New advancements in XML content servers are helping content heavy organizations make the most out of their large content bases, which continue to grow at an astronomical rate each year.

An XML content server acts as a platform for people creating content applications. The top XML content servers use XQuery as the language to communicate with the server while allowing companies to apply extensions for advance text search and transactional updates. For publishing companies, insurance and government agencies, XML content servers with detailed, enterprise search is helping these organizations reuse and repurpose their information thus, saving time while creating a profit.

Previously, content that was once buried or un-searchable is now found easily through separate searchable content collections. With an easyuser-friendly system of a search bar, a person can effortlessly perform custom search within the company’s entire contentbase. Instead of spending countless hours re-creating valuable content, companies can query content within their database and retrieve all data related to that text, no matter if it is text, images, graphs or video. Even the smallest footnote can be found with an XML content server.

Companies who invest in such a platform are finding ways to compete in the digital publishing world, where the days of modern publishing are diminishing. Knowledge management is accessible through enterprise search. Instead of applying an Internet search browser to your organization, that is already flooded with content, apply your company’s own browser- accessible to only qualified personnel and cut your search time by more than half and witness the results yourself.

One cannot get a clear understanding and definition of what KM is without studying the various concepts of knowledge and information (including data), as well as the tacit, implicit, and explicit knowledge dimensions. Much of the still existing confusion that surrounds the topic of KM is based on the varied scholars’ interpretations and suggestions distinguishing the terms information and knowledge as well as the terms tacit, implicit, and explicit.

What is knowledge?

Some authors appear to try to avoid the epistemological debate on the definition of knowledge by comparing data, information, and knowledge. However, von Krogh et al. (2000) or Kakabadse et al.’s (2003) understanding of knowledge as ‘justified true belief” goes back to Michael Polanyi’s original work (we know more than we can express) (Polanyi 1958), an epistemological position which is acknowledged to have grown out of Plato’s discourses (Meno, Phaedo and Theaetetus). This definition has been particularly adopted by Western philosophy (Nonaka and Takeuchi, 1995), which provides a comprehensive taxonomy of knowledge models, Plato’s concept was also debated from Aristotle, one of his students, throughout continental rationalism, as well as from German philosophy (Kant 1965; Marx 1976; Hegel 1977); British empiricism (Locke 1987) to twentieth-century philosophers (Dewey 1929; Sartre 1956; Habermas 1972; Tsoukas 1996; cited in Kakabdse et al. 2003, p. 77).

The above discourse implies that knowledge itself is a very multifaceted concept with many different variations and definitions. Based on the fact that the nature of knowledge is widely acknowledged on differing epistemological stands taken from the individual contributors, but led ultimately to the following definition of ‘knowledge’:

“Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organisations it often becomes embedded, not only in documents or repositories but also in organisational routines, processes, practices and norms.” (Davenport and Prusak 2000, p. 5).

Knowledge: Tacit/Implicit/Explicit

‘Tacit’ knowledge is not expressible and can in no way be made directly explicit or in other words codified into rules and formulations (e.g. the way a project manager behaviourally interacts or communicates during a conflict-solving process). In other words it has to do with an individual’s aptitude for doing things or even cognitively thinking about things.

‘Implicit’ knowledge is expressible and by applying appropriate knowledge management practices it has the chance to be made explicit. Thus, implicit knowledge is then transferred into explicit knowledge in a direct way. This process of transferring can be observed through the propagation, application, the amalgamation or the interpretation of explicit knowledge. Interestingly, from time to time, the terms ‘tacit’ and ‘implicit’ are used interchangeably..

‘Explicit’ knowledge is expressed implicit knowledge. There is enough evidence from the literature as well as from practice, suggesting that the two terms ‘explicit knowledge’ and ‘information’ have exactly the same meaning. In other words, explicit knowledge should be regarded as implicit knowledge, which when expressed becomes information. However, whereas the management of knowledge is mostly understood as the management of the processes, which can support the conversion of employees’ individual knowledge into overall organisational implicit knowledge, the management of explicit knowledge is understood as the management of knowledge-objects typically held as information in the organisation’s information base or systems in form of data records or documents.

