What is Organizational Knowledge

Introduction – No real introduction to the paper

Thorough discussion of topic – (1) (2) see below

Findings, conclusions, summary – very weak wrap up

Sufficient sources: minimum 10-15 (3) see below

APA style followed – (1) (4) see below

(1) I know that APA is not only a style that specifies how to cite its greatest value is that is tells how to write a paper, how to organize a paper and present it in the most organized logical way. This is based on using sub-headings (that I develop starting with the overview, then the topic broken down to its components, follow by the conclusion) that I develop an outline with. Then I should write the paper by filling in the outline. Not using sub-headings made my paper choppy and disorganized and makes it difficult to find all of the components that I put in the paper.

(2) This is very weak, basically a minimalist presentation of some things that I found in the sources that I did use. The purpose of this paper is for me to develop a sound understanding of the topic, thus using the simple question of “What is Organizational Knowledge?” the searching the literature, synthesizing what is found there, then presenting my discussion. This is extremely weak.

(3) The reason the minimum number of sources is 10-15 is to make sure that I gathered enough of the current knowledge on my topic (no pun intended) in order to do an adequate job of synthesizing that knowledge into my review of the literature as it applies to this topic. This would make my discussion much stronger.

(4) There are way too many citations missing from this.

Thanks you.

Running Head: WHAT IS ORGANIZATIONAL KNOWLEDGE 1

What is Organizational Knowledge?

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What is Organizational Knowledge?

Isaac Moreno

Hawaii Pacific University

Abstract

What is Organizational Knowledge? A major reason for the high expectations of interest with organizational knowledge management is because of how it tends to report a better overview and how it synthesizes information on various perspectives within an organization. There is significant body of information which comes from sharing organizational knowledge and the creation of its context for joint ventures. Organizational Knowledge is followed by an overview of sharing research. Ultimately, when one should think; “What is Organizational Knowledge?” one should stick to thinking of the many roles and characteristics of technology, personnel and human resource management it takes in creating and sharing knowledge within organizations and how it is reviewed. This system will and can be used to finally collect a vast amount of data needed to process, interpret, and apply for better management of organizational knowledge data in order to be effective. All of the information is becoming too much to be managed by information systems.

Organizational Knowledge is considered to be the practical use of information.

A leading premise in the research on Organizational Knowledge comes down to what role of knowledge is thought of in theory of an organization. Two questions that are asked the majority of the time are, what role does organizational knowledge play in providing an organization with a competitive advantage and what role does organizational knowledge play in debating the existence of an organization as opposed to the governance of a market structure? While this type of information is being transported, stored or shared, organizational knowledge essentially involves a much more personal experience by one individual or by a collective of a team.

Organizations learn and acquire knowledge through their schedules and selections, which are embedded in specific organizational archives. Much of this knowledge is learned individually and experienced within organizations. “Knowledge consists of facts, truths, and beliefs, perspectives and concepts, judgments and expectations, methodologies and know-how”. Most of the information consists of factual data organized to describe certain conditions.

An example of this would be Apple, by authorizing sales personnel and technicians to offer credit or some type of compensation / incentive to customers that may have issues with the provided services. Petroleum companies connect to drilling, and hardware experts use the internet, specifically for malfunctions of drilling equipment. Teleconferencing provides a view of malfunctioning parts from equipment used by experts, who then provide solutions of those issues, which ultimately would be considered organizational knowledge.

The majority of organizations have become so complex that knowledge is usually uneven, and difficult to locate or share. Apply can also be viewed highly in the organizational knowledge community. Apple demonstrates the concept of organizational knowledge innovation within technology. It has to be complex and adaptable to every change within any community.

Organizational knowledge is broken down in two subjects’, tacit knowledge and explicit knowledge. Explicit knowledge can be shared easily and documented. Tacit knowledge is gained through experiences from each individual of an organization not easily expressed.

Tacit knowledge is different from explicit knowledge by three main areas, like systemizing, and transferring methods. Explicit knowledge can be easily transferred without knowing a subject, and tacit knowledge cannot be communicated, understood or used without knowing the subject. Unlike the transfer of explicit knowledge, the transfer of tacit knowledge requires close interaction and the buildup of shared understanding and trust among them. Main methods for the attainment and accrual: Explicit knowledge is generated through logical deduction and obtained through realistic experience in the relevant context. The possibility of aggregation and appropriation: Explicit knowledge is aggregated within a single location, stored in objective forms and appropriated without the participation of the knowing subject. Tacit knowledge is personal in context.

There are essential differences between assets, resources, and commodities that can make up organizational knowledge. Knowledge assets are the knowledge concerning markets, products, technologies and organizations, that a business owns or needs to own and which enable its business processes to generate profits, add value, etc. Knowledge management is not only about managing these knowledge assets but also managing the processes that act upon the assets. These processes include: developing knowledge; preserving knowledge; using knowledge, and sharing knowledge (Mason).

There are a variety of sources that should be used in organizational knowledge, which are cross-functional project groups, KM training, storytelling, and mentoring

Cross-functional project groups use a practice of building members from different job titles and also selecting many specialists under a project manager.

Training can work with all aspects of the organization by use of courses available online, at universities, workshops and conferences. Storytelling is an old technique which remains as one of the most effective ways to reach someone and move them with your message. Lastly, mentoring is about practice under the guidance of an expert.

In conclusion, take a management perspective from organizational knowledge, and focus it on how to govern its flow. The paper reviewed has shown many commonalities, but also differences within internal and external organizational knowledge. From this perspective, it immediately raises some questions. These topics scrutinize the differences between internal and external knowledge flows with regard to their governance and identify the differences that actually require different governance mechanisms. Such research will then allow the following question to be answered whether internal organizational knowledge can be governed just like external knowledge flows or else, how their governance mechanisms need to be adapted.

For the governance of knowledge flows, it is probably necessary to discuss the level of causal mechanisms underlying the transfer. Our distinction of different types of definition of knowledge flows has contributed to the insight that many actually do not explicitly consider the mechanism.

References

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