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A model of information technology opportunities for facilitating the practice of knowledge management Rosemary Wild and Kenneth Griggs Orfalea College of Business, California Polytechnic State University, San Luis Obispo, California, USA. Purpose.

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A model of informationtechnology opportunities forfacilitating the practice ofknowledge managementRosemary Wild and Kenneth GriggsOrfalea College of Business, California Polytechnic State University,San Luis Obispo, California, USA



There is controversy about the role information technology (IT) should play in knowledge management (KM) spanning extremes that either overvalue or undervalue IT’s role. This study recognizes the balance required between the two extremes and aims to present a KM process and a three-dimensional model to assist in identifying opportunities in which IT can effectively facilitate KM practices.


until recently, integration of knowledge process design with information system design has been strangely missing from the knowledge management literature and practice.

identifying opportunities in which IT can enable KM practices.


Case study

USA Navy



One of the difficulties facing organizations and researchers alike is that knowledge management, while being intuitively important is intellectually elusive (Despres and Chauvel, 1999).

It is important because:

With rare exceptions, the productivity of a modern corporation or nation lies more in its intellectual and system capabilities than in its hard assets ... (Quinn et al., 1996).

It is elusive because:

To define knowledge in a non-abstract and non-sweeping way seems to be very difficult. Knowledge easily becomes everything and nothing (Alvesson, 1993).



  • We present a three-dimensional model that depicts three suggested perspectives for using information technology(IT) to facilitate and promote effective knowledge management. The model dimensions are:
  • KM objectives, including to support innovation, capture insights and experiences, make it easy to find and re-use resources, foster collaboration, improve the quality of decision making, and increase the effectiveness of intellectual asset.
  • (2) KM level which defines the role of a KMS system as one that supports or one that performs KM.
  • (3) The phases in the KM life cycle including the generation, organization, formalization, distribution, application, and evolution of knowledge within an organization.


Through a synthesis of KM literature the paper developed a KM

process that consists of identification of classifications of knowledge and their particular value to an organization, sources of knowledge, and application opportunities. It developed a three-dimensional model consisting of KM life cycle, KM level, and KM objectives to assist in identifying the most effective IT application opportunities.


Sources of knowledge

Organizational knowledge may be acquired or purchased from external sources or generated internally. Regardless of whether knowledge becomes available from external or internal sources, it generally originates within individuals, teams, or organization processes. Once extracted it may be stored in a repository to be accessed and shared by other individuals or groups within an organization. Figure 2 depicts the

typical sources of knowledge that can be tapped within the KM process.

Figure 2. Sources of knowledge


Figure 3. Potential application opportunities for IT-enabled knowledge management systems

“knowledge creation”, “knowledge capture”, or “knowledge adoption”.

We think the term knowledge generation aptly conveys all three concepts. Knowledge creation implies the origination of novel and useful ideas and solutions .


Summary and concluding remarks

KM is an important tenet of modern day organizational management.There are many questions related to implementing KM and the role IT does and should play in enabling and facilitating KM practice. We have discussed some of the issues prevalent in the literature and offer a KM process to highlight areas of concern for IT-facilitated KM practice. We have also presented a three-dimensional model that provides a guide for assessing where IT may effectively contribute to the practice of KM and underscored areas that show promise for future research. We discussed a representative prototype KMS that generates, distributes, and evolves knowledge to improve US Navy manpower management decisions. Focused KMS applied toward strategic concerns and incorporated into an organization’s IT infrastructure may have the added benefit of being catalysts to change organizations from knowledge hoarding to knowledge sharing cultures.


What related work is being undertaken?

The quality systems for applying information systems

technology. The application to us

  • What is the motivation for the work?
  • จากการจัดการระบบHR ของกองทัพเรือ USA. ซึ่งกองทัพเรือ จะต้องจัดกำลังคนให้พร้อมรบเสมอ หากเกิดการรบเกิดขึ้น จึงมีความจำเป็น ที่จะต้องมีระบการจัดการความรู้ที่ดี เพื่อรองรับเหตุการณ์ที่จะเกิดขึ้น ได้อย่างทันเวลา
  • What the techniques are in use?
  • ระบบ Kmsในการหาผู้เชียวชาญ ทางด้านต่างๆ ในองค์กร เพื่อรองรับการบัณชาการ การรบได้อย่างรวดเร็ว และสามารถตามกำลังพลได้อย่าง ถูกที่ ถูกเวลา และสามารถ ส่งข่าวสารได้ อย่างรวดเร็ว แม้จะอยู่ระยะห่างไกล

4. What are the findings of the papers?

การมีระบบ IT และ การจัดการความรู้ที่ดี จะนำช่วยในการสนับสนุน ระบบ

KMS ที่ดีสามรถ รองรับ ข้อมูล จำนวนมาก และนำไประบบไปใช้ใน


5. How does it help me?

การใน ระบบ IT + KM = KMS ช่วยในการจัดทำระบบ KMS ที่ดีมีประสิทธิภาพ

Real Place Real Time Real People

6. Why am I studying this aspect of the problem?

KMS สามารถอธิบายและสนับสนุน ระบบการวางแผนของกองทัพเรือ ระบบการวางแผน

ระบบการ จัดการความรู้ ระบบสนับสุนการตัดสินใจ การจำลอง สถานการณ์ และเทคโนโลยี

ซึ่งในบทความนี้ ได้ยกตัวอย่างการนำระบบ KMS ที่ดีไปใช้อย่างมีประสิทธิภาพ