2.2.4 Knowledge Management Processes
Sveiby (1997) indicated that KM processes assist an organization in acquiring, storing, and utilizing knowledge to support problem solving, dynamic learning, strategic planning, and decision-making .Studies suggest that it is vital for an organization to have the ability to generate knowledge. KM processes can be divided into several components that are acquisition, conversion, application, and protection (Gold et al., 2001).
2.2.4.1Acquisition Processes
Gold, Malhotra & Segars (2001) indicated that Acquisition-oriented KM processes are those oriented toward obtaining knowledge which can be described by many other terms such as acquire, seek, generate, create, capture, and collaborate, …show more content…
Knowledge creation and acquisition are both important sources of new knowledge for a firm. The former is concerned with the development of new organizational knowledge in the firm, including the improved use or new application of existing knowledge, while the latter represents a flow of knowledge from external stocks of knowledge into the firm (Massa & Testa 2009; Nielsen 2006). Boisot (1999) stated that the full value-creating potential of new knowledge can only be realised through knowledge capture which can include both knowledge personalisation and codification strategies (Hansen, Nohria & Tierney 1999). Gold, Malhotra and Segars (2001) mentioned that there are two concentrate aspects: benchmarking and collaboration. In particular, through benchmarking, an organization identifies outstanding practices from organizations (including itself), assesses the current state of a particular process to identify gaps and problems and then captures the knowledge for use internally (O 'Dell & Grayson 1998). Collaboration can take place at two levels within the organization: between individuals and between the organization and its network of business partners and both are potential sources of knowledge (Dinur …show more content…
Finally, knowledge should be distributed to the organizational unit where it is needed (Massa & Testa 2009; Nielsen 2006).
2.2.4.3Application Processes
Gold, Malhotra & Segars (2001) indicated that Application-oriented KM processes are those oriented toward the actual use of the knowledge making knowledge more active and relevant for the firm in creating value (Bhatt 2001). Process characteristics that have been associated with the application of knowledge within the literature include storage, retrieval, application, contribution, and sharing (Massa & Testa 2009).
Nielsen (2006) stated that application processes are related to knowledge leverage and exploitation, among which knowledge leverage entails the search for new ways to exploit the integrated knowledge-based resources of the firm in as many ways and in as many competitive arenas as possible Meanwhile, the performance of a firm is dependent on the ability to exploit its integrated knowledge resources in order to create and deliver products and services to its customers utilizing its organizational capabilities (Nielsen
Sveiby (1997) indicated that KM processes assist an organization in acquiring, storing, and utilizing knowledge to support problem solving, dynamic learning, strategic planning, and decision-making .Studies suggest that it is vital for an organization to have the ability to generate knowledge. KM processes can be divided into several components that are acquisition, conversion, application, and protection (Gold et al., 2001).
2.2.4.1Acquisition Processes
Gold, Malhotra & Segars (2001) indicated that Acquisition-oriented KM processes are those oriented toward obtaining knowledge which can be described by many other terms such as acquire, seek, generate, create, capture, and collaborate, …show more content…
Knowledge creation and acquisition are both important sources of new knowledge for a firm. The former is concerned with the development of new organizational knowledge in the firm, including the improved use or new application of existing knowledge, while the latter represents a flow of knowledge from external stocks of knowledge into the firm (Massa & Testa 2009; Nielsen 2006). Boisot (1999) stated that the full value-creating potential of new knowledge can only be realised through knowledge capture which can include both knowledge personalisation and codification strategies (Hansen, Nohria & Tierney 1999). Gold, Malhotra and Segars (2001) mentioned that there are two concentrate aspects: benchmarking and collaboration. In particular, through benchmarking, an organization identifies outstanding practices from organizations (including itself), assesses the current state of a particular process to identify gaps and problems and then captures the knowledge for use internally (O 'Dell & Grayson 1998). Collaboration can take place at two levels within the organization: between individuals and between the organization and its network of business partners and both are potential sources of knowledge (Dinur …show more content…
Finally, knowledge should be distributed to the organizational unit where it is needed (Massa & Testa 2009; Nielsen 2006).
2.2.4.3Application Processes
Gold, Malhotra & Segars (2001) indicated that Application-oriented KM processes are those oriented toward the actual use of the knowledge making knowledge more active and relevant for the firm in creating value (Bhatt 2001). Process characteristics that have been associated with the application of knowledge within the literature include storage, retrieval, application, contribution, and sharing (Massa & Testa 2009).
Nielsen (2006) stated that application processes are related to knowledge leverage and exploitation, among which knowledge leverage entails the search for new ways to exploit the integrated knowledge-based resources of the firm in as many ways and in as many competitive arenas as possible Meanwhile, the performance of a firm is dependent on the ability to exploit its integrated knowledge resources in order to create and deliver products and services to its customers utilizing its organizational capabilities (Nielsen