KNOWLEDGE MANAGEMENT ON ORGANIZATION CONTINUITY

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KNOWLEDGE MANAGEMENT ON ORGANIZATION CONTINUITY

CHAPTER ONE

INTRODUCTION

BACKGROUND TO THE STUDY

Knowledge management is defined as the systematic management of an organization's knowledge assets to facilitate the attainment of tactical and strategic aims and objectives and the creation of value; it embraces the initiatives, processes, systems and strategies which preserve, stores, assess, share, refine and create knowledge.   Knowledge management (KM) is linked with organizational goals and strategy; which ensures that knowledge is managed for the purpose of creating value for the organization. This involves determining the source and nature of knowledge, its relevance to the organization and promoting a culture which enhances learning, sharing, and knowledge creation; providing knowledge to the right people and at the right time; generate new relevant knowledge; to facilitate organizational performance in the  light of the organization's strategic goals while taking into consideration the threat and opportunities facing the organizationThe research therefore seek to investigate knowledgement on organization continuity

Alan Frost M.Sc., (2010) KNOWLEDGE MNAGEMENT TOOLS

 

1.2 Statement of the Problem 

Knowledge management is defined as the systematic management of an organization's knowledge assets to facilitate the attainment of tactical and strategic aims and objectives and the creation of value; it embraces the initiatives, processes, systems and strategies which preserve, stores, assess, share, refine and create knowledge.   Knowledge management (KM) is linked with organizational goals and strategy; which ensures that knowledge is managed for the purpose of creating value for the organization. This involves determining the source and nature of knowledge, its relevance to the organization and promoting a culture which enhances learning, sharing, and knowledge creation; providing knowledge to the right people and at the right time; generate new relevant knowledge; to facilitate organizational performance in the light of the organization's strategic goals while taking into consideration the threat and opportunities facing the organization

The concept of knowledge management has not been fully and successfully implemented in many organizations due to some associated problems thereby making some executive not appreciative of the program. Factors associated with the difficulty of implementing knowledge management include casual and resultant Causal Failure Factors: Inadequate management support; Improper planning, Inadequate skill of knowledge managers and workers; Lack of performance indicators and measurable benefit; design, Improper organizational structure; coordination, and evaluation; Problems with organizational culture;. The effect include Lack of relevance, quality, and usability ;Overemphasis on formal learning, systematization, and determinant needs ; ;Improper budgeting and excessive costs; Lack of responsibility and ownership; Loss of knowledge from staff defection and retirement Lack of widespread contribution; Improper implementation of technology.The problem confronting the research is to appraise knowledge management on organization continuity.

 

1.3 Objectives of the Study

To determine the effect of knowledge management on organization continuity

 

 

1.4 Research Questions

What is knowledge management?

What is the effect of knowledgement management on organization continuity?

 

1.5 Significance of the Study

The study shall provide a significant appraisal of knowledge management which shall serve a s a vital source of information to managers of organizations

 

 

1.6 Research Hypothesis

Ho The effect of knowledge management on organization continuity is low

Hi    The effect of knowledge management on organization continuity is high

 

 

1.7 Scope of the Study

The focuses on the appraisal of knowledge management on organization continuity

 

1.8 Limitations of the Study

The research was confronted by some constraints including geographical factor and logistics

1.9 Definition of Terms

 

KNOWLEDGE MANAGEMENT DEFINED

Knowledge management is defined as the systematic management of an organization's knowledge assets to facilitate the attainment of tactical and strategic aims and objectives and the creation of value; it embraces the initiatives, processes, systems and strategies which preserve, stores, assess, share, refine and create knowledge.   Knowledge management (KM) is linked with organizational goals and strategy; which ensures that knowledge is managed for the purpose of creating value for the organization. This involves determining the source and nature of knowledge, its relevance to the organization and promoting a culture which enhances learning, sharing, and knowledge creation; providing knowledge to the right people and at the right time; generate new relevant knowledge; to facilitate organizational performance

Organizational memory.

Organizational memory can be defined as „the means by which knowledge from the past is brought to bear on present activities, thus resulting in higher or lower levels of organizational effectiveness”,

 

 

Organizational learning

Organizational learning as ‘a continuous testing of experience and its transformation into knowledge available to the whole organization and relevant to their mission’,

 

 

 

Organizational performance

 

Organizational performance is the organization’s ability to attain its goals by using

resources in an efficient and effective manner” (after Daft, 2000); organizational performance is the ability of the organization to achieve its goals and objectives” (after Ricardo, 2001).

 

 

REFERENCES

 

Ackoff, R.L. (1999) Re-creating the corporation: a design of organizations for the 21st century, Oxford University Press.

After Action Reviews, Wikipedia, retrieved on January 2011 from http://en.wikipedia.org/wiki/After_action_review

Ahn, J.H. and Chang S.G. (2004), 'Assessing the contribution of knowledge to business performance: the KP3 methodology', Decision Support Systems, no. 36, pp. 403– 416.

Akhavan, P., Jafari, M., and Fathian, M. (2005), 'Exploring Failure-Factors of Implementing Knowledge Management Systems in Organizations', Journal of Knowledge Management Practice, [electronic], vol. 6, May, pp. 1-8, Available: http://www.tlainc.com/jkmpv6.htm

Alan Frost M.Sc., (2010) KNOWLEDGE MNAGEMENT TOOLS

Alavi, M., and Leidner, E.D. (2002). Knowledge Management and Knowledge Systems. In Barnes Stuart (ed) Knowledge Management Systems: Theory and Practice, Thomsen Learning 2002

Al-Hakim, L.A.Y. and Hassan, S. (2011), 'The role of middle managers in knowledge management implementation for innovation enhancement', International Journal of Innovation, Management and Technology, vol. 2, no. 1, pp.86-94.

Allameh, S.M., Zare, S.M., and Davoodi, S.M.R. (2011) 'Examining the Impact of KM Enablers on Knowledge Management Processes', Procedia Computer Science, vol 3, pp. 1211-1223.

Altaher, A.M. (2010) 'Knowledge Management Process Implementation 2011', International Journal of Digital Society (IJDS), Vol. 1, Issue 4, December, pp. 265-271

(Martinez-Costa and Jimenez-Jimenez, 2009).

 Journal of Global Strategic Management | V. 5 | N. 1 | 2011-June | isma.info Ackerman, M.S. (1996) Definitional and Contextual Issues in Organizational and Group Memories, Information Technology and People Vol 9, no 1, pp. 10-

KNOWLEDGE MANAGEMENT ON ORGANIZATION CONTINUITY

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Knowledge management is defined as the systematic management of an organization's knowledge assets to facilitate the attainment of tactical and strategic aims and objectives and the creation of value; it embraces the initiatives, processes, systems and strategies which preserve, stores, assess, share, refine and create knowledge... human resource management project topics

KNOWLEDGE MANAGEMENT ON ORGANIZATION CONTINUITY

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  • CATEGORY : HUMAN RESOURCE MANAGEMENT
  • TYPE : PROJECT MATERIAL
  • FORMAT : MICROSOFT WORD
  • ATTRIBUTE : Documentation Only
  • PAGES : 68 Pages
  • CHAPTERS : 1 - 5
  • PRICE : ₦ 3,000.00

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