KNOWLEDGE MANAGEMENT MODELS EPISTEMOLOGICAL vs. ONTOLOGICAL MODELS

Under Process

KM MODELS AND KM SCHOOLS

There are many models in KM .Each models has different meaning and views.But the most famous models of ikujiro nonaka and hirotaka takeuchi are SECI model related to KM.

SECI stands for Socialization externalization combination internalization.Each words have different meanings define in below.SECI is creation of knowledge is a process of combining of tacit and expliciit knowledge.

Socialization: In any oraganisation two employees are sharing their knowledge between them,i.e tacits knowledge.They sharing their knowledge between them not for others employees.

Externalization:Bluiding concepts, which intergral part of a surrounding whole combined tacits knowledge.

Combination: Combination are various tyoes of elements of explicit knowledge,bluiding orginal type.

Internalization:In this part,explicit knowledge linked to individuals knowledge base learning by doing, and becomes asset for any orgainisations

SECI MODEL

Final Thought:

SECI model are tacit and explicit knowledge combination.It recognises the uses of both tacit and explicit knowledge in the initial construction and the eventual use of this knowledge management model ultimately benefits both the business and the employee. Example: I had done worked with HCL infosystem Limited ,INDIA ,SECI model applied on it.In HCl Some employees shared their knowledge or ideas with managerial level best for oraganisation.Those employees shared their ideas and views always benifical for our projects and organisation. Some employees are not shared their knowledge with employees and team members in managerial level.They always criticized for others teams memebers decision and not shared their knowledge with others teams memebers.They takes a knowledge with them don't shared anyone .I am agree with ikujiro nonaka and hirotaka takeuchi their SECI models are applied for HCL infosystems.
Another Examples: I am working with River Island,there i have saw some employees talkiing with them not sharing their knowledge with others employees, tatics knowledge(socialization) are applied for that’s employees.

In online auction trust building is slightly different to e-commerce trust model. For online auction the most important is the community feedback, and forum. The online auction is a unique shopping method where there are many individuals who act as a buyer and seller in the same time. Before user decides to buy on online auction, user might see the online auctioneer company in general. In the first stage user might assessing the online auctioneer company like they assessing the e-commerce company, and decides whether the online auctioneer company is reliable or not, or can be trusted or not. Once the user decide that the online auctioneer is can be trusted, then they starting to do online shopping. In this stage user uses different variable to determines the trust level to the online auction seller.
Actually there are some researches about improving trust in online environment (e-commerce) in general, but not specifically discuss trust on online auction. In online auction reputation is one of trust variable, Brown & Morgan, 2006, in their research on eBay found that good or positive sellers’ reputation will have impact on price, while negative feedback will lead to price reduction. Reputation building is important to increase trust on seller perspective. When there are many anonymous users in online auction, it is very difficult to determine the good and bad user. One of method on measuring good user is to see their feedback record, however, sometimes seller doing the tricky way to boost their positive feedback by selling cheap items, positive feedback from seller’s buying activities will not affect the transaction (Zhang, 2006). Melnik & AL, 2005, in their research on coin’s selling through auction found that seller with positive feedback will increase the buyer’s willingness to for non-certified coins. Livingston, 2005, adds that the number of bidders will increase if seller has many positive feedbacks, and seller should abandon their identity to get the new one when they got some negative feedbacks. Another activity that can be used to increase customer trust by adding interactivity of shopping, support ease of use website, good information and communication between online auctioneer and user (Bosnjak, Obermeier, & Tuten, 2006).
Below is trust model in online auction comprises of two layers, which are trust on online auctioneer that similar to trust on e-commerce in general and then continue to trust on sellers.
Online auction trust model comprises two levels of trust system.
Level 1, trust on online auctioneer company where user tends to evaluate the auctioneer company by its security, privacy, and confidentiality statement, the auctioneer reputation (image and brand), customer protection, website design whether is it easy to navigate, consist of helpful information, online tutorial, and regularly updated content. In this stage, the trust building has the same level of trust to any other e-commerce site in general.
Level 2, trust on online auction seller, since online auctioneer attract many individuals both seller and buyer. Those individual are never meet, do not know their background, where they come from, and their motive—this is become the crucial thing both for online auctioneer company and buyer. Therefore the online auctioneer builds many way to overcome trust issues, feedback system is the most method that been used, as well as reputation system, forum and testimonials, force the seller to provide information detail about them self, product information detail, and clear pricing. Those variables have a big impact on building customer trust.
Online auction trust model, online auction trust model comprises two level of trust building. Yet, online auction trust building is more complex since there are three parties who involve in the transaction—the online auctioneer who provides e-market place, seller who sell the item, and buyer. Hence, before doing transaction through online auction user should have ability to assess the online auctioneer as well as the individual who act as a seller or buyer.

