IT and KM are not identical; knowledge management focuses on capturing, preserving, sharing, and reusing information. The key goals of this program are to create an organizational culture that places a high value on knowledge and to promote an environment that encourages the interchange of information. On the other hand, information technology focuses on the supply of tools and systems that enable knowledge management methods. The process of encapsulating tacit information is one of the most problematic components of knowledge management, and it is precisely in this area where interaction between KM and IT is essential (Guru, n.d). It is impossible to record tacit knowledge using traditional information technology approaches like as databases, web forms, and other data-driven solutions. It advocates for more innovative approaches, such as conducting interviews, engaging in focus groups, and exchanging stories. The SECI model is an effective tool for highlighting the contrasting roles and techniques played by KM and IT in the process of collecting tacit knowledge (Praxis, n.d). The four processes that create new knowledge are as follows: socializing, externalization, combination, and internalization. When knowledge management and information technology socialize, they may collaborate to acquire knowledge through storytelling, interviews, and focus groups. During the externalization phase, IT may assist in the development of storage systems for information gathered through socializing. Throughout the combination process, knowledge is merged, sorted, and enhanced in order to generate something relevant and useful. The knowledge is then shared throughout the organization and used to improve operational effectiveness in the last phase, known as internalization. Question: Is there truth to the above statement about the relationship between Knowledge Management (KM) and the IT Department? How so?
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IT and KM are not identical; knowledge management focuses on capturing, preserving, sharing, and reusing information. The key goals of this program are to create an organizational culture that places a high value on knowledge and to promote an environment that encourages the interchange of information. On the other hand, information technology focuses on the supply of tools and systems that enable knowledge management methods.
The process of encapsulating tacit information is one of the most problematic components of knowledge management, and it is precisely in this area where interaction between KM and IT is essential (Guru, n.d). It is impossible to record tacit knowledge using traditional information technology approaches like as databases, web forms, and other data-driven solutions. It advocates for more innovative approaches, such as conducting interviews, engaging in focus groups, and exchanging stories. The SECI model is an effective tool for highlighting the contrasting roles and techniques played by KM and IT in the process of collecting tacit knowledge (Praxis, n.d).
The four processes that create new knowledge are as follows: socializing, externalization, combination, and internalization. When knowledge management and information technology socialize, they may collaborate to acquire knowledge through storytelling, interviews, and focus groups. During the externalization phase, IT may assist in the development of storage systems for information gathered through socializing. Throughout the combination process, knowledge is merged, sorted, and enhanced in order to generate something relevant and useful. The knowledge is then shared throughout the organization and used to improve operational effectiveness in the last phase, known as internalization.
Question: Is there truth to the above statement about the relationship between Knowledge Management (KM) and the IT Department? How so?
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