Before we measure something we must ask whether we understand what it is we are trying to measure
The essay investigates social networks, intellectual capital as well as establishing challenges of performance in measurement. Furthermore, the paper explores the management structure respective to the structured human resource, technology, sales, marketing, finance, and importation department in relation to knowledge management, community practice. According to Bencsik (2017), Knowledge management encompasses methodical management of the organization knowledge resources and assets in order to establish value and achieving strategic requirements consisting of strategies, processes, and initiatives that maintain and reinforce refinement, assessment, storage and development of knowledge. Therefore, knowledge entails structurally organized information combination which is assimilated following predetermined procedures and rules and operations acquired through practice and experience. Knowledgebase usually asserts the difference between information, data and knowledge thus resulting environment of knowledge intensiveness enabling organizations to sustain competitive advantage.
The goal of the study is to develop a strategic knowledge base that would enhance mitigation measures by stopping importation and supporting internal production. In addition, the purpose of the research is to explore social networks, intellectual capital, interests and environmental domains in different departments within the organization. Methods of the investigation. Firstly, besides reviewing of articles, I would use correlation methodology in which I would measure the strength of association between variables impacting on organization importation and merits of internal production. Correlation will provide information of intellectual capital for both anticipated internal production and importation in conjunction with developing an effective knowledge base. The interaction of explicit and tacit knowledge are the key factors in firm learning. Managing the exchange and creation of tacit knowledge is communities of practice.
The role of the manager is the transformation of tacit human capital to explicit knowledge for gaining structural capital. As such, alchemy emerges in the communities of practice since it shares insight, experience, tools, and information regarding an area of mutual interest. Moreover, managing the exchange and creation of tacit knowledge is through establishing a common shared workplace environment for sharing and elicitation of knowledge (Rhem, 2017). Therefore, the company can adopt different knowledge management bases strategies to enforce utilization and development process of its knowledge resources by the capability of knowledge procedural such as knowledge creation, sharing, application, and integration. As such organization knowledge strategy is not a subjective decision but the quality service to consumers. According to Dalkir (2017), the organizational learning process for intellectual capital involves knowledge acquisition, interpretation, and distribution.
Channels of communication would encourage organization learning giving an individual opportunity to make inquiry instead of relying on tacit knowledge which is inaccessible. Subsequently, there should be a diverse spectrum of competency in order to meet economic and social challenges in the environment. The knowledge base focuses on gathering, storing and availing knowledge with diverse software products and tools. Consequently, the intellectual intelligence measures training, qualification, skills, and experience. Each employee possesses a novel set of skills, experience, interest, education, and background that augment intelligence and coalesce knowledge creating fundamental set known as competence base. Hence, the organization instills collaboration among employees giving the ultimate access to internal and external knowledge of the company. For refining organization culture, there must be the cultivation of core ethics and effective leadership coordinating with human resources.
Moreover, Intellectual capital is invaluable and intangible giving knowledge sharing authenticity thereby establishing the value of competence in the organization. Furthermore, intellectual capital is essential since it has become a principal resource for creating values in the modern knowledge economy. Social capital is crucial capital for the organization in restitution of intellectual CapitaLand promoting innovation potential. Social capital is integrated as a series of social resources entrenched in association including values and norms related to the association. Competitive advantage emerges from the relationships network for the organization improved performance. The factors regarding communities in knowledge management include social learning, integration of culture, language and values, and empowerment and learning. Organizational management must comprehend limitations, merits, and demerits of communities of practice.
For instance, since they are not clearly outlined, it's difficult to recognize them and when a problem requires being solved. Organizations are mapping their linking knowledge across the company to solve the setback. Subsequently, community practice dominates where there is will in information sharing and experiences in the community. KPI that is properly designed provides critical navigations tools that give clear comprehension of the current level of organization performance. Therefore, KPI shows how effectively an organization is attaining key enterprise targets and goals for instance business metrics assess and track enterprise process. Intellectual capital can significantly aid in refining metrics that are a value such as Essex police and Skandia. The value and challenge of performance management. Rudimentary to various methods of assessing knowledge management, the selection of practical instrument relies on the ideology of management, development status, initiative goal and the cost of implementation.
As a result of the critical role of individual knowledge employee and consumer organizational performance, performance measurement is consciously left with meager attention since the concept of balanced performance assessment and management are extensively analyzed. The challenge in measuring performance is also depicted in employee constant altering of knowledge work. Moreover, performance measurement must be coupled with evaluation data to promote their comprehension. It cannot substitute data on priorities, program costs or solution creativity. Recommendations. Summary and conclusion. The pervasiveness of knowledge in the company is not adequate until there are appropriate processes and systems that can strategically and efficiently manage knowledge. Knowledge management is the procedure used by a company to establish, disseminate, codify, share and institutionalize explicit and tacit knowledge.
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