Chapter
3rd of the book, “Knowledge Management (KM) in processes in
Organization : Theoretical Foundations and Practice” that written by Claire R.
Mc Inerney.
Theorizing
Knowledge in Organizations
This
chapter explain about how knowledge have been developed by Organizations. In
this section, knowledge assume as a resource and a learning process. The
knowledge as a resource means that knowledge is an object that written or get
in a formal documents or online artifact that can be manipulate and organize.
And then, knowledge as a process means that knowledge always useful in routine
organization activity, and outcomes, that use experience and interaction of
people in the organization.
The importance
of knowledge makes firms treat it as a good result from activities commensurate
between organization’s central mission and core competencies. And now,
knowledge is known as source of competitive advantages for the firms, that get
with a strategy resource, that extracting from experience and process that
being held in organization. Baumard in his book, “Tacit knowledge in
organization” in 1999, explains four quadrans for getting and situating the
knowledge. This table will be showing us, how the knowledge gets as Baumard
said :
|
Individual
|
Collective
|
Tacit
|
Intuitiveness, it means that person while
did their jobs, always learn everythings in their work’s environment as an
experience. So they know, what conditions that they have to do or not their
job, and how to handle all of problem that block it as habitual.
|
Social
practice, it
means that everybody in the organization have learned and known their
activities and how to take the risk and finish the problem in their jobs. It means
that any knowledge sharing process between everyone in the organization from
their each individuals experience.
|
Explicit
|
Expertise, it means that person in
organization, while do his jobs, he also learn the process and think, what
thing suppose to cut the process be more easily and need few times. And then
he write all of knowledge that he know to share to the other people that need
this knowledge in same jobs.
|
Rules, are a written procedures or
protocols that’s made by the organization to increase the effectiveness and
efficiency in the process of the organizations.
|
From the
table above, we know that any interaction between individual to the
organization, or from each individual in the organization, as a way to increase
their ability and to successing the organization. So, participation from the
group’s member in organization is more hopely in the increasing organization
objectiveness. As the result, each members have to get an interaction to help
their job finishing. Nonaka and Takeuchi in their book, “The knowledge creating
company : How Japanese Companies Create the Dynamics of Innovation” in 1995,
explain that knowledge can be more easily to develop and find with SECI (Socialization,
Externalization, Combination, Internalization) models.