Knowledge Sharing And Knowledge Management

By Author: M. L.
Total Articles: 1
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In many organisations, the employees are the most important resource and thus it is essential to use the acquired knowledge in a constructive way for projects to be successful.

In many organisations, the employees are the most important resource and thus it is essential to use the acquired knowledge in a constructive way for projects to be successful.

According to Thomas Davenport and Laurence Prusak, knowledge is a collection of experiences, values, expert insight and contextual information, which create the framework for evaluation and implementation of new experiences. In organisations, knowledge often exists in documents and databases but also in organisational routines, processes and norms.

Contrary, Drucker defines knowledge as:

"Knowledge is information that changes something or somebody -- either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action".

In their definition, Danvenport and Pruzak include the concept of “contextualised information”, which means that knowledge is something different (something ...
... more) than information.

Information is raw data, which is accessible on paper, in databases, in instruction books etc. This information is useless until another person has used it, which is an element mentioned by Drucker. For example, data only makes sense when knowledge about this data is explained.

Identification of knowledge is a step towards creating a knowledge sharing strategy. Davenport & Pruzak illustrates the significance of identification in the following statement:

”…in giving us a clear framework for understanding knowledge transfer, it gives us the means to improve it ” and continues “…knowledge management cannot take place without extensive behavioral, cultural, and organizational change ”.

Keeping this understanding in mind, knowledge sharing is not only dealing with the implementation of an IT system, but rather an inclusion of the organisational changes, which the IT system was created to support.

When understanding what knowledge exists in the organisation, it is easier for the project manager to use and develop knowledge independently of time and place, as well as creating an overview of the organisational context and the daily practice where knowledge sharing occurs. A culture of knowledge sharing in the organisation as well as the necessary frames and access to tools are fundamental conditions for knowledge sharing.

Knowledge occurs at every level in the project group, making it important to acknowledge that all employees in the project possess knowledge that is significant to the project's successful completion. It is crucial that all project employees have the right competences, which make them capable of sharing knowledge and acquire new knowledge.
Resource: http://startvaekst.dk/raadgiverboersen.dk/vprofil/9574/1003