REFERENCES:
ikujiro nonaka and hirotaka takeuchi. ('95),SECI Model, Avaliable here:- http://www.12manage.com/methods_nonaka_seci.html,1995

Bosnjak, M., Obermeier, D., Tuten, T.L. (2006). Predicting and explaining the propensity to bid in online auctions: a comparison of two action-theoretical models. Journal of Consumer Behavior, Vol. 5, pp. 102-116.
Brown, J., Morgan, J. (2006). Reputation in online auctions: the market for trust. California Management Review, Vol. 49, No.1
Livingston, J.A. (2005). How valuable is a good reputation? a sample selection model of internet auction. The review of economics and statistics, Vol. 87/3, pp.453-465
Melnik, M.I., Al, J. (2005). Seller reputation, information signals, and prices for heterogeneous coins on eBay. Southern Economic Journal, Vol 72/2, pp. 305-328.
Zhang, J. (2006). The roles of players and reputation: evidence from eBay online auction. Decision Support System, Vol. 42

KM SCHOOLS

It’s useful, and its main goal is to share knowledge about the school, but it’s also a collection of selected best practices of ability and thinking. It could be a place where teachers and community members and parents and others have a collective space to share and develop ideas. And in a community like ours in which most have access, the whole idea of using syndication to push content and in turn increase involvement just increases the possibilities. it separately or together with other teachers of their own school or from other schools with whom they cooperated in teacher training courses or in work groups on specific topics. Teachers needed to select and arrange material as needed and also add own documents; another requirement was the possibility to modify the documents in order to use them in a specific context. Since not all of the material was supposed to be accessible to the public and, when used in class, documents were to be released to particular groups of learners, access rights granting read or write access needed to be assigned to specific users or user groups. The solution provided for this purpose is described very briefly in the second section of this contribution.
I will discuss in school context, why culture and management issues are critical for knowledge management planning and implementation.
First, in planning, the school needs to know what knowledge management can bring to school. Although EMB (2004) has mentioned that in enriching digital resources for schools, knowledge management strategies will be adopted to facilitate the usage and sharing of resources and experiences, KM may seem a fresh term to many schools.he said he did not know much what it is; it seems to be a new discipline. Other teachers admitted that they have no idea of what it is. In business field, a senior HR director of Reebok said that they do not consider KM as a top priority, while a professional accountant hinted that KM is just another management fad... So what does KM practically mean to school teachers, though they are transferring to students knowledge daily?
Schools are facing tides of reform. I will not scare teachers away by elaborating on the principles of KM, or the big things it will achieve. To get teachers' buy-in, I would rather choose the term "knowledge sharing / sharing experience". First, the term is not new and easy to understand. Second, schools have been talking about sharing teaching experience and resources for years. Third, the term "experience sharing" focuses on 'tacit knowledge' which is more difficult to disseminate – but most valuable.
Thus, in planning it is most essential to get a working definition for knowledge management (Prusak & Fahey, 1998). In school we can put the emphasis on knowledge sharing, in the rationale of Hong Kong EMB (2004).
Some schools have an intranet which facilitates communication, collaboration and resource management. Teachers get used to send email and circular to each other. A lot of documents (explicit knowledge) are also placed on network storage. They do not always use collaboration tools for sharing and creating teaching materials. They do not use it because the sharing culture is not well nurtured. Unlike the business field, it seems teachers get used to complete their tasks/duties alone – they are mainly the one who controls the classroom; to mark assignments; to set test papers; to conduct activities. School have yet to foster 'communities of practice' to let them share. One would say such CoP may itself flourish, and requires no central planning. However, if the senior management does not encourage this or lead by example, there is little chance for its development.
One thinks that IT can facilitate KM. To some extent it is true. Teachers do not always use it for sharing not because they are reluctant to use IT, rather it is because often what they need to share is not easy to document (make it explicit). The sharing rather requires a human relationship to facilitate understanding and knowledge transfer (McDermott, 1999). Even when the sharers / receivers try to document, they find it takes them too much time.
School leaders have to take the lead in knowledge sharing. They may not have an open mind to innovation and change. Some do not encourage much discussion and sharing of school issues. Other senior staff are also engaged in their departmental administrative work with little communication with ordinary teachers (who do their own work). From another perspective, such school structure is focused on maximizing departmental accomplishments that staff may unconsciously hoard knowledge flow (O'Dell & Grayson, 1998). I suppose school heads / leaders should foster a culture of common focus and mission to which everyone contributes. They can plan by learning from Fullan (2001) who puts forward a coherent framework for leadership stressing moral purpose, understanding change, relationship building and knowledge sharing. This takes quite a process, with first getting staff commitment.
Start small. Do not aim it too high at this stage. In school, subject departments can be developed into communities of practice / knowledge communities. Subject teachers have the same curriculum goals and it is natural for them to share their experience. Perhaps they have been doing this for some time, but without KM strategies. IT can enable their sharing anywhere, though face-to-face contacts are necessary. (Dixon, 2000).
Knowledge sharing champions may arise from functional / subject leaders / IT team, supported by school head (the CKO). They may use a blend of IT and face-to-face collaboration to practise what they cherish, bridge knowledge gaps, reuse knowledge and more importantly to nurture an atmosphere of trust (without which sharing is difficult). When time comes, different CoPs can share with each other and find common knowledge essential to school goals. Hopefully, a learning culture will gradually grow.

