a) Types of Knowledge

• Explicit Knowledge:

o Easily articulated, documented, and shared.

o Examples: manuals, reports, databases, presentations, software code.

o Easily codified and stored in knowledge repositories.

• Tacit Knowledge:

o Difficult to articulate or formalize.

o Embedded in individual experiences, skills, and intuition.

o Examples: expertise, judgment, know-how, craftsmanship.

o Requires social interaction, mentoring, and observation to transfer.

• Procedural Knowledge:

o "How-to" knowledge.

o Involves knowing how to perform a task or skill.

o Examples: operating machinery, performing a surgical procedure.

• Declarative Knowledge:

o "What" knowledge.

o Involves knowing facts, concepts, and principles.

o Examples: scientific theories, historical dates, geographical locations.

• Conditional Knowledge:

o Knowing when and why to apply other types of knowledge.

o Involves understanding the context and making appropriate judgments.

o Examples: diagnosing a patient, troubleshooting a technical issue.

b) Reservoirs of Knowledge

• People:

o Individual employees are the primary repositories of knowledge, particularly tacit

knowledge.

o Their expertise, skills, and experience are invaluable assets.

• Documents:
 o Reports, manuals, presentations, emails, and other documents contain valuable
explicit knowledge.

• Databases:

o Structured collections of data that can be accessed and analyzed.

o Examples: customer databases, product databases, financial databases.

• Systems:

o Organizational processes, procedures, and technologies that embody knowledge.

o Examples: CRM systems, ERP systems, knowledge management systems.

• Culture:

o Shared values, beliefs, and norms that influence how knowledge is created, shared,
and used within an organization.

A) Knowledge Management Infrastructures

• Technology Infrastructure:

o Hardware and software systems that support knowledge management activities.

o Examples: knowledge management systems, collaboration tools, databases,

search engines.

• Organizational Structure:

o The way an organization is structured can facilitate or hinder knowledge flow.

o Clear roles and responsibilities, communication channels, and reporting lines are
crucial.

• Processes:

o Formal and informal processes for creating, capturing, storing, sharing, and using
knowledge.

o Examples: knowledge audits, training programs, performance reviews.

• Culture:

o A culture that values learning, sharing, and innovation is essential for effective
knowledge management.

b) Role & Responsibilities of Knowledge Management Team

• Identify Knowledge Needs:

o Determine the organization's knowledge needs and priorities.

• Develop and Implement KM Strategies:

 o Create and implement strategies for capturing, storing, sharing, and using
knowledge.

• Design and Maintain KM Systems:

o Develop, implement, and maintain knowledge management systems and tools.

• Facilitate Knowledge Sharing:

o Create opportunities for employees to share knowledge with each other.

• Promote a Knowledge-Sharing Culture:

o Encourage a culture of learning and knowledge sharing within the organization.

• Train and Support Users:

o Provide training and support to employees on how to use knowledge management

systems and tools.

• Evaluate KM Effectiveness:

o Monitor and evaluate the effectiveness of knowledge management initiatives.

a) Application & Effectiveness of KM in Manufacturing Industry

• Improved Product Design and Development:

o Access to historical data, best practices, and expert knowledge can accelerate
product development cycles and improve product quality.

• Enhanced Production Processes:

o Sharing best practices, troubleshooting techniques, and lessons learned can

improve production efficiency and reduce downtime.

• Improved Quality Control:

o Capturing and sharing quality control data can help identify and address quality
issues more effectively.

• Reduced Costs:

o By streamlining processes, reducing errors, and improving efficiency, knowledge

management can help reduce costs.

• Increased Innovation:

o By fostering collaboration and sharing ideas, knowledge management can stimulate

innovation and new product development.

b) Knowledge Management Cycle

• Knowledge Creation:
 o Generating new knowledge through research, innovation, and learning.

• Knowledge Capture:

o Collecting and storing knowledge in a structured format.

• Knowledge Organization:

o Structuring and categorizing knowledge for easy retrieval and access.

• Knowledge Dissemination:

o Sharing knowledge with relevant individuals and teams.

• Knowledge Application:

o Using knowledge to solve problems, make decisions, and improve performance.

• Knowledge Evaluation:

o Assessing the effectiveness of knowledge management processes and making

improvements.