The history of KM

Knowledge management (KM) is currently receiving significant attention, from both academics and practitioners, and is being addressed by broad range of academic literature and popular press. The study of human knowledge has been central subject matter of philosophy and epistemology since the ancient Greeks and western philosophers. Eastern philosophers, Tzu and Confucius in China and their contemporaries in India, have an equally long and well-documented tradition of emphasising knowledge and comprehension for the conduct of spiritual and secular life. The first attempts at KM, such as capture, storage and retrieval, began with the Cuneiform language in about 3000 BC.

A number of management theorists have contributed to the evolution of KM, among them such notables as Peter Drucker, Paul Strassmann, and Peter Senge in the United States. Drucker and Strassmann have stressed the growing importance of information and explicit knowledge as organisational resources, and Senge has focused on the “learning organisation,” a cultural dimension of managing knowledge. Chris Argyris, Christoper Bartlett, and Dorothy Leonard-Barton of Harvard Business School have all examined diverse aspects of managing knowledge. In fact, Leonard-Barton’s well-known case study of Chaparral Steel, a company which has had an effective KM strategy in place since the mid-1970s, inspired the research documented in her Wellsprings of Knowledge.

The 1980s also saw the development of systems for managing knowledge that relied on work done in artificial intelligence and expert systems, giving us such concepts as “knowledge acquisition,” “knowledge engineering,” “knowledge-base systems, and computer-based ontologies. Knowledge management-related articles began appearing in journals like Sloan Management Review, Organisational Science, Harvard Business Review, and others, and the first books on organisational learning and knowledge management were published (for example, Senge’s The Fifth Discipline and Sakaiya’s The Knowledge Value Revolution).

By 1990, a number of management consulting firms had begun in-house knowledge management programs, and several well known U.S., European, and Japanese firms had instituted focused knowledge management programs. Perhaps the most widely read work to date is Ikujiro Nonaka’s and Hirotaka Takeuchi’s The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (1995).

By the mid-1990s, knowledge management initiatives were flourishing, thanks in part to the Internet. Knowledge management, which appears to offer a highly desirable alternative to failed TQM and business process re-engineering initiatives, has become big business for such major international consulting firms as Ernst & Young, Arthur Andersen, and Booz-Allen & Hamilton.

Allowing for social tagging of process models allows users to easily provide feedback in a relatively unstructured fashion. I found his characterization of the groups involved to be interesting: “core users”, “extended core” and “periphery”; more like “inner sanctum”, “enforcers” and “clueless”. The periphery, although containing most of the process participants, is fairly unaware of process modeling and the explicit process models that guide their own work. Giving everyone access to an easy-to-use process modeler does not, by any stretch of the imagination, mean that more than a tiny fraction of those people are going to use that tool; more likely, they have a binder of paper documents with something approximating their processes.

If process models are not maintained in a repository of some sort, process designers search around on shared network drives to find them by name: no different from how they find any other document. It’s not surprising that if an organization doesn’t have any well-organized content management, they’re going to have the same problem with process models, which could be seen as just a specialized type of document. By putting process models into a knowledge management system (which you could consider a content management system to be) and tagging them with keywords that are relevant to the process participants, it makes it at least feasible that the periphery will locate and use these models rather than the outdated binders at their desks. The advantage of using social tagging is that the process designer doesn’t have to do this: tags can come from any of the different types of participants, and are not part of the process model itself.

At a high level, this isn’t fundamentally different from what you would experience with any type of document sharing in a content management system: you would see the same benefits from social tagging of any artifacts that may be of value to a wide audience. They have done some development of an interface for browsing the model repository based on the tags with some specific functionality for process models such as tagging at an intra-process level, but you would expect to see similar results from other types of artifacts/documents from social tagging. In fact, the challenges around social tagging are really the same for any type of content: appropriate tags, and sufficient levels of participation.

The impacts are to increase access to process models, and provide mechanisms for feedback on the process models from the participants, with an eventual goal to have process models be everyday work artifacts rather than some exotic diagram that is only within the domain of the inner sanctum.

Each organization has its unique strategic area of support. For the concentration of GS in this team will have maximum impact.

What are the strategic  areas of the KM team should identify. Generally, there are three areas, and one of these three elements are the key area for the organization.

1.Internal process improvement and optimize operational efficiency
2.Fast & development of innovative products
3.Customer approach.

Consider an example of pharmaceutical companies to produce drugs. A new molecule or introduce a new drug can quickly provide better revenue for the company. Here, the development of new products must be central to the KM team.

Now we take the example of a mining company, supplying raw materials to industry leading integrated operators. A high degree of efficiency is what we can to the organization an advantage over others.

