in motivational practices
Multiple channels for knowledge transfer
Worthwhile level of process orientation
Nontrivial motivational encouragement
Senior management support
Measuring Success
Balanced Scorecard
Skandia Navigator
Economic Value Added
Inclusive Valuation Methodology
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KM Failure Causes
1. Unclear definition of knowledge
2. Overemphasis on knowledge stock, not flow
3. Belief that knowledge exists outside people’sheads
4. Not recognizing the importance of managingknowledge
5. Failure to manage tacit knowledge
6. Failure to disentangle knowledge from its uses
7. Downplaying reason and thinking
8. Focusing on the past and present, not the future9. Failure to recognize the importance of
experimentation
10. Substituting technology contact for humaninterface
11. Overemphasis on measuring knowledge, not itsoutcomes
KM and AI
Can use AI in KM
Can use KM in AI
Data mining can create knowledge
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Electronic Document Management
A KM for documents
Everyone is on the same page
Documents are up to date
Simple example: corporate phonebook
Lower costs
Better performance
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KM – The Future
Not a fad
Impact is immense
Research on organizational culture
How to do each step
Are they the right steps?
Knowledge Management
Key Issues
Organizational culture
Executive sponsorship
Measuring success
The future: Comprehensive standardized KMpackages
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Kesimpulan
The definition is clear
The concepts are clear
The challenges are
Clear
Surmountable
The benefits are clear (and can be huge)
The tools and technologies are viable
“The wise see knowledge and action asone” (Bhagvad Gita)
Intelligent organizations recognize that
knowledge is an asset, perhaps the onlyone that grows over time, and whenharnessed effectively can sustain theability to continuously compete andinnovate.