STRATEGIC KNOWLEDGE IN MANAGEMENT

, et al, provides that “Before we measure something we must ask whether we understand what it is we are trying to measure,” (Gray et al, 2015). This implies that organizations will employ carious strategic management strategies to understand what is being measured as well as the guiding principles of the measurement process to gain the best results. In this regard, management knowledge can be grouped into three main categories which include, strategic knowledge, tactical knowledge and operational knowledge. Among these, applying strategic knowledge presents the best opportunity that would lead companies to the sustainable and long-term growth and development. This essay therefore focuses on strategic knowledge and how it can be applied properly in the within the IT industry to facilitate proper evaluation.

These include knowledge influencers, knowledge foundations, knowledge application and knowledge enhancement and review. Knowledge influencers; These include the structures or components in an organization that determine which knowledge is relevant and applicable. Knowledge influencers include the organizational context, strategic knowledge, knowledge culture and knowledge leadership (Hemsley and Robert, 2015, 144). Knowledge foundations; This includes the custodians of the strategic knowledge which are the human resource and the available knowledge systems. Knowledge applications; This provides for the avenues or strategies that strategic knowledge is implemented or put to use. It involves generating principles, guidelines and new knowledge that would be useful in addressing the challenges faced during the strategic knowledge application process. It is important to notice that senior and experienced persons within the IT organization would use their wealthy of knowledge to very data while staff new to the filed would rely on external sources to verify the same data (Rai, 2011, 801).

• Knowledge Conversion After knowledge has been sourced and abstracted, it is then converted into useful elements of the organization and production process by being applied appropriately. Knowledge conversion involves converting general principles into useful specific outcomes. It can take two main forms; codified knowledge and embodied knowledge. These structures can be informed of technological infrastructure, social infrastructure and management infrastructure. • Technological Infrastructure Technological infrastructure in an IT firm refers to the hardware, software, data centers, networks, facilities and related equipment that are used in developing, testing, operating, monitoring, managing and supporting information technology services within the organization. Technological infrastructure provides support to strategic knowledge management by providing support and information management facilities that help in handling issues such as finance, human resource, record keeping as well as customers.

Moreover, technological infrastructure provides means through which people can manage and share information from one person to another and one point to the other (Hajir, et al, 2015, 311). It also aids in recording, transmission and extraction of knowledge from various source for use within the organization. For this reason, organizations focus on enhancing effective cooperation and collaboration, organizational goodwill, relationship building, and long-term out comes. B. Communities of Practice/Interest: Strategic Knowledge and Knowledge Sharing IT organizations enhance the strategic management process by facilitating knowledge sharing. This is to ensure that ideas, and tried and tested innovations, principles and policies are placed are compared by various individuals of different expertise who then help to refine such information (Paulin, and Kaj, 2012, 83). Moreover, knowledge sharing is helps to ensure that information is passed from experts to learners who are able to benefit from such.

An example is GitHub. com C. The Challenge of Performance Measurement Performance management involves setting up a common understanding of the objectives that an organization is set to achieve. In so doing, organizations align their objectives with the set measures on staff, competencies, skills, development plans and the delivery of results. Managers use performance management to get teams to achieve the objectives and targets set by the organization as well as to improve the overall team performance (Powell, 2004, 1017). Operational decisions usually have adequate data from previous finding and experiences that provide a basis upon which to build a knowledge base. These occur very frequently. On the other hand, strategic decision making is often infrequent and require proper analysis, time, and research before the final decision is made.

Strategic decision-making calls for business judgment and a lot of balancing of the pros and cons that would arise upon the implementation of the decisions (Paulin, and Kaj, 2012, 85). For this reason, a strategic knowledge base is required to aid in strategic decisions making besides being able to enhance the understating of the decision maker. • The knowledge system should be in the explicit control of human beings who have adequate understand and control ability besides being able to replace it if need be. • The knowledge system should be stimulating to use. The staff must enjoy working with the system otherwise they will avoid it totally. • The knowledge system must be easy to design and modify to enable incorporation of new knowledge and insights informed by its use.

D. Moreover, organizations need to ensure that they conduct extensive observation and research on various competencies before they are adopted (López-Nicolás and Ángel, 2011, 505). • Developing strategic knowledge community; Within the organization, the management should encourage objective and meaningful interactions that facilitate communal sharing of knowledge. Moreover, it is necessary to work with the community in its entirety when developing frameworks that would support strategic knowledge sourcing and implementation. Besides, the management should encourage knowledge diffusion and embrace strong leadership that is supported by strong accountability and realistic expectations within the work environment (Uçaktürk, and Michel, 2013, 1044). • Adding value; The main purpose of having strategic knowledge in management is to add value. , Obeidat, B. Y. , Al-dalahmeh, M. A. and Masa’deh, R.