Related Research Articles
Knowledge management (KM) is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organizational objectives by making the best use of knowledge.
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
Tacit knowledge or implicit knowledge—as opposed to formal, codified or explicit knowledge—is knowledge that is difficult to express or extract; therefore it is more difficult to transfer to others by means of writing it down or verbalizing it. This can include motor skills, personal wisdom, experience, insight, and intuition.
Situated learning is a theory that explains an individual's acquisition of professional skills and includes research on apprenticeship into how legitimate peripheral participation leads to membership in a community of practice. Situated learning "takes as its focus the relationship between learning and the social situation in which it occurs".
The Fifth Discipline: The Art and Practice of the Learning Organization is a book by Peter Senge focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations that learn to create results that matter as an organization. The five disciplines represent classical approaches for developing three core and timeless learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.
Knowledge workers are workers whose main capital is knowledge. Examples include ICT Professionals, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, editors, and academics, whose job is to "think for a living".
An online community of practice (OCoP), also known as a virtual community of practice (VCoP), is a community of practice (CoP) that is developed on, and is maintained using the Internet. To qualify as an OCoP, the characteristics of a community of practice (CoP) as described by Lave and Wenger must be met. To this end, an OCoP must include active members who are practitioners, or "experts," in the specific domain of interest. Members must participate in a process of collective learning within their domain. Additionally, social structures must be created within the community to assist in knowledge creation and sharing. Knowledge must be shared and meaning negotiated within an appropriate context. Community members must learn through both instruction-based learning and group discourse. Finally, multiple dimensions must facilitate the long-term management of support as well as enable immediate synchronous interactions.
Integrated Computer-Aided Manufacturing (ICAM) is a US Air Force program that develops tools, techniques, and processes to support manufacturing integration. It influenced the computer-integrated manufacturing (CIM) and computer-aided manufacturing (CAM) project efforts of many companies. The ICAM program was founded in 1976 and initiative managed by the US Air Force at Wright-Patterson as a part of their technology modernization efforts. The program initiated the development a series of standards for modeling and analysis in management and business improvement, called Integrated Definitions, short IDEFs.
Étienne Charles Wenger is an educational theorist and practitioner, best known for his formulation of the theory of situated cognition and his more recent work in the field of communities of practice.
Corporate amnesia is a phrase used to describe a situation in which businesses, and other types of co-operative organization, lose their memory of how to do things. The condition is held, by some people, to be analogous to individual amnesia.
Organizational memory (OM), sometimes called institutional memory or corporate memory, is the accumulated body of data, information, and knowledge created in the course of an organization's existence. The concept of organizational memory includes the ideas of components knowledge acquisition, knowledge processing or maintenance, and knowledge usage like search and retrieval. Falling under the wider disciplinary umbrella of knowledge management, it has two repositories: an organization's archives, including its electronic data bases; and individuals' memories.
A community of practice (CoP) is a group of people who "share a concern or a passion for something they do and learn how to do it better as they interact regularly". The concept was first proposed by cognitive anthropologist Jean Lave and educational theorist Etienne Wenger in their 1991 book Situated Learning. Wenger then significantly expanded on the concept in his 1998 book Communities of Practice.
A network-centric organization is a network governance pattern which empowers knowledge workers to create and leverage information to increase competitive advantage through the collaboration of small and agile self-directed teams. It is emerging in many progressive 21st century enterprises. This implies new ways of working, with consequences for the enterprise’s infrastructure, processes, people and culture.
The Mountain Quest Institute (MQI) is a research, retreat and conference center on 450 acres (1.8 km2) in Pocahontas County, West Virginia in the Allegheny Mountains of the United States. MQI claims three "quests": the Quest for Knowledge, the Quest for Meaning, and the Quest for Consciousness. MQI promotes itself as scientific, humanistic and spiritual and claims to find no contradiction in this combination.
Knowledge sharing is an activity through which knowledge is exchanged among people, friends, peers, families, communities, or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the knowledge management process.
A knowledge organization is a management idea, describing an organization in which people use systems and processes to generate, transform, manage, use, and transfer knowledge-based products and services to achieve organizational goals.
In the theory of community of practice, an interdisciplinary field between sociology of education and educational psychology, the notion of a duality is used to capture the idea of the tension between two opposing forces which become a driving force for change and creativity. Wenger uses the concept of dualities to examine the forces that create and sustain a community of practice. He describes a duality as "a single conceptual unit that is formed by two inseparable and mutually constitutive elements whose inherent tensions and complementarity give the concept richness and dynamism".
Communities that support innovation have been referred to as communities of innovation (CoI), communities for innovation, innovation communities, open innovation communities, and communities of creation.
The SECI model of knowledge dimensions is a model of knowledge creation that explains how tacit and explicit knowledge are converted into organizational knowledge. The aim is to change the explicit knowledge of the model back into the tacit knowledge of the employees. In this case, employees' tacit knowledge can be kept in the organization. When employees express their thoughts and ideas openly and share their best working practices, it can lead to new innovations and help to make operations more efficient.
A landscape of practice (LoP) is a social sciences concept introduced by Etienne Wenger-Trayner and Beverly Wenger-Trayner in a 2014 book.
References
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- Brook, Doug. "Triune Software’s Air Force Knowledge Now" Solution wins 2006 Knowledge Management Award". 2006. 19 Nov. 2007
- Turnipseed, Cathy. "Transformation-U.S. Department of Defense." Air Force Center Improves Access to Knowledge. 2005. 19 Nov. 2007.
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