Knowledge Management (KM) is an essential process in the organizational set up. It involves the reception, creation, sharing and codification of information within an organization to enhance the performance capacity of the organizational employees. The aspect of knowledge management in any organization involves codification of all information within access to organizational members and all shareholders and sharing the coded information in a way that is comprehensible with all the players in the organization. The process of knowledge management is facilitated by information technology but is in itself distinct from information technologies. The available technologies only aid in the information codification and access. KM in any organization helps to improve competitive advantage through enhanced understanding of the work environment. Authors such as Davenport have described KM as the process of converting information into knowledge and making it accessible to all members of the organizational set up (155).
The advantages associated with KM in an organization are many. For instance, KM enables organizations to collect information regarding customer needs. This makes it possible to deliver the customer requirements and thus achieve greater competitive advantage. In addition to this, KM can help organizations to collect information regarding cultures and practices of communities. This can enhance the delivery of products and services and hence improving organizational performance. The achievement of KM in any organization faces three major challenges. The challenges include the people, the organization and the technologies in use (Riege 141-145). The people may pose a challenge in terms of resistance to change. On the other hand, technological advancements may hamper KM while the organizational cultures and structures also determine the level of KM that can be achieved. The people may also lack the knowledge required to implement Km or may lack the motivation to do so.
Davenport, Prusak. Working Knowledge: How organizations manage what they know. Boston: Harvard Business School Press, 155-164, 1998. Print.
Riege A. Three-dozen knowledge-sharing barriers managers must consider. Journal of
Knowledge Management, 2005, 9(3): 18–35.Quarter, 141-145, 1998. Print.
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