References:
McDermott, R. (1999). Why information technology inspired but cannot deliver knowledge management. California Management Review, 41( 4), 103-118.

O'Dell, C. & Grayson, J. (1998). If only we knew what we know: Identification and transfer of internal best practices. California Management Review, 40(3), 154-175.

Dixon, N.M. (2000). Common knowledge : how companies thrive by sharing what they know. Boston, Mass. : Harvard Business School Press.

Prusak, L. & Fahey, L. (1998). The eleven deadliest sins of knowledge management. California Management Review, 40(3), 265-277.

Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass.

Education and Manpower Bureau. (2004). Empowering learning and teaching with information technology. Hong Kong.

KNOWLEDGE MANAGEMENT and KID

Knowledge Management is necessary about knowledge and about the transfer of knowledge from one person to another in an organisation.Knowledge Management is encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of company information accessible, sharing of best practices, and technology that enables all of the above — including groupwork and internet.It is thoughtfull application of any concept or definition.
Ex.
but if you want a more simple straight-forward explanation, I suggest you think about what it is that makes your company different from your competitors, then think about how you would protect this advantage, and how you would control this difference and advantage against your competitors, or use it to win more business? Can you even identify this advantage?knowledge is power is the old saying, and it's no different in business. Sometimes this knowledge is held in people's heads, a problem not only confined to small family run businesses - whereby the founder still retains all the information, the contacts, the personal relationships. Sometimes this advantage is held by a group of outstanding sales-people, sometimes it is knowledge associated with a process, or a service or a official document. This is the sort of knowledge you need to manage.It may be as simple as getting everybody to securely share their contact lists, or making sure all processes are documented; all computer files are backed up securely. One easy way to decide what you need to "manage" is to consider what would happen in a disaster - if a key person were to leave or die, or if the office was packed down by a storm or your computer destroyed by a power surge. Yes - failure planning is a form of knowledge management, and probably a very good place to start your thinking.Once you know what knowledge you have - then you can think about how to use it to your advantage. Sometimes, you don't actually know what you have, and only by doing the exercise, can you see whether alternative business strategies or opportunities exist that hadn't been considered before.There is more to knowledge management than "a computer system". Shared technologies (wiki's, document management systems, blogs, etc.) are a great way of "enabling" a company and "engaging" the staff in the business, and a serious start on the knowledge management path. More important though, is the will and culture of a company to first record what it does, to document, then to learn and developed. Quality control fits into all this, as does regulatory frameworks, and human resources.

Critics
Although there are some who believe knowledge management is a trend, I irmly believe that senior management will always be interested and absorbed in better ways to create and apply knowledge. The term “knowledge management” may be misleading or may even go out of fashion in certain parts of the world. However, knowledge always has been, and always will be, a critical resource and can be the most strategic asset for any individual, organization, region and, of course, for the entire planet. Knowledge working is also very eco-friendly and provides the opportunity for everyone to improve their quality of life.

Knowledge workers:

Hiring, retention, and productivity of knowledge workers have always been important issue. As the shortage of persons qualified to perform knowledge work increases, employers will be challenged to find more effective ways to hire and retain these individuals. In order to improve productivity, management makes sure how to promote teamwork among knowledge workers, how to best design the workplace, and how to keep knowledge workers from becoming overwhelmed with the information they need to do their jobs. As these knowledge workers are so important factors of the organization and without them an organization can fall into failure or cant cope up the competition where new improved information is considered as the powerful tool to be better than others, so it is one of the main targets of the management to keep them retained with their organization and make sure that they give their best to them by keeping their morale high. Management of knowledge workers is an ongoing process in every organization which starts from Hiring a new employee for a vacancy, creating benefits package, Recruiting, Training, Motivating, Performance reviews. Therefore, understanding the theory and application of motivation is very important in managing knowledge workers in making the organizations succeed.

Here's some authors said on KM:
Karl M. Wiig,1997 said Organisation are regularly searching right path for company performance and results.But knowledge mangement is multi dimensional and covers most ascepts of oranganistion activities.Organisation success and competitive shows enterprises balanced intellectual capital selection.In organization set board meeting and set the goals of managing intellectual capital and alternate effective knowledge processes.With knowledge as major driving force behind the economics of ideas.