Meyer & Zach KM Cycle

• Creation: Generating new knowledge through research, innovation, and learning.

• Formalization: Capturing and documenting knowledge in a structured format.

• Storage: Storing knowledge in a central repository.

• Transfer: Sharing knowledge with relevant individuals and teams.

• Application: Using knowledge to solve problems, make decisions, and improve

performance.

• Evaluation: Assessing the effectiveness of knowledge management processes and making

improvements.

a) Knowledge Transfer and Knowledge Sharing

Knowledge Transfer

• The process of sharing knowledge between individuals, teams, or departments within an

organization.

• Involves moving knowledge from one location to another.

• Can be formal or informal.

• Examples: training programs, mentoring, coaching, job shadowing.

Knowledge Sharing
 • The voluntary and active process of creating, exchanging, and utilizing knowledge within an
organization.

• Requires a culture of collaboration and open communication.

• Involves both explicit and tacit knowledge.

• Examples: team meetings, brainstorming sessions, online forums, social media platforms.

Importance of Knowledge Transfer and Sharing

• Improved Decision-Making: Access to diverse perspectives and expertise.

• Increased Innovation: Fostering creativity and new ideas.

• Enhanced Efficiency: Streamlining processes and reducing redundancies.

• Improved Employee Performance: Enabling continuous learning and development.

• Competitive Advantage: Gaining a competitive edge through superior knowledge and

expertise.

b) Knowledge Management Innovations and its Effect on Learning Organization

• Artificial Intelligence (AI) and Machine Learning:

o AI-powered tools can automate knowledge capture, analysis, and dissemination.

o Machine learning algorithms can identify patterns and insights from large datasets.

o This can lead to more personalized and effective knowledge delivery.

• Big Data Analytics:

o Analyzing large datasets can reveal valuable insights into customer behavior,
market trends, and organizational performance.

o This can inform decision-making and drive innovation.

• Social Media and Collaboration Tools:

o Social media platforms and collaboration tools can facilitate knowledge sharing and
communication among employees.

o They can also be used to connect employees with experts and knowledge resources
outside the organization.

• Mobile Learning:

o Mobile devices and apps can provide employees with access to knowledge anytime,
anywhere.

o This can facilitate on-the-job learning and improve knowledge retention.

• Gamification:
 o Gamification can make learning more engaging and fun.

o It can also motivate employees to participate in knowledge sharing activities.

Effect on Learning Organization

• Continuous Learning: KM innovations can create a culture of continuous learning by

making knowledge easily accessible and engaging.

• Adaptive Learning: Employees can quickly adapt to new challenges and opportunities by
accessing relevant knowledge and expertise.

• Improved Performance: By leveraging knowledge effectively, organizations can improve

their performance and achieve their strategic goals.

• Increased Innovation: KM innovations can foster creativity and innovation by connecting

employees with new ideas and perspectives.

a) Knowledge Transfer and Knowledge Sharing

• Knowledge Transfer:

o The process of sharing knowledge between individuals, teams, or departments

within an organization.

o Involves moving knowledge from one location to another.

o Can be formal or informal.

o Examples: training programs, mentoring, coaching, job shadowing.

• Knowledge Sharing:

o The voluntary and active process of creating, exchanging, and utilizing knowledge
within an organization.

o Requires a culture of collaboration and open communication.

o Involves both explicit and tacit knowledge.

o Examples: team meetings, brainstorming sessions, online forums, social media

platforms.

Importance of Knowledge Transfer and Sharing

• Improved Decision-Making: Access to diverse perspectives and expertise.

• Increased Innovation: Fostering creativity and new ideas.

• Enhanced Efficiency: Streamlining processes and reducing redundancies.

• Improved Employee Performance: Enabling continuous learning and development.

• Competitive Advantage: Gaining a competitive edge through superior knowledge and

expertise.
b) Design a Knowledge Team for an Organization

• Knowledge Manager:

o Leads the knowledge management initiative.

o Develops and implements KM strategies.

o Oversees the design and maintenance of KM systems.

• Knowledge Specialists:

o Subject matter experts in specific domains.

o Help capture and organize knowledge in their areas of expertise.

o Act as mentors and coaches to