Data,InFormation,

knowledge
WHA T AND
W H Y KM?
Présenté par :
Fatima zahra
MOSLIH
Zineb ESSADIKI
Salma RIZK
 Table of
CONTENTS
01 02 03 04
Definition of KM And The HISTORY The multidisciplinary nature Concept analysis From physical to k
of KM And Its two Types technique assets

05 06 07 08
Organizational Perspectives on KM, The importance of KM and Challenges of KM Conclusion
Differentiation between data, information what it offers for individuals,
and knowledge cops ans organizations
 DEFINITION OF KM
• Knowledge Management is therefore a conscious strategy of getting
the right knowledge to the right people at the right time and helping
people share and put information into action in ways that strive to
improve organizational performance (O'Dell & Grayson, 1998).
(USA, Management).

• Knowledge Management draws from existing resources that your

organization may already have in place-good information systems
management, organizational change management, and human
resources management practices (Davenport and Prusak) (1998, p.
163)
DEFINITION OF KM
Knowledge management (KM) is a multidisciplinary
field that encompasses strategies and processes
designed to identify, capture, structure, value, and
share an organization’s intellectual assets to enhance its
performance and competitiveness.
 TIMELINE

EARLY 20TH 1945-1970S 1980S 1990S 2000S

CENTURY
·The term "knowledge ·Knowledge management
·Frederick Taylor introduces ·The rise of information ·The concept of
science and the knowledge management" gains becomes more integrated
scientific management
development of management starts to popularity, spurred by into organizational
principles, and standardization
techniques for organizing emerge as advancements in information strategy and culture, with
in workplace processes. While
and retrieving organizations technology, the growth of the a focus on creating
not explicitly focused on
information, such as increasingly recognize internet, and the need for knowledge-sharing
knowledge management, this
classification systems and the value of managing organizations to effectively cultures and communities
lays groundwork for later KM
early database their intellectual leverage their intellectual
concepts. of practice.
technologies. assets. capital.
 THE
MULTIDISCIPLINARY
vast number NATURE OF KM
The multidisciplinary nature of knowledge management draws upon a
of diverse fields, including:

• Organizational science
• Cognitive science
• Linguistics and computational linguistics
• Information technologies such as knowledge-based systems,
document and information management, electronic • Education and training
performance support systems, and database technologies • Storytelling and communication
studies
• Information and library Collaborative technologies
science
• Technical writing and
journalism
• Anthropology and
sociology
THE TWO
TYPES of KM
Explicit Knowledge

Tacit Knowledge
 Policies and procedures
Explicit
Knowledge Best practices

White papers and research reports

Explicit knowledge is codified and documented Case studies
information that can be easily shared and
transferred. It is often referred to as "hard Training materials
knowledge" because it is objective and factual

User manuals
 How to troubleshoot a complex problem
Tacit Knowