The theory on knowledge creation is Nonaka and Takeuchi. The organizational knowledge creation is explained in this theory. The knowledge is defined as “justified true belief” to reflect the knowledge context which exists. In ‘The Knowledge-Creating Company’ book, it defines organizational knowledge creation as the capability of a company as a whole to create new knowledge, disseminate it throughout the organization, and embody it in products, services and systems. The two parts of organizational
2.5 Definition of Knowledge Sharing Knowledge sharing has got many definitions in different areas of organization. Knowledge sharing is that activity where agents (individuals, communities or organizations) exchange their knowledge (information, skills or expertise). It is linked to the knowledge management process, which can be broadly characterized by four activities, the creation, storage and retrieval, transfer and application of knowledge (Ireson & Burel, Knowledge Sharing in collaborations
bibliography Aküzüm, C. 2014, "Knowledge Inertia and Organizational Learning as the Explanation of Organizational Performance", Educational Research and Reviews, vol. 9, no. 21, pp. 1143-1155. The author Dr Aküzüm Cemal is head of the research department in the Dicle University, faculty of education in Turkey. This journal highlights the importance of organisation that properly manage their knowledge and the benefits comes with it. The author use the term “knowledge inertia” explaining how human
INTRODUCTION In order to transform knowledge into intellectual property, employees have to be willing to share their experience and knowledge with other members of the organization. Knowledge is the power that enables organizations to improve productivity and to provide value to the group and individuals. Intellectual capital is the competitive value of any business system. The appeal of an organization or of belonging to a certain group depends upon the satisfaction of each group member. A manager
Title A case study on how knowledge management could be used in educational institutes. 1.1 Introduction Knowledge management is a process of using organisation’s intellectual capital to achieve goals (Wiig, 1997). In spite of knowledge being an intangible resource it adds substantial value to organisations (Zack, 1999). However, people are the most important assets by which knowledge can be generated for the success of the organisation (Dudey & Kalwale, 2010-2011). In particular, an educational
An important distinction of knowledge theories is whether knowledge is declarative or procedural (Argote & Miron-Spektor, 2011) which is also labeled as tacit knowledge. Declarative knowledge is knowledge which can be articulated and codified, which is easily transferred, and which can be learned by formal education (Liebeskind, 1996; Nonaka & von Krogh, 2009) whereas procedural (tacit) knowledge is difficult to articulate, can hardly be transmitted between persons, and can only be acquired through
terms of knowledge management activities, it is difficult to state because they are not carried out in isolation of other activities.” The MTMS mentioned, “CDC is at the stage where it scans both its internal and external environment, appraises, captures, transfers knowledge, albeit not through a formal KM program.” According to
SENNETT'S CONCEPTUAL FRAMEWORK FOR UNDERSTANDING THE PROCESS AND OUTCOME OF CRAFTING In order to better understand the processes and outcomes of knowledge generated in Technocrafting, we turn to Sennett, whose conceptual framework in The Craftsman is canonical in craft research. We will first introduce the core concepts of this framework, and then demonstrate how it can be integrated with the three characteristics of Technocrafting. Sennett emphasizes that craft practice entails "the desire
Knowledge management in collaborative environment are the best way to achieve the goals. It is involved teamwork which is among two or more people that refers to the cooperation and collaboration among the team members. When each member collaborates in a mission or project, each would be able to contribute his or her own strength, skills and knowledge, to ensure the result for the project. Unfortunately, there are a few challenges of knowledge management in collaborative environment in order to attain
Introduction Commercial Bank has over 90 years of unparalleled growth and achievement. Having made a distinctive mark in Sri Lankan banking history, we stand out for our superlative service and technological superiority. Having set a standard in private sector banking in Sri Lanka we have set standards, created an identity and forged an unsurpassable trend. Recognized as trend setter we have maintained our cultural identity while providing a range of products and services. Powered by state-of-the-art