Knowledge Management: Knowledge Management Strategies - Knowledge Management for Development2024-03-28T09:02:56Zhttp://www.km4dev.org/forum/categories/knowledge-management-knowledge-1/listForCategory?categoryId=2672907%3ACategory%3A252&feed=yes&xn_auth=noKnowledge sharing: no VIP clubs, please!tag:www.km4dev.org,2013-02-12:2672907:Topic:641912013-02-12T11:21:08.285ZHynek Bureshttp://www.km4dev.org/profile/HynekBures
<p>Hello</p>
<p>This is my first post. I would like to say hello to everyone. I am thrilled to be part of this forum and contribute to your requests or discussions.</p>
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<p>I would like to share with you my last blog post on the need to share openly vs. restrictively. You can read up on my thoughts here:…</p>
<p></p>
<p>Hello</p>
<p>This is my first post. I would like to say hello to everyone. I am thrilled to be part of this forum and contribute to your requests or discussions.</p>
<p></p>
<p>I would like to share with you my last blog post on the need to share openly vs. restrictively. You can read up on my thoughts here:</p>
<p><a href="http://dubbedperceptions.com/2013/02/12/knowledge-sharing-no-vip-clubs-please/" target="_blank">http://dubbedperceptions.com/2013/02/12/knowledge-sharing-no-vip-clubs-please/</a></p>
<p></p>
<p>I look forward to hear from you and discuss this topic in greater detail.</p>
<p>Hynek</p> ICTs, CARIBBEAN DIASPORA and KNOWLEDGE MOBILITY MANAGEMENT: NETWORKING THE CARIBBEAN ECONOMYtag:www.km4dev.org,2011-02-10:2672907:Topic:169352011-02-10T06:50:42.239ZChanzo Greenidgehttp://www.km4dev.org/profile/ChanzoGreenidge
<p>Excerpt:</p>
<p>"In examining the relationship between education and economic growth, authors such as Glewwe (2002), while identifying weaknesses in educational systems and arguing quite soundly for improvements in the content and delivery of education in ‘developing’ states, fail to examine the absolute usefulness of high-level skills in societies that lack the capacity to absorb or fully utilise these skills. As Gooding (1981) notes, regions such as the Caribbean are faced “not only with…</p>
<p>Excerpt:</p>
<p>"In examining the relationship between education and economic growth, authors such as Glewwe (2002), while identifying weaknesses in educational systems and arguing quite soundly for improvements in the content and delivery of education in ‘developing’ states, fail to examine the absolute usefulness of high-level skills in societies that lack the capacity to absorb or fully utilise these skills. As Gooding (1981) notes, regions such as the Caribbean are faced “not only with the challenge of creating a pool of skilled workers, but of providing an environment that would encourage them to remain in the area.” (Gooding, 1981: 211) It is this context that gives rise to the concept of Knowledge Mobility Management. </p>
<p>The absence of Knowledge Mobility Management is reflected in the duplication and discontinuity of efforts by the Caribbean Diaspora to promote technology transfer in the absence of proper support and/or information. The need for Knowledge Mobility Management also emerges from the observation that the Caribbean and its Diaspora, and indeed the Global South as a whole, is not aware of the nature and location of the skills and knowledge that lie within its borders and/or diasporic networks<a href="#_ftn1">[1]</a>. The knowledge economy is virtually redefining the concept of territory. Highly mobile populations will have to be considered a norm, and innovation strategies and policies in the South should be changed to suit this emerging reality. </p>
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<p>Knowledge Mobility Management comprises four (4) major elements:</p>
<p> </p>
<p>A. <i>M</i><i>igration Research and Forecasting</i></p>
<p>In addition to forecasting demographic shifts and human capital needs, especially in the Global North, research geared towards providing a clear understanding of social dynamics (including attitudes towards the use of ICTs) within Diaspora is essential to any successful policy or strategy from governments, firms and NGOs in the Global South. </p>
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<p>B. <i>Strategic Migration</i></p>
