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Knowledge management KM is the process of creating, sharing, using and managing the knowledge and information of an organization. An established discipline since[ citation needed ] KM includes courses taught in the fields of business administrationinformation systemsmanagement, library, and information sciences. Many large companies, public institutions and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their business strategyITor human resource management departments.

Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantageinnovationthe sharing of lessons learnedintegration and continuous improvement of the organisation. Knowledge management efforts have a long history, including on-the-job discussions, formal apprenticeshipdiscussion forumscorporate libraries, professional training, and mentoring programs. Inthe term personal knowledge management was introduced; it refers to the management of knowledge at the individual level. In the enterprise, early collections of case studies recognised the importance of knowledge management dimensions of strategy, process read more measurement.

KM emerged as a scientific discipline in the early s.

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InThomas A. Stewartformer editor at Fortune magazine and subsequently the editor of Harvard Business Review nAd, published a cover story highlighting the importance of intellectual capital in organizations. Second, the role of practitioners has changed. Multiple KM disciplines exist; approaches vary by author and school.

The details depend on the perspective. The practical relevance of academic research in KM has been questioned [33] with action research suggested as having more relevance [34] and the need to translate the findings presented in academic journals to a practice. Different frameworks for distinguishing between different 'types of' knowledge exist.

At the opposite end of the spectrum, explicit knowledge represents knowledge that the individual holds consciously in mental focus, in a form that can easily be communicated to others. Ikujiro Nonaka proposed a model SECIfor Socialisation, Externalisation, Combination, Internalisation which considers a spiraling interaction between explicit knowledge and tacit knowledge. Hayes and Walsham describe knowledge and knowledge management as two different perspectives. Early research suggested that KM needs to convert internalised tacit knowledge into explicit knowledge to share it, and the same effort must permit individuals to internalise and make personally meaningful Intelligence Sharing And The Capabilities Of The codified knowledge retrieved from https://amazonia.fiocruz.br/scdp/blog/work-experience-programme/financial-analysis-halliburton-company.php KM effort.

Subsequent research suggested that a distinction between tacit knowledge and explicit knowledge represented an oversimplification and that the notion of explicit knowledge is self-contradictory.

A second proposed framework for categorising knowledge dimensions distinguishes embedded knowledge of a system outside a human individual e. A third proposed framework distinguishes between the exploratory creation of "new knowledge" i. Knowledge may be accessed at three stages: before, during, or after KM-related activities.

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One strategy to KM involves actively managing knowledge push strategy. Data and information can be considered as explicit and know-how can be considered as tacit. Hansen et al. Codification relies on information infrastructure, where explicit knowledge is carefully codified and stored.

Other knowledge management strategies and instruments for companies include: [7] [24] [30]. Multiple motivations lead organisations to undertake KM. These categories overlap. Workflow, for example, is a significant aspect of a content or document management systems, most of which have tools for developing enterprise portals.]