Article: (email) Dear Mr. Rockfish, Thank you for speaking with me regarding the importance of Knowledge Management (KM) at GDD. Zyngier (2001) explains that knowledge and information encompass different concepts. While knowledge refers to understanding, awareness, intelligence, comprehension, and wisdom, information refers to facts, news, and definitions. Unlike information, knowledge cannot always be fully conveyed in a codified form, but it can develop through sharing prior knowledge between individuals or groups. While IT can support KM through technology, it cannot replace effective KM for the company. Technology can support KM by facilitating the storage and dissemination of explicit knowledge, or knowledge that can be easily expressed and codified. However, much of the critically important knowledge is tacit, which is challenging to articulate and codify. Tacit knowledge capture is problematic because it often relies on personal experience and expertise, which can be difficult to transfer or replicate. Two methods for capturing tacit knowledge highlight the different roles between KM and IT in tacit knowledge capture. The first method is through social networks, which allow for the exchange of personal knowledge and experiences through informal relationships between participants. The second method is through communities of practice, which are groups of individuals who share a common interest and work together to develop and share knowledge. The SECI model, developed by Nonaka and Takeuchi, shows the different roles of KM and IT in capturing tacit knowledge. KM drives the socialization process, where knowledge is shared through social networks and communities of practice. On the other hand, IT supports the externalization process, where knowledge is codified and stored for later use. In conclusion, KM and IT play complementary but distinct roles in the management of organizational knowledge. Technology can support KM by facilitating the storage and dissemination of explicit knowledge. However, it is not a substitute for the effective management of tacit knowledge through social networking and communities of practice. I hope this information helps to clarify the relationship between KM and technology and the critical role of KM in the effective management of organizational knowledge. Sincerely, Jane Question: From the article above, how is the relationship between technology and knowledge management discussed and what are two methods to capture tacit knowledge that highlight the different roles between KM and IT in tacit knowledge capture?
Article: (email)
Dear Mr. Rockfish,
Thank you for speaking with me regarding the importance of Knowledge Management (KM) at GDD. Zyngier (2001) explains that knowledge and information encompass different concepts. While knowledge refers to understanding, awareness, intelligence, comprehension, and wisdom, information refers to facts, news, and definitions. Unlike information, knowledge cannot always be fully conveyed in a codified form, but it can develop through sharing prior knowledge between individuals or groups. While IT can support KM through technology, it cannot replace effective KM for the company.
Technology can support KM by facilitating the storage and dissemination of explicit knowledge, or knowledge that can be easily expressed and codified. However, much of the critically important knowledge is tacit, which is challenging to articulate and codify. Tacit knowledge capture is problematic because it often relies on personal experience and expertise, which can be difficult to transfer or replicate.
Two methods for capturing tacit knowledge highlight the different roles between KM and IT in tacit knowledge capture. The first method is through social networks, which allow for the exchange of personal knowledge and experiences through informal relationships between participants. The second method is through communities of practice, which are groups of individuals who share a common interest and work together to develop and share knowledge.
The SECI model, developed by Nonaka and Takeuchi, shows the different roles of KM and IT in capturing tacit knowledge. KM drives the socialization process, where knowledge is shared through social networks and communities of practice. On the other hand, IT supports the externalization process, where knowledge is codified and stored for later use.
In conclusion, KM and IT play complementary but distinct roles in the management of organizational knowledge. Technology can support KM by facilitating the storage and dissemination of explicit knowledge. However, it is not a substitute for the effective management of tacit knowledge through social networking and communities of practice.
I hope this information helps to clarify the relationship between KM and technology and the critical role of KM in the effective management of organizational knowledge.
Sincerely,
Jane
Question: From the article above, how is the relationship between technology and knowledge management discussed and what are two methods to capture tacit knowledge that highlight the different roles between KM and IT in tacit knowledge capture?
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