Rory L. Chase,1997 said organisation recognize by good decision making ,well catorized and sharing knowledge.And knowledge management implementation is a simple issues like culture and members of a organisation.Many oraganisation are effectively use K M techniques .

Chris Collison and Geoff parcell are said KM is framework that can be used for capturing,sharing and exploting knowledge ,experience and good practices.And the methodology provides a number of tools,interventations and facilitation techniques to help for oraganisation to learn,during and after activities.

Employee Motivation and Knowledge Management
I see many areas where knowledge management can help with employee motivation.Culture is an area where knowledge management can make a big difference. Sharing, collaboration, social bonds and teamwork are all pillars of a knowledge management program.I also think the use of enterprise 2.0 tools are very useful when it comes to transparency. If the firm is creating a new firm-wide policy, it is easy to post a draft policy and allow comments to the draft. The policy-maker is accessing the collective knowledge of the firm to improve the policy. They are also finding the resistance points that will need to be overcome to implement and enforce the policy. They are also getting the employees engaged by recognizing that their opinions matter.




References:
Karl M. Wiig,vol 1,Issuse 1,(1997),http://www.emeraldinsight.com/10.1108/13673279710800682

Rory L. Chase,vol1,Issuse 1,(1997), http://www.emeraldinsight.com/10.1108/EUM0000000004578

Chris Collison geoff parcell http://www.12manage.com/methods_collison_knowledge_management.html

Alan D. Smith, William T. Rupp (2003),”Knowledge workers: exploring the link among performance rating, pay and motivational aspects “,Journal of Knowledge Management, MCB UP Ltd, Volume: 7 Issue: 1 Page: 107 – 124


KNOWLEDGE,INFORMATION AND DATA (KID)

KNOWLEDGE

Any information is gives meaning by adding some individuals skills or experience.Knowledge component is business activities as explicit knowledge related of organisation reflected in strategies,policy and practice for a organisation.Knowledge as being two types:
Explicit knowledge: In orgainsation most of the peoples are sharing their ideas or knowledge with others.
Tacits knowledge: In oraganisation some peoples are not sharing their ideas or knowledge with others.
Example of knowledge is whatever we read something in books and internet that is information and whatever information we takes or got,stored in our mind that is knowledge.I had done worked with HCL Infostems Limited,INDIA.In that company whatever I had learnt in my training or takes information that is knowledge of my worked .

INFORMATION

When data is well oraganized, structured or well presented in a given context is called information. ex: In schools students marks or others details and In companies employees how many hours worked details in last month or rota for next months ,it is called information.

DATA

Data is a plain facts and symbols.eg. In companies employees details how many hours works to do for next month and In school's student details stored is called data

Introduction to ORGANISATION,STRATEGIES,COP AND TEAM

ORGANISATION
In Organisation are working many peoples and working in groups all have common goals or set of goals to achieve .In Business organization is big in size from two employess to thousands of employees working.Severals important aspects to related about goals during the strategic process for an organisation.


Strategies:
Strategy refers to basic direction decision i.e to purposes and mission.Strategy is for top management level does that is huge importance to the organization.Strategy answers the question(what should the organization be doing? ; What are the goals we look for and how should we achieve to goal?).
consder a following
Vision:What the business trying to achieve,how it will be done and how the new systems will achieve the goals
Resources: Check on the affordability of the business to the invest in a new KM system
Culture:It is the company's policital and social envirnoment amenable to adopting a new KM system?


Example:In HCL infosystem Limited,I had done worked in group,we have worked for common goals i.e for organisation.They have common legal rules and procedues that is must stand for laws in organization .And we have make a strategies for our project to do successfully.We makes a new strategies in several time periods to achieved our goals successfully.Strategies are very benifical for our projected.Most of the Important strategies are taking in mangement level for our oraganisation.And their strategies are benifit for our oraganisation.



Community of Pratice(CoP):

In CoP, when the peoples are shared their information or knowledge with others .It is a process of collective learning shared eg facebook,Myspace. According to a Etienne Wenger's website, a community of practice has 3 characteristics.
The domain
The community
The practice
(Etienne wenger http://ewenger.com/theory/)

TEAM :

I understand that team is a group of peoples oraganized to do work together with a common goals in an oraganisation and in sports.
Team success depend on:
team size
leadership and team motivation
promising more than can be realistically delivered

About me

I am Nitin Sharma. I am pursuing Masters in Business Info. Sys. Mgt. from Middlesex University,London.

I have done B.tech in Electronics and Communication from IASE university,Rajasthan,India.And also I have certified linux adminstration and security from HCL Infosystem limited,India.