Enabling Knowledge Contexts & Networks

Case study: Alan Boeckmann, CEO of Flour met John Mcquary WHO IS President of Knowledge Management at his office to make a major change in term of implementation Knowledge Management using current technology because they want to opened new office in other country.   But then after implementation, there are few problems related to current staff. They could not to use it in proper ay. But the Boeckmann still insist implement this Knowledge management system to the new comer staff eventhough at that time, there unsatisfied and problem during early implementation. Industrial Relation 4.0 We had chosen UiTM’s student portal for related to our case study. Before this, we need to use version 2.0 Student Portal in order to do subject registration, make complaint, class schedule and other things related to academic, registration fees and so on. But when it comes to check our result, the system will hang and nor responsive. But then, the new apps were called a...

Organisational boundaries can be construed as the demarcations between an organisation and its environment. There are four distinct conceptions of boundaries such as Efficiency , Power , Competence and Identity . The Efficiency Conception ·          Explores whether a transaction is governed by a market or on organisation. The organisation is seen as a set of governing mechanisms and boundaries are set at a point that minimises the cost of these mechanisms. The Power Conception ·          Focuses on the sphere of organisational influence. This conception draws on the industrial organisation tradition and the assumptions is that the organisational members exert powers of influence outside the firm in the external environment and markets. The Competence Conception ·          Focuses on the choice of organisational resources needed with diff...

Explicit knowledge is the relatively easy to codify, store and retrieve as knowledge objects using traditional technology. Another approach to cultivate tacit knowledge that moves beyond organizational artefacts is the notions of communities of practice. Communities of practice is informal, self selecting groups that are open ended, without any deadlines or deliverables. They exist to serve a number of cognitive and social interest, set their own agendas and elect their own leadership “ communities of practice are groups of people who share a concern, asset of problem, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis”( wenger “ 2002) Tacit knowledge is acknowledge as embedded in organizational practice and interactions rather than simply in the domain of an individual’s head. The major interest in communities of practice is they provide significant benefits to the organization than do m...

THE CONCEPT OF Ba The concept of Ba refers to a place or space in Japanese. This artefact space or Ba can be physical, virtual or mental. Socialization ·          Involves sharing tacit knowledge between individuals. Tacit knowledge is considered as more than ‘know how’ and can include intuitions, hunches and insights. It is deeply embedded in a person’s values and beliefs.   ·          The space that contributes to socialization is ‘Originating Ba’ where individuals share feelings, emotions, experiences and mental models. ·          The values that support the transfer of this tacit knowledge are care, love. Trust and commitment. Externalisation ·          Involves the articulation of tacit into explicit knowledge. This conversion occurs through dialogue and the use of figurative langua...

There are two popular of typologies of the organization culture: The HANDY TYPOLOGY has been very influential among cultural scholar and suggest 4 types of culture;           Power culture: as a web with a person or small group of people at the centre. There are few rules and people tends to act politically and more to concerned about the end rather than means.          Role culture  : characterized by the bureaucracies where rules, procedures and job descriptions tend to predominate.           Task culture: characterized by the project or matrix organization that brings together the appropriate resources and competence required for effective team functioning.           Person culture: characterized by the individual autonomy and collective action based on fulfilling individual self interest. The Brown, Deal & Kennedy’s typology of cultu...

VALUES ·          Values are beliefs about what is desirable or “good” & what is undesirable or “bad.” ·          Considered as potency as they tend to link the social, cognitive and behavioural dimensions of an organisations. BELIEFS ·          Belief is a proposition/plan/suggestion about how the world works, or what people think is true. ATTITUDE ·          Connect both beliefs and values with feelings. ·          Attitudes are more enduring than opinion and have impact on individual’s motivation. ·          Attitude can result in prejudice and stereotypes towards other people. ASSUMPTIONS ·          Assumptions are beliefs that are regarded as so valuable a...