What Is Strategic Knowledge Management?

Knowledge management strategy in the general sense refers to the integration of a series of strategies, tactics, and management methods that use the internal and external knowledge of the enterprise as the most important resource to manage under the conditions of a knowledge economy. Its purpose is to improve the organization's knowledge innovation capabilities. Form and maintain the core competitiveness of the enterprise, and ultimately realize the value of the enterprise.

Knowledge management strategy

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Knowledge management strategy in the general sense refers to

Knowledge management strategies currently have the following categories: 1. In terms of connotation, Hansen, Nohria & Tiemey (1999) believes that knowledge management strategies can be divided into "systematic strategies" and "personalized strategies";

2. In terms of attitude, Zack (1999) believes that knowledge

Summary of Knowledge Management Strategy

Constructing an enterprise's knowledge management strategy, that is, how to manage the knowledge inside and outside the enterprise from the perspective of the overall situation and maximizing the value of the enterprise. For the management of knowledge inside and outside the enterprise, the most important thing is to control the flow of knowledge inside and outside the enterprise so as to transfer knowledge. At the same time, it manages the problems and difficulties in the transfer path to achieve smooth knowledge sharing. Settle down and realize the innovation and value-added of knowledge. First, we need to define three areas in the process of knowledge transfer: individuals (knowledge owned by individuals), internal (knowledge owned by enterprises), and external (knowledge owned by suppliers, customers, etc.). We found that nine types of knowledge transfer in these three regions can create value for the company, and each transfer strategy can increase the unique knowledge of the company, thereby enhancing its capabilities.

Knowledge management strategy knowledge transfer between individuals

Knowledge transfer between individuals involves how to maximize the communication between employees in the organization. The strategic issue is how to improve the knowledge transfer ability of people in the organization? Perhaps the most critical issue is trust in the organization, that is, people in the organization To what extent they are willing to share what they know, the result is how companies build trust, promote teamwork, job rotation, and apprenticeship arrangements.

Knowledge management strategy

The knowledge transfer from individuals to the outside of the enterprise involves how the organization employees transfer their knowledge to the outside world. The strategic question is: how can the organization employees improve the capabilities of customers, suppliers and other stakeholders? The common method to solve this problem is Cultivate employees' ability in the following areas: help customers learn product knowledge, interchange with customer roles, hold product seminars, provide customers with educational opportunities, etc. For example, consultants from McKinsey are encouraged to publish their research works and methodologies, To build the company's reputation.

Knowledge management strategy knowledge transfer from outside the company to the individual

Employees can learn many ideas, new experiences and new technical knowledge from feedback from customers, suppliers and communities. Knowledge transfer from outside the company to individuals involves the question of how organizational employees learn from outside the company. Organizations often have systems to capture this knowledge, but they are discrete and non-standard, so they cannot systematically influence the formulation of the strategy. The strategic issue is: how can the organization's customers, suppliers, and other stakeholders improve the capabilities of employees The method is to create and maintain a good personal relationship between the two parties.

Knowledge management strategy from individual capabilities to knowledge transfer within the enterprise

In the 1990s, people spent huge investments to transform personal capabilities (usually tacit knowledge) into a data knowledge base. The idea was that the information in the knowledge base could be shared by the entire organization. Database software Manufacturers have also achieved great business success. Managers even believe that this method is equivalent to knowledge management. The strategic question is: how to improve the transformation of personal capabilities to systems, tools, and templates? The method is to make tools, templates, Processes and systems are more conducive to knowledge sharing. There are many examples in this regard, such as artificial intelligence systems for medical diagnosis, intranets, document processing systems, and databases.

Knowledge management strategy knowledge transfer from within the enterprise to individual capabilities

Once the personal ability is captured by the system, then it needs to be provided to other individuals to improve the ability to act, otherwise this investment is wasted. The strategic question is: how to use the system, tools and templates to improve personal ability? Including: improving the human-machine interface of the system, behavior-based learning process, simulation and interactive e-learning environment.

Knowledge transfer between knowledge management strategies and external environment

What is the customer's evaluation of the organization's services with each other? The perspective of knowledge adds a richer connotation to the traditional customer satisfaction survey by focusing on how customer capabilities are passed between stakeholders in the outside of the enterprise, including strategic issues. Yes: How to facilitate dialogue between customers, suppliers and other stakeholders to improve their capabilities? Common strategies are: cooperation and alliances, improving the image of the organization, improving product quality, conducting product seminars, etc.

Knowledge management strategy knowledge transfer from outside the company to inside the company

The knowledge transfer from the outside to the inside involves what knowledge the organization can obtain from the outside world and how to learn and translate it into action. The strategic issue is how to make the ability from customers, suppliers and other stakeholders to benefit the organization system, Tools and processes, product improvement? Common strategies are: setting up a call center to handle customer complaints, creating alliances to generate ideas for new products, R & D alliances, etc.

Knowledge management strategy knowledge transfer from internal to external

The strategic question is: How can the organization's systems, tools, and processes, and products enhance the capabilities of customers, suppliers, and other stakeholders? The method is: make the organization's systems, tools, and processes serve customers, extranets, Product tracking, e-commerce, etc.

Knowledge management strategy Knowledge transfer between enterprises

The internal knowledge of the enterprise is the backbone of organizational knowledge. The strategic question is: how can the organization's systems, tools and processes and products be more effectively integrated? The method is to create integrated IT systems and improve office planning. The intranet integrates thousands of databases within the enterprise, which were previously independent of each other.

Maximizing Knowledge Management Strategy Value Creation

The above nine types of knowledge transfer exist in most enterprises, they are often included in a coherent strategy, but there are still many contradictions in the enterprise, for example: many companies still have systems left by history or corporate culture to prevent This value creation process. From a personal point of view, knowledge sharing may mean loss, such as the loss of job opportunities, externalities, and loss of attention. If the atmosphere of the organization is highly competitive, then investing in a complex IT system for knowledge sharing is nothing. Significantly, what is shared will only be rubbish; reward systems that encourage individual competition will greatly hinder knowledge sharing efforts; lack of standards or unclear classification will also reduce the value of document processing systems; redhead documents that prohibit trade secret sharing will also The plan to share knowledge with customers did not work as expected. ^[1]