<p>Global South governments and educational institutions, while improving education <i>per se</i>, must also account for human capital migration in their education and training policies. A basic element of this approach would involve the surveying of attitudes towards migration among persons in the region pursuing educational certification. The Caribbean has historically been the recipient of skilled personnel and the networking and technology-transfer potential of new populations should also be explored. Another aspect of strategic migration policy could be the provision of incentives and/or logistical support for migrants to penetrate technology-rich areas and institutions, including transnational corporations.</p>
<p> </p>
<p><i>C. </i> <i>Diaspora Skills Banks</i></p>
<p>ICT and ICT-related services are central to the development, maintenance and proper use of national and regional diasporic skills banks. The inability to pool and co-ordinate resources leads to lower levels of impact and misallocation of resources. A primary means of addressing this would be the sharing of skill rosters and databases among states in the Global South. While extant networks such as alumni networks should form the basis for these facilities, their biases and limitations should be noted. </p>
<p> </p>
<p><i>D. Virtual Collaboration/Investment in Transnationalism</i></p>
<p>The use of ICTs in the networking and technical remittance strategies of the Caribbean Diaspora will have to be adapted and improved in the implementation of knowledge mobility management strategies. Virtual collaboration as an economic activity is usually the result of communication within and among transnational households. As a result, the promotion of linkages and communication among transnational households through the strengthening of ICT infrastructure should be given priority. Knowledge mobility management may also involve taking advantage of pre-existing fora for information transfer and networking, such as sporting and cultural events in the region and the Diaspora.</p>
<p> </p>
<p>As the North’s demand for skilled labour increases in an aging, knowledge-based global economy, institutions in the Global South will have to innovate in their approach to citizenship by embracing the concept of active and flexible partnerships with local and diasporic students, apprentices and professionals. For the South, the development of networks of mobile human capital, via the appropriate deployment of ICTs, rather than ultimate control over the mobility of human capital or embodied knowledge should be considered an important aspect of sovereignty, viability, and territorial security. "</p>
<div><br clear="all"/><hr size="1" width="33%" align="left"/><div><p><a href="#_ftnref1">[1]</a>Based on the author’s own research and the commentary of authors such as Rampersad (1997).</p>
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</div> Why Knowledge Management has so many rivalries within?tag:www.km4dev.org,2010-06-01:2672907:Topic:122952010-06-01T22:49:10.000ZMd Santohttp://www.km4dev.org/profile/MdSanto
From the link : <a href="http://mobeeknowledge.ning.com/forum/topics/why-knowledge-management-has">http://mobeeknowledge.ning.com/forum/topics/why-knowledge-management-has</a><br />
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WHY KNOWLEDGE MANAGEMENT HAS SO MANY RIVALRIES WITHIN?<br />
• Posted by Md Santo on May 23, 2010 at 9:33am<br />
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In recent years, regarding the phenomenon of convergence between web as platform with others platform mainly derived from IT/ICT, we observe many types of Management (tool) type being exposed as “KM’s rivalries” or “KM…
From the link : <a href="http://mobeeknowledge.ning.com/forum/topics/why-knowledge-management-has">http://mobeeknowledge.ning.com/forum/topics/why-knowledge-management-has</a><br />
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WHY KNOWLEDGE MANAGEMENT HAS SO MANY RIVALRIES WITHIN?<br />
• Posted by Md Santo on May 23, 2010 at 9:33am<br />
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In recent years, regarding the phenomenon of convergence between web as platform with others platform mainly derived from IT/ICT, we observe many types of Management (tool) type being exposed as “KM’s rivalries” or “KM competitors” Why it could happened? Let’s take a look for examples : Internal Communication vs KM, Social Media vs KM, Business Intelligence vs KM, Balanced Score Card vs KM, Information Management vs KM, Business Process Reengineering vs KM, Content Management vs KM, Document Management vs KM etc<br />
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The answer is because people treat KM as an ordinary management technique with similar level as other management tool types. But, considering the following comprehensive special understanding on KM, the situation will be entirely different. The following are the answers :<br />
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First, by contextually-driven KM definition, Knowledge Management (KM) essentially is not management technique but behaving more as an access mechanisms that can be used across any management tool type such as Total Quality Management, Learning Organization, Benchmarking, Process Classification Framework, Business Process Reengineering, Balanced Scorecard, Business Intelligence including Social Media platforms etc. wherein each with their specific functions to be orchestrated under KM’s consciousness. So, here we put KM in incredibly broad meaning as subject with higher level than any other management tool type which is treated only as object (<a href="http://www.scribd.com/doc/28696847/How-to-re-postulating-the-paradi">http://www.scribd.com/doc/28696847/How-to-re-postulating-the-paradi</a>... ) From eastern concept, Knowledge with broad meaning also known as Noor or “Light” (Note 1 : The basic paradigm supported contextually-driven KM definition is our DI – KW model - <a href="http://delicious.com/mobeeknowledge/di-kwmodel">http://delicious.com/mobeeknowledge/di-kwmodel</a> )<br />
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Second, through content-driven KM definition, we described KM as “Human Enlightenment Process-based KM Definition” through the linkhttp://mobeeknowledge.ning.com/forum/topics/human-enlightment-staging andhttp://www.knowledge-management-online.com/human-enlightment-proces... in which KM defined as follow :<br />
1. KM is the staging of Human Enlightenment Process<br />
2. The process is to managing the transformation of Information content as object into Knowledge and beyond as subject (KW concept noted as narrow meaning)<br />
3. The goals are towards Learning, Growth and Innovation<br />
4. The management should leveraged by KM Standards, KM Tools and KM Process Frameworks<br />
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I hope through comprehensive understanding on KM above mentioned, it is no longer need again to put KM in rivalry position against many kinds of management tool types (Note 2 : To get more comprehensive insight should you visit Mobee Knowledge Base explaining our Human System Biology-based KM - <a href="http://delicious.com/mobeeknowledge/humansystembiology">http://delicious.com/mobeeknowledge/humansystembiology</a> ) Interview with Larry Prusak in EIU's Ebusiness Forumtag:www.km4dev.org,2009-05-06:2672907:Topic:14342009-05-06T22:57:51.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
It's not about technology: An interview with <a href="http://www.ebusinessforum.com/index.asp?layout=printer_friendly&doc_id=1445">Larry Prusak</a>, author of Working knowledge and director of the IBM Institute for Knowledge Management
It's not about technology: An interview with <a href="http://www.ebusinessforum.com/index.asp?layout=printer_friendly&doc_id=1445">Larry Prusak</a>, author of Working knowledge and director of the IBM Institute for Knowledge Management Interview with Steve Denning in EIU's Ebusiness Forumtag:www.km4dev.org,2009-05-06:2672907:Topic:14332009-05-06T22:57:08.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
Driven by passion--<a href="http://www.ebusinessforum.com/index.asp?layout=rich_story&channelid=2&categoryid=11&title=Driven+by+">Steve Denning</a> explains why "knowledge sharing" thrives at the World Bank
Driven by passion--<a href="http://www.ebusinessforum.com/index.asp?layout=rich_story&channelid=2&categoryid=11&title=Driven+by+">Steve Denning</a> explains why "knowledge sharing" thrives at the World Bank Knowledge Management in British Petroleumtag:www.km4dev.org,2009-05-06:2672907:Topic:14322009-05-06T22:56:11.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
Who Uses and Benefits From Knowledge Management? Knowledge Management in <a href="http://www.saic.com/km/who.html">British Petroleum</a>
Who Uses and Benefits From Knowledge Management? Knowledge Management in <a href="http://www.saic.com/km/who.html">British Petroleum</a> Guerrilla Knowledge Managementtag:www.km4dev.org,2009-05-06:2672907:Topic:14312009-05-06T22:55:10.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
Revolutionize your organization with <a href="http://www.guerrillakm.org/ev.php">"Guerrilla Knowledge Management</a>": the art of growing Communities of Practice (CoPs). This page is a news weblog about CoPs and online community.