Now for a mobile service provider, customer approach, helping companies more prevailed in a crowded market.

If you take these three priorities in mind, we can try out different areas on a map of them. Once we identify the strategic direction of the field, you can imagine that our understanding of the KM platform, the organization will help them achieve their goals.

Without associations we have little chance of understanding anything. We understand things based on the associations we are able to discern. If someone says that sales started at $100,000 per quarter and have been rising 20% per quarter for the last four quarters, I am somewhat confident that sales are now about $207,000 per quarter. I am confident because I know what “rising 20% per quarter” means and I can do the math.

Yet, if someone asks what sales are apt to be next quarter, I would have to say, “It depends!” I would have to say this because although I have data and information, I have no knowledge. This is a trap that many fall into, because they don’t understand that data doesn’t predict trends of data. What predicts trends of data is the activity that is responsible for the data. To be able to estimate the sales for next quarter, I would need information about the competition, market size, extent of market saturation, current backlog, customer satisfaction levels associated with current product delivery, current production capacity, the extent of capacity utilization, and a whole host of other things. When I was able to amass sufficient data and information to form a complete pattern that I understood, I would have knowledge, and would then be somewhat comfortable estimating the sales for next quarter. Anything less would be just fantasy!

In this example what needs to be managed to create value is the data that defines past results, the data and information associated with the organization, it’s market, it’s customers, and it’s competition, and the patterns which relate all these items to enable a reliable level of predictability of the future.What I would refer to as knowledge management would be the capture, retention, and reuse of the foundation for imparting an understanding of how all these pieces fit together and how to convey them meaningfully to some other person.

The value of Knowledge Management relates directly to the effectiveness with which the managed knowledge enables the members of the organization to deal with today’s situations and effectively envision and create their future. Without on-demand access to managed knowledge, every situation is addressed based on what the individual or group brings to the situation with them. With on-demand access to managed knowledge, every situation is addressed with the sum total of everything anyone in the organization has ever learned about a situation of a similar nature. Which approach would you perceive would make a more effective organization?

One of the basic problems in many of organizations and institutes is that, there are not enough information about personals knowledge and awareness. Knowledge management includes the most important means for resolving this problem by focusing on the alternatives for organizing , human forces and technology knowing the nature and importance of the knowledge and knowledge management in the organization completely to plan a knowledge management system or promoting its level in an organization is necessary. Also its necessary organizations success basic and approach for making balance among these items are attended specially by recognizing items and their functions indirect of accessing basic advantages in result of using knowledge management in the organization. So far 26 models about knowledge management were presented by different scientist sand institutes that most of them are similar to each other in terms of content but they include different orders in the words and phases. Nonaka and takouchi model is one of the best models among these models interms of explaining how producing knowledge that is was selected Materials and Methods:this study is Cross-sectional. for Analyzing challenges and blocks in the organization. At first nonaka model was divided sports for making questions for question air according to the studies and Analyzing main concepts in the structure of knowledge management and also studying suggested models. Then possible important parameters for promoting knowledge level in that part were made and finally selected parameters and alternatives were changed to the questions for questionnaire that its result was producing and questionnaires for each part. Questionnaires were given managers and people who were known as elits and specialist by the researching society for Analyzing their validity, so they were analyzed for resolving problems and matching with suggested model. Finally the questions in the questionnaire were evaluated by kokran test suitably and samely. Then the questionnaires were distributed among selected center personals and determining their views about the present center situation (according likert spectrum) were asked them. (in fact determining the value of the questions were asked them). In next step explaining the effect of these questions on promoting knowledge level of the center were asked them (in fact determining the value of the questions). Then the average value of each question was accounted and standardized after accounting the number (advantage) of the center and each level of nonaka model divisions , the value of the questions in the questionnaire are determined for accepting and determining the level of center knowledge suitably with each part of the model.

Discussion: Analyzing data (the answers of the questions in the questionnaire) shows that the advantage of the center related to the knowledge management is 2.77 in other ward the general center situation interms of centralizing knowledge and profiting the capital of the knowledge is less than average (between middle and weak).
Finally , they were sent again to the professional and people who have a hand in the society for Analyzing validity of the results and determining distinction about produced challenges and problems in order of their level of importance were asked them and these peoples views were analyzed by using (feridman) test. According to the obtained advantages by the organization and the list of the tabled problems in the organization, it seems that the organization needs to do some projects and knowledge under structures in the organization basically. These under structures include both human sources as the most important part and technologic equipments. On the other the organization should include suitable cultural programs for younger and in experienced people to recognize the importance of the knowledge factors as unimportant organizational capital. Also the organization managers mind should be focused on the importance of organization knowledge capital more than before by making culture.

