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I have posted lengthy descriptions of each of the three eras of knowledgemanagement and here I have made a brief summary of all three. Since the term “knowledgemanagement” came into popular usage, there have been three significant changes in how organizations have thought about their knowledge.
Like many organizations, the US Army holds a KnowledgeManagement Conference each year. I’ve had the honor of speaking at all of the Army KM conferences since they began in 2005, including the one just recently held. And each time we gave them a different way to process what they had just learned from the speaker.
Assessing Values in Online Technology. Ten Things We Learned. In part one in this series we revealed the abstract and methodology of the study and then the ten things we learned in part two. In part one in this series we revealed the abstract and methodology of the study and then the ten things we learned in part two.
GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. In 2008 KM was alive and well at GM.
In this series I‘ve classified the evolving landscape of knowledgemanagement into three categories. The first category is leveraging explicit knowledge and is about capturing documented knowledge and building it into a collection - connecting people to content. Leveraging Experiential Knowledge.
One of the really tough nuts to crack in KM has been how to transfer the knowledge of experts to those less skilled. If we are going to crack this nut, we need a better image – a more accurate way to think about how experts create and store the knowledge they use. Organizations have made a lot of attempts.
The article in question is ' KnowledgeManagement: The Role of Technology'. One 2005 article described it as "a program used by 120 million people, of whom about 119m hate it." Groove Networks was bought my Microsoft in 2005 and the product marketed (in quite a low key way) as Microsoft Groove.
Organizations have discovered the power of collaboration to increase knowledge sharing, speed up problem solving, create new knowledge, and spur innovation. Al- Ani, Marczak, Prikladnicki, & Redmiles, 2013; Henttonen & Blomqvist, 2005; Jimenez et al., The good news is that we know how to increase collaboration.
In an earlier blog post I described a framework for Knowledge Transfer and explained that the choice of knowledge transfer process differs depending upon 1) what transfer problem the organization is trying to solve, and 2) the type of knowledge (e.g. The site is located in deep water in the North Sea.
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