Matakuliah
Tahun
: Sistem Informasi Manajemen
: 2008
POKOK BAHASAN
Pertemuan 26
Chapter 10
Knowledge Management
Information Technology For Management 6th Edition
Turban, Leidner, McLean, Wetherbe
Lecture Slides by L. Beaubien, Providence College
John Wiley & Sons, Inc.
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Learning Objectives
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Define knowledge and describe the different types of knowledge.
Understand the concepts of organizational learning, memory, and
the impact of organizational culture
Describe the activities involved in knowledge management.
Describe different approaches to knowledge management.
Describe the issues associated with implementing knowledge
management in organizations.
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Learning Objectives (Continued)
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Describe the technologies that can be utilized in a knowledge
management system.
Describe the activities of the chief knowledge officer and others
involved in knowledge management.
Describe benefits as well as drawbacks to knowledge management
initiatives.
Understand the valuation approaches to KMS, as well as its
successes and potential failures.
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IT and Knowledge Exchange
• What information needed in Organization ?
• How Often ?
• How Many times the data exchange in your organizaton
?
• How you choose the technology that fit on your need ?
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The CTO’s Growing To-Do-List
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Provide the most up-to date tools and connectivity for internal system access to every
deskstop
Configure, maintain, and upgrade the software used by every employee
Select, secure, install and fix all of the company’s computer technology
Provide system security, backups, internet access, firewall configuration, and virus
protection
Program in-house solution to business problems
Work with outside technical consultant on a wide variety of projects
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IT Culture in The Organization
Two Key goal in the CEO work now are
1. Integration
2. Scaling ( configuring technical system to expand to
meet growing demands)
3. How the culture Can Be Change ?
4. What is the obstacle ?
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IT Culture and Knowledge-Sharing Culture
1. Knowledge sharing is about dynamic information
exchange and communication
2. The key players who way range from specialized
teams to cross-discipline experts to entire
department, must be enabled to interact through
the network with one department, must be
enabled to interact through the network with one
another and with information resources.
3. How to the organization sharing their new culture
in the organization ?
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Integrating Knowledge Resoures
• The prodominant goal of software vendors is unifying
and automating the entire e-business operation. There
are roughly speaking, two ways to achieve that goal:
• Deploying a suite of products that offer “ all-in-one” ebusiness functionality
of knitting
together “ the best of
-Knowledge
Organization
breed” digital tools into a unified platform.
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Knowledge Organization
• David Snowden, of IBM and the Institute for Knowledge
Management says that three assumption about human and what
they know determine whether a technology will work to help spread
knowledge:
• 1. Knowledge can only be volunteered
• 2. People always more than they can tell and can tell more than they
can write
-Knowledge Organization
• 3. People only know what they need to Know when they need to
know it
• He also advises”Use the simplest technology you can for the
purpose at hand.
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Culture Conflict
• Three Essentials of A Sharing Culture:
• Trust :Share will not exploited or used against me
• Tolerance: What I contribute will not be criticized unfairly
or bring personal attack
• Reward: I will benefit from the exchange if I contribute to
it
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Culture Conflict
Artifacts
Espoused
Values
Basic
Underlying
Assumptions
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Seen, heard, felt
Style, language, decor, myths,
stories
Original values begin with
founders, prevailing leaders,
evolve into shared
assumptions
Learned behaviors, attitudes,
Source of stability of beliefs,
Defines reactions
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Knowledge Audit
• Carl Frappaolo, executive vice president of the Delphi
Group Inc. explain “ a benchmark of where the
organization is from a technical standpoint, a leadership
standpoint, a work habit standpoint, a cultural standpoint,
a communication pattern standpoint, a team structure
standpoint.
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Conversational Tendencies
• The varying important of core interest ( or focus) in
community relationship
• A community focus on content of common interest such
as a corporate intranet of Website
• The social interaction itself, rather than the knowledge
gained from the conversation, may be the prime focus.
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Leadership: Energy from the Top
• Unless the top tiers of the leadership hierarchy recognize the
importance of knowledge exchange in the culture, there is little hope
that grass-roots will transform the entire organization.
• Cisco has years deliberately shared know-how through its Web
sites, intranet, extranet, you may see many reference to solutions,
training, e-learning and guidance
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Performance as a Motivator
• Carrot and Stick
• Key Performance Indicator
• Periodically evaluation
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