According to gained scores by the organization and the list of expressed problems in the organization it seems the organization needs to per form projects and the knowledge infra structures .these infrastructures in clued both human sources as most important part and technologic facilities.

There is n t enough knowledge and wisdom of people in many organizations.

At first the answers of 2 questions should determine to inform the level of people s knowledge:

A/     which are the assets based on knowledge?

B/      how should manage these assets tope probable returning the maximum of interest?

Although finding suitable answer for these question in dependent on the type, the current culture and needs of the organization, but efficient knowledge management in clubs best of means for this by concentrating on all the solutions in cloud in organization. In fact the functions of knowledge management is observer to the systematic acts that it makes possible to achieve to the maximum out put, effective and permanent knowledge. Of course it needs to have determined approach to a achieve a above our pose which based on creating knowledge, living knowledge and transferring knowledge and applying knowledge in the organization is defined clearly and is determined each one s relation ship in functional  Areas.

There fore we can say knowledge management is a concept in a field and it s focus on the knowledge lead to distinct it from other monumental approaches. Knowledge management is only a recurrent and recovered concept in the management subject without this focus, and discussion a bout knowledge management become far from its purpose without clear explanation about knowledge. In summary, knowledge management is the art of creating value from invisible assets or intellectual assets of organization and indeed, it is evident and systematic management of knowledge and process of creating, collecting, organizing, distributing and using respect it that includes a consciously process to produce knowledge, crediting knowledge, presenting knowledge, distributing knowledge and its usage. Complete recognition of nature and importance of knowledge and knowledge management in an organization are necessary to design a knowledge management system or increasing its level in an organization, and it s necessary special pay attention to the background and fields of success and how to interact and balance among factors to achieve affective advantages for applying knowledge management in the organization by recognizing elements and their functions. Knowledge management supports organizations to use current knowledge and created knowledge newly .this branch of knowledge was apparent in organizations business strategy as a managemental field early 1990 to response business condition changes in which often corporations have been globalized.

Before this, the approaches like TQM (comprehensive quality management) and BPR (reengineering process) were approaches, organizations used them to improve functions and manage products and producing process. Knowledge management literature was brought up by developing experts systems and DDS system (decision maker) and developing in formation technology to participate knowledge and experiences. The first generation of knowledge management was reserving and accessing information wireless nets, information processablity, automatic process systems and expert systems and searching data systems, but in second generation of knowledge management with concepts like explicit knowledge, college expert groups, content management, organizational change and systematic innovation, actually this subject have been transformed since 1997.the knowledge management subject doesn’t t have long live then any scientific and academic operation have done. In this article the current situation of knowledge management in a searching center dependent on armed forces was shown and main changes was determined. Finally the set of approaches as a model to release the challenges and in crease knowledge management in the organization were recommended.

The center managers can define and plane process lead to extract increased value from knowledge sources by designed approach model.

Knowledge management:

At first it s necessary to distinct the concepts, data, information, defined knowledge and wisdom and effective key elements in knowledge management.

Data:

A reality from a situation or a case from a special field isn’t relation ship with other cases. In other words, data are identical and abstract reality links about events and they are recorded and arranged transactions organizationally.

Information:

Means <>. In other words, data aren’t <> and <> alone, but they are a kind of <>.

There fore having relation ship and purpose is specialty of in formation.

Knowledge:

Is a perception and conception produce by experience, rationalism, direct perception and learning. People s knowledge increase and produce a new knowledge by combining everyone s knowledge with other people s when they share their knowledge. Some scientists have divided the knowledge as third category of knowledge. In designing and applying knowledge management in organizations, two dimensions of implicit and tacit knowledge have more roles, although their features and natures are different from each other. Tacit knowledge is kind of knowledge can be stated vocally and formally and included grammatical sentences, mathematical formulas explanation details, writings and etc and it is trainable formally and easily implicit knowledge is kind of knowledge that its presenting with formal tongue is difficult and it is kind of personal knowledge that it hides in person experience and includes intangible and unnoticeable like skill, experience, value system and e t c and it often produce by practicing and repeating. Implicit knowledge never record and reserve in many organizations although its nature is base on organizational operational core .implicit knowledge is absolute but tacit knowledge is base on regulation that actions conform with situations according to proper rules .implicit knowledge can be asset of experiences, skills, operational views and value and subjective system within persons that they aren’t t mentionable and they have reserved in any data bases, but its place is in human s mind and he/she operation. The most important challenge of an organization should be making balance between produced implicit knowledge by people and needed tacit knowledge to make effective communication.

