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  Knowledgein the Enterprise
How to manage it

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Online Course: Knowledge Management in Organizations

We have left behind the industrial Era and have entered the Information and Knowledge Era.

The enterprises start realizing the importance of "knowing what it is that they know" and of making the best use of this knowledge. Knowledge is already recognized as the most important company asset, as the "only meaningful economic resource", and this is why so many efforts are made and so many resources are invested in how to acquire it, represent it, capitalize it and manage it.

 
Successful companies creating knowledge sharing global culture, in which collective knowledge (the company's intellectual asset) is effectively and methodologically shared to produce a continuous and successful innovation.

Inside this company knowledge we find that what the company knows about its products, its processes, its employees, its market, its clients, etc, and about how to combine these elements to render the company competitive. Under this aspect, knowledge management seems to have the same goal of technology management but, being the former of greater importance, contains the latter one.

 
Good knowledge management tries to continuously control every kind of knowledge arising in its field, to satisfy the current and future needs through:
identification and exploitation of actual and to be acquired, cognitive resources, useful to develop new opportunities;
   
planning and control of actions regarding the development of the knowledge asset necessary to reach the organization's objectives.



It results proven that knowledge is an important resource that must be acquired, categorized, conserved and used to reach the company's objectives and to create new opportunities.



Results also proven that knowledge management is a process that must be part of the daily activity in every organization.


Knowledge is an intangible asset, volatile and difficult to concretize and conserve, but strategic to the modern enterprise.

 


The new instruments for knowledge sharing


Conceptual knowledge bases / semantic networks are the best tools for thinking and knowledge, because they facilitate collaboration and knowledge global sharing.

As organization charts communicate the hierarchical structure (of authority responsibility within an organization), conceptual knowledge bases communicate the conceptual knowledge structure of the organization, in a way that everyone -in the organization - may perceive it and respond as required, using it meaningfully.

To be able to model solutions to the really complex problems that we face nowadays, we must be able to use collective knowledge at best, more rapidly and efficiently than we do today.


Limitations of conventional tools
In organizations, formalized methods are mostly used. They are knowledge communication tools that hinder a speedy and open knowledge sharing, as required in an accelerated global innovation process.
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Formal communications (written) and presentations (verbal or written) block, in the communication process, an important part of knowledge.

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Natural language speech really requires high level verbal abilities to enable effectively sharing assessment criteria to count on organizational knowledge.

Nowadays man is crushed by information, that grows exponentially, and often with specialized non formalized terminology and languages.

An important tribute to the knowledge concept analysis comes from three very different sciences: anthropology, psychology and learning. In conceptual knowledge bases all of them flow together in practical and methodological results, in analysis.

Memory is really useful only when it responds effectively to our requests

But we memorize something when it is, for us, meaningful, it is, when it relates to something we already knew. In this sense confrontation and stimulation with ideas and knowledge of others is very useful, to help us see relationships between new and old.

A constructivistic approach to learning encourages people to share knowledge, for reciprocal advantage deriving from personal knowledge integration in a common construction, rather than hiding that knowledge to intervene with a "personal discovery".

Much knowledge, in every organization, is lost, "walks away", or remains unused due to the innovative thinking low abilities.

Conceptual knowledge bases try to to solve this problem effectively.

One of the reasons why knowledge is not shared in big organizations is the lack of simple and efficient tools for sharing knowledge primary units. Particularly in the companies characterized as "knowledge companies", the ability to consent its own "knowledge workers" to share their own pieces of company knowledge and to work more efficiently is the critical point, but also determinant to have success in the global, innovative and dynamic market we face now.

:: Pages for insight ::
 
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Features of company knowledge

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Using concept maps in the Enterprise

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Knowledge management in the company

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The Knowledge Manager Job

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Creativity, Innovation and knowledge management

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Organizational Learning

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Brainstorming in Organizations

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punto elencoProject management with knowledge management tools
 

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