Revolutionize your organization with <a href="http://www.guerrillakm.org/ev.php">"Guerrilla Knowledge Management</a>": the art of growing Communities of Practice (CoPs). This page is a news weblog about CoPs and online community. KM: Fad or futuretag:www.km4dev.org,2009-05-06:2672907:Topic:14302009-05-06T22:54:12.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
Article by <a href="http://www.km4dev.org/index.php/articles/weblinks/redirect/172">Angela Abell</a> based on TFPL research on KM and IM. Opens by arguing that "KM is about people." Suggests that for most of their clients the "fundamental problem is almost always the development of strategies for managing knowledge." Goes on to identify characteristics of KM as well as skills and competencies needed to do it well.
Article by <a href="http://www.km4dev.org/index.php/articles/weblinks/redirect/172">Angela Abell</a> based on TFPL research on KM and IM. Opens by arguing that "KM is about people." Suggests that for most of their clients the "fundamental problem is almost always the development of strategies for managing knowledge." Goes on to identify characteristics of KM as well as skills and competencies needed to do it well. Taking steps towards the knowledge society - reflections on the process of knowledge development'tag:www.km4dev.org,2009-05-06:2672907:Topic:14292009-05-06T22:53:07.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
The purpose of this <a href="http://www.km4dev.org/index.php/articles/weblinks/redirect/188">book</a> is to explore many of the different dimensions of the 'knowledge society'. But, in particular, the contributors to this book examine ways in which those involved in research in the field of vocational education and training (VET) can contribute towards the shaping and building of the 'knowledge society'.
The purpose of this <a href="http://www.km4dev.org/index.php/articles/weblinks/redirect/188">book</a> is to explore many of the different dimensions of the 'knowledge society'. But, in particular, the contributors to this book examine ways in which those involved in research in the field of vocational education and training (VET) can contribute towards the shaping and building of the 'knowledge society'. Why would you develop a KM strategy? (2004 reads)tag:www.km4dev.org,2009-05-06:2672907:Topic:14282009-05-06T22:51:29.000Zkmfordev adminhttp://www.km4dev.org/profile/KnowledgeManagementforDevelopment
The reason to develop a <a href="http://www.km4dev.org/index.php/articles/257">strategy</a> for KM can vary among organizations. In some organizations the starting point might be a decision by the top management that knowledge management is important. In other organizations a strategy for KM can also be a vehicle to inform and convince the top management on the importance of knowledge management.<br />
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A strategy for KM articulates the organization's vision for what will achieve through knowledge…
The reason to develop a <a href="http://www.km4dev.org/index.php/articles/257">strategy</a> for KM can vary among organizations. In some organizations the starting point might be a decision by the top management that knowledge management is important. In other organizations a strategy for KM can also be a vehicle to inform and convince the top management on the importance of knowledge management.<br />
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A strategy for KM articulates the organization's vision for what will achieve through knowledge management, as well as providing a concrete structure and processes. A strategy for KM will ideally function like a magnet that orients and focuses the energies of the organization and their partners. The strategy also serves to strengthen, legitimize and give weight to the position of KM managers and of KM within the organization.<br />
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The value of developing a strategy lies as much in the process as the final product. As a result, it is important to that people impacted by the strategy are engaged in the various stages of its development. This establishes a common understanding and facilitates a sense of ownership for the strategy during its implementation. The final product gives a framework for operationalizing KM and is an important precondition for effective monitoring and evaluation. In addition, it is a useful instrument for external communication.