Expert directory in knowledge management
Traditional information processing and decision-making capabilities were suited to routine and structured contexts of knowledge applications.
What is the reason for the slow adoption rate?
Communities of practice in knowledge management
Developing and acquiring expertise requires a sense of humility and a sense of balance. Without being able to leverage this expertise, the employee will then start from scratch, leading to longer cycle times for completing tasks and activities and duplicate and redundant work. I am not surprised at new 'labels' being affixed on known technologies, systems, processes, and outcomes again and again. There have been many philosophical discussions about differences between data, information, knowledge and wisdom. What is the reason for the slow adoption rate? Similar problems exist in terms of the assessment of expertise and the balancing of interests and concerns of all concerned parties. Will companies catch on? It is important to distinguish between the long-term trends and short-term fads or hyperbole. Even after all this effort, the employee often fails to find someone with the necessary expertise or solution. Specific information and communication technologies when applied in many such contexts could possibly result in such purveyors of expertise. Best practices differ from lessons learned in that they capture only succesful events, which may not be dervied from experience. Koenig and T. It is not surprising at all. Therefore, the very essence of what various IT systems can do in the context of KM begins and ends with people and processes.
KM in the United States, particularly the breed of KM sold as 'silver bullets' by the IT vendors and analysts has failed to live up to its promise.
Hence, it is neither technology nor culture issue only, it is an issue of creating a social community and also understanding how such community can offer sustainable value propositions for the participants and the community facilitator. This is critical for reducing the 'gap' between performance outcomes achieved and original targets set based upon related IT investments.
The global shift to information-based knowledge economies and knowledge societies is challenging the wisdom of some experts of the last eon. Proactively seeking different and alternative points-of-view is an asset in this frame of reference rather than a liability in this perspective.
The goal of lessons-learned systems is to capture and provide lessons that can benefit employees who encounter situations that closely resemble a previous experience in a similar situation. Is the application new given that management of expertise is one of the most recognized facet of KM highlighted in most prior bestsellers on KM?
Communities of practice approach for knowledge management systems
Proactively seeking different and alternative points-of-view is an asset in this frame of reference rather than a liability in this perspective. Knowledge Management: Systems and Processes. Many institutions and corporations often do studies of top experts and sources in specific areas of business technology research and practice. Therefore the key question is: What is new about the new acronym, except for the label itself? If strategy demands adaptation, expected outcomes change and the logic of the KM systems has to adapt accordingly for sustainable performance. Also, at the same functional level, regardless of the name given to them, the same issues of user motivation and commitment essentially determine their success or failure. Of course, I am referring to specific social entities that are bounded by specific social contexts of what constitutes expertise and how it may be accessed, valued, and applied. Many of the advanced knowledge capabilities depend upon questioning or rethinking the status quo rather than taking a 'me too' approach based on imitating others. The global shift to information-based knowledge economies and knowledge societies is challenging the wisdom of some experts of the last eon. Is the application new given that management of expertise is one of the most recognized facet of KM highlighted in most prior bestsellers on KM? The first search on "Expertise Management" shows a conference document that defines "Expertise Management" in terms of its key focus on "the human components, the cognitive, social, cultural and organizational aspects of knowledge work, as well as information storage and retrieval issues. As we speak many of the structures of these parts are undergoing changes primarily around evolution of work and organizations. However, most IT solutions have been designed for convergence of questions and related 'right' answers and cannot 'enable' such divergence.
Of course, I am referring to specific social entities that are bounded by specific social contexts of what constitutes expertise and how it may be accessed, valued, and applied.
Successful enterprises and managers now realize that the old process of getting and customizing IT solutions for 'static' performance targets does not work. Expertise-Locator Systems are knowlege repositories that attempt to organize knowledge by identifying experts who possess specific knowledge.
Expert directory in knowledge management
Given the trendy-ness of the IT solutions, often hyped by vendors as easy solutions for managing knowledge, KM has had somewhat of a backlash in the IT sector in the United States. Given the dynamics of the changing competitive and environmental contexts as well as evolving technology and business practices, this makes the process all the more interesting. Lack of expertise seems to result from the prejudices and biases that may block recognizing expertise even if it is situated right next to you. Alert systems could be used to report problems experienced with technology, such as an alert system that issues recalls for consumer products. Location of expertise is in the mutual shared context of those who seek that expertise and those who need such expertise. Therefore, implementation of IT-KM solutions with keen sensitivity to socio-psychological needs of people is important. In contrast, I see KM as a growing and thriving phenomenon that encompasses most aspects of expertise management discussed above.
It is important to distinguish between the long-term trends and short-term fads or hyperbole. It is not surprising at all. Lack of expertise seems to result from the prejudices and biases that may block recognizing expertise even if it is situated right next to you.
based on 114 review