It means organizational knowledge is kept by correcting organizational knowledge and keeping people s knowledge leave there. It s necessary personal and in formal interactions to transfer implicit knowledge and leading the foundations to use people different thinking approaches by culturing and providing suitable condition is organizational management responsibility.

Wisdom:

Is same usage of knowledge.

Watch the video related to Knowledge Management

Dr David Vaine of Apparently KM, PLC, gives some advice on techniques to solve the problem of knowledge sharing in organizations

Help answer the question about Knowledge Management

Which is better Master’s in Organizational Communication or Master’s in Knowledge Management?
Which is better Master’s in Organizational Communication or Master’s in Knowledge Management?!!!

They both support my previews field of study, Communication (Visual Media). So which one is better and open doors for better job position in the near future?

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Dr. Hasan Rafati
Banitaba
Hosein Pourfard

Email management could be a company’s saving grace in today’s world of litigation and information overload. Email is now one of the most used communication systems around, over which important business decisions are often made, therefore an adequate email management system is vital to any business.

Managing one’s emails effectively could result in a much more productive work environment in terms of organization and timeliness, as well as helping with audit purposes. Furthermore, recent legislation has made it mandatory that all businesses and organizations need to be able to produce any documentation requested by the courts if legal issues arise.

Email Archiving as part of email management

Email archiving is one of the first steps to a successful email management program. Administrators can maintain an archive of all the company’s email correspondence which will be easily searchable and recoverable, and therefore reduce the dependence on PST files that can easily get corrupted and are not secure backups of email data.

Moreover, in order to comply with eDiscovery requests, email archiving is a must, whilst being able to access archived emails and corporate data in a matter of seconds can help realize a return on investment and therefore boost the company’s productivity.

Legislation and Regulations

Apart from the legal benefits that an email management policy presents, it is also important when dealing with inter-company issues such as harassment or dismissal charges, where critical information may have been recorded via email.

If an employee used his work email account for illicit purposes, verifying such a fact could prove to be a difficult task without an adequate email archiving system.

Email management from a legal perspective requires organizations to keep records of email documentation for a minimum period of up to five years. Such legislation includes the Sarbanes-Oxley Act (SOX) which affects all industries and imposes severe penalties on anyone who deliberately alters or deletes documents with the intent to defraud third parties.

Even though it is a US law, SOX act is also applicable to European companies with US listings as well as to companies that do business with the US. There are other legislations that also require companies and organizations to archive emails, as well as government bodies that comply with the regulations set by the Freedom of Information Act (FOIA), the Patriot Act, National Archive Records Administration (NARA) and other legislative entities.

Storage & Knowledge Issues with Email Management

Managing one’s emails is not only a legal and compliance issue but also delves into the fields of storage and knowledge management. There has been a dramatic increase in storage size due to the increase in email usage over the years as well as the upsurge in attachments sent with original emails.

This increase has affected the efficiency, reliability and speed of message servers. An efficient email archiving solution stores emails in a compressed format, resulting in considerable disk space savings and centralizes your email records.

Furthermore, emails are automatically archived as soon as they pass through the message store, thus users can clean up their mailboxes without the worry of losing important emails. Additionally, an email archiving solution that allows authorized users to view emails from a central repository will encourage them to do so without having bulky PST files stored locally.

Large volumes of email correspondence, increased storage limitations, government regulations and potential legal implications have made the need for an email management policy a critical issue for any company. Managing emails through archiving allows organizations to have control over employees’ email accounts whilst ensuring regulatory and corporate compliance.

Watch the video related to Knowledge Management

IBM’s Richard Warrick concludes. (Q&A session at end) … KM IBM knowledge management best practices km institute

Help answer the question about Knowledge Management

why is it hard to measure the impact of knowledge management?

About Author

Jesmond Darmanin is a freelance writer who is passionate about business IT issues and recommends the use of email archiving software as part of a reliable email management policy.

