Knowledge Management System Assignment

KNOWLEDGE MANAGEMENT SYSTEM ASSIGNMENT

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Introduction

This paper presents an analysis of a paper titled "Managing Codified Knowledge" written by Zack in 1999.  The purpose of analysing the paper is to evaluate its contribution to the concepts of knowledge management, and at the same time provides strategies for knowledge sharing in organizations.  The paper addresses how societal knowledge is created and modified, articulated and managed, diffused and used. In specific, it provides a “framework for aligning organizational and technical resources and capabilities to leverage explicit knowledge and expertise” (Zack 1999, 45) .

Summary

Organization managers and theorists have increased awareness of the idea of treating organization knowledge as a valuable asset. However, with many organizations accepting the idea, there are few organizations today are capable of developing as well as levering critical organization knowledge. Therefore, the article focuses to configure a firm's resources explicitly to use its codified information. Knowledge, data and information should not be treated the same. Data refers to observations or facts that are out of context. Therefore, they are not meaningful. Information, on the other hand, constitutes data placed in a meaningful context such as message. Finally, knowledge is that what results to believe, as well as value on the basis of the meaningfully stored information, communication or inference. Knowledge occurs in different types such as declarative knowledge (describe something), procedural knowledge (describe how something occurs or done) and casual experience which explain why something happens. Furthermore, knowledge ranges from general to specific, whereby general knowledge is broad, independent and in most case it is shared. On the other hand, specific knowledge is context –specific. According to Zack (1999, p. 47), four resources are required in the management of explicit knowledge in the development of knowledge architecture.  These resources include repositories of explicit knowledge, refineries for accumulation refining, managing as well as distribution of the knowledge, role of the organization in executing as well as managing the refining process, and information technology to supports repositories and process. The four resources ensure the achievement of management of organization knowledge. The two case studies on integrative and interactive architecture for knowledge management show the importance of having a framework.

Analysis of the paper

Knowledge management concepts in the paper

The article “Managing Codified Knowledge” written by Zack contributes greatly to the field of knowledge management. For organization to manage their knowledge, a framework to translate tactics to explicit knowledge is required (Hislop, 2005, p.10). In regard, the report proposes a framework for organizations to align resources in organizations to advatageously use explicit knowledge, as well as expertise.  Rolland, Nurcan and Grosz (1999, p. 165); (Frid, 2002, p. 23) indicate that knowledge management is explicit, systematic, and its associated process focuses of gathering, organizing and diffusing knowledge. The article presents the concept well by proposing a framework that aligns organizational and technical resources and capabilities to leverage explicit knowledge. Furthermore, Zack shows that building a knowledge management architecture require four resources. These resources show the explicit and systematic nature of knowledge management.  Knowledge management refers to a multidisciplinary approach to leverage organizations’ information and is a factor of production in the modern economy (Bulter and Murphy, 2006; Collison 2010; Alter 2002, p. 34).  The article presents the concept well by illustrating the importance of knowledge management in the organizations, and also analysing two case studies showing the changes brought about by implementation of the architectures in two different organizations. Furthermore, the main purpose of the paper is to knowledge management as the backbone of successful organization. The basic knowledge lifecycle, according to (Maier, 2007, p. 23; Sveiby (2001, p. 34), comprises of knowledge creation, knowledge transfers and knowledge use. As such, the article clearly presents the concept by showing resources for creating knowledge architecture. Furthermore, knowledge management architecture generally comprises resources for creating, transferring and using knowledge for organization’s competitiveness (Gandhi 2004, p. 368), concepts vividly shown in the article.

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