Most of the enterprises use the Knowledge Base Software for managing the information and data related to their employees and their customers. Most of the enterprises emphasize on the importance of a Knowledge Base Software which really helps them enhancing the customer experience and satisfaction level. By using Knowledge Base Software they can set sophisticated privilege levels for data access. Users can access Knowledge Base Administrators to get answers to their queries.

Knowledge Base Software products integrate digital asset management, content aggregation, and distribution. They allow users to maintain and access critical digital assets in a proper workflow and under appropriate heads, making it easier for other users to search. Some companies offer systems with document management, business process automation, and portal content access. Some advanced products available on the market integrate many pieces of records management, Web publishing, imaging, workflow, knowledge management, and collaboration software. The collaboration module allows people within and outside an organization to participate in sharing documents and tasks as well as communicating through discussion threads.

Benefits for Enterprises

Knowledge base system improves operational efficiency of an enterprise. These systems along with the exceptional customer services help to reduces costs associated with customer interactions and ensure customer loyalty with the timely customer support. This helps to increase revenues and Enhances agent productivity of an enterprise. Knowledge base systems provide an integrated solution for Customer support by sharing interaction histories, customer and company data and common tools across all communication paths, providing a positive experience for the customer.

Share Knowledgebase Resources

Knowledge base software makes the best use of an enterprise’s resource. It helps create, organize, and generate common responses and other key information in Knowledge base Software. Knowledge base software system also makes sure the delivering of consistent messages across self-service and assists service channels and increases first contact resolution.

Quickly Process Inquiries Using the Knowledge Base Customer Interaction Hub

All the communication passes through the knowledge base interaction center for queuing and routing purposes and to show a customer’s interaction in a single view.

Drive Ongoing Improvements with Robust System-wide Reporting
Knowledge base software enables management for continuous agent and team performance improvement. Management can do this quite conveniently by accessing in-depth analytical dashboards and big-picture strategic reports.

Integrate with 3rd party systems to maximize Knowledge base CIM
Knowledge base software can also be integrated with 3rd party system and other back office applications that help in service speed and quality.

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The importance of choosing a strategic focus for your Knowledge Management program. By Nick Milton of www.knoco.com. Blog at http

Help answer the question about Knowledge Management

What are the 9 knowledge areas in Project Management?
This is going to be on the final exam in my Project Management course. I somehow LOST the bit of homework that this information was contained in. I REALLY don't want to call my professor because a) I don't want him to know i lost my homework, & b) I can't stand the man. So, if anyone happens to know the 9 knowledge areas of Project Management, that would help me a lot!

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KbLance.com is a PHP Powered Knowledge Base Software that allows users to easily create and maintain a FAQ, documentation system, or complete support knowledge base. For more information . Please check out Kblance website at www.kblance.com

Knowledge Management in an Organisation

Introduction

The society is in transition, from Agrarian society, Industrial society, Information society and now the 21st century is considers as the Global Knowledge society. The concept, knowledge management is often used today’s world. And in the knowledge based society, intellectual capital is considered as a prime resource for any organisation. Thus Peter Drucker said, “The foundation of an organisation is not money or capital or technology. It is knowledge and education (human capital), knowledge workers will be by 2005 the single largest group in the labour force”.

The emergence of new complicated situation made every organization to have knowledge management initiatives to accumulate, preserve and utilize the knowledge in systematic ways. Every world renewed organisations are now trying to achieve knowledge management principles for their operations.

It is concerned with the use and developments of knowledge asset of an organisation. The knowledge is either explicit knowledge or tacit knowledge. The explicit knowledge is called as documentary knowledge and the tacit knowledge or subjective knowledge is resides in the minds of employees/scientists and so on.

What is knowledge management?

It covers all process associates with the identification, sharing and creation of knowledge, but sharing of explicit knowledge can be easy than that of the tacit knowledge. but for successful knowledge management is an organization, creation of knowledge repositories and cultivating the habits of sharing the knowledge among employees and organisational learning.

Pre – Requisites: To develop a knowledge Management systems following are essentials.

Knowledge repositories: it is necessary to create knowledge repositories that stores knowledge and information both in documentary or digital forms.

Knowledge access: the knowledge or information stored in the repositories should be made available for easy access to all the employees of an organisation.

Enhancing knowledge environment: it is necessary to create conducive environment to produce knowledge, transfer and use

Knowledge management: knowledge is an asset of an organisation and a person that should be managed systematically.

Principles of knowledge Representation

A knowledge representation is a surrogate, set of ontological commitments, and fragmentary theory of intelligent reasoning, medium for efficient computation and medium of Human expression.

Reference

Book, George (1854) An Investigation into the laws of thought, reprinted by Dover publications, New York.

Born, Max (1949) National philosophy of cause and chance, Dover publications, New York.

Gartner Group, European E –work and knowledge management march 1998, pp.30 – 31.

Peter Drucker, (2000), knowledge work executive excellence, pp.11 – 12.

Minsky, Marvin (1965) “Mater, Mind and Models”, proceedings of IFIP congress 65, pp45 -49.

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importance of the online catalog, shopping cart and transaction processessing. For large companies, we discuss Enterprise Resource Planning (ERP) and the different packages it includes; Customer Relationship Management (CRM), Supply Chain Management (SCM), Content Management (CM) and Knowledge Management (KM) Software. For the interactive portion we show the functionality of e-commerce software on the web. By: Melissa Barneke, Javier Chavez, Lauren Kristoff, Jonathan Tam … EC9 E Commerce …

Help answer the question about Knowledge Management

What role does knowledge management play in your company? ?
I am in a Business Information System college and need so answers for an information manager about a few different for a presentation.

About Author

he is a social worker in India

Email management could be a company’s saving grace in today’s world of litigation and information overload. Email is now one of the most used communication systems around, over which important business decisions are often made, therefore an adequate email management system is vital to any business.

Managing one’s emails effectively could result in a much more productive work environment in terms of organization and timeliness, as well as helping with audit purposes. Furthermore, recent legislation has made it mandatory that all businesses and organizations need to be able to produce any documentation requested by the courts if legal issues arise.

Email Archiving as part of email management

Email archiving is one of the first steps to a successful email management program. Administrators can maintain an archive of all the company’s email correspondence which will be easily searchable and recoverable, and therefore reduce the dependence on PST files that can easily get corrupted and are not secure backups of email data.

Moreover, in order to comply with eDiscovery requests, email archiving is a must, whilst being able to access archived emails and corporate data in a matter of seconds can help realize a return on investment and therefore boost the company’s productivity.

Legislation and Regulations

Apart from the legal benefits that an email management policy presents, it is also important when dealing with inter-company issues such as harassment or dismissal charges, where critical information may have been recorded via email.

If an employee used his work email account for illicit purposes, verifying such a fact could prove to be a difficult task without an adequate email archiving system.

Email management from a legal perspective requires organizations to keep records of email documentation for a minimum period of up to five years. Such legislation includes the Sarbanes-Oxley Act (SOX) which affects all industries and imposes severe penalties on anyone who deliberately alters or deletes documents with the intent to defraud third parties.

Even though it is a US law, SOX act is also applicable to European companies with US listings as well as to companies that do business with the US. There are other legislations that also require companies and organizations to archive emails, as well as government bodies that comply with the regulations set by the Freedom of Information Act (FOIA), the Patriot Act, National Archive Records Administration (NARA) and other legislative entities.

Storage & Knowledge Issues with Email Management

Managing one’s emails is not only a legal and compliance issue but also delves into the fields of storage and knowledge management. There has been a dramatic increase in storage size due to the increase in email usage over the years as well as the upsurge in attachments sent with original emails.

This increase has affected the efficiency, reliability and speed of message servers. An efficient email archiving solution stores emails in a compressed format, resulting in considerable disk space savings and centralizes your email records.

Furthermore, emails are automatically archived as soon as they pass through the message store, thus users can clean up their mailboxes without the worry of losing important emails. Additionally, an email archiving solution that allows authorized users to view emails from a central repository will encourage them to do so without having bulky PST files stored locally.

Large volumes of email correspondence, increased storage limitations, government regulations and potential legal implications have made the need for an email management policy a critical issue for any company. Managing emails through archiving allows organizations to have control over employees’ email accounts whilst ensuring regulatory and corporate compliance.

Watch the video related to Knowledge Management

IBM’s Richard Warrick concludes. (Q&A session at end) … KM IBM knowledge management best practices km institute

Help answer the question about Knowledge Management

what are the knowledge production techniques in Knowledge Management?

About Author

Jesmond Darmanin is a freelance writer who is passionate about business IT issues and recommends the use of email archiving software as part of a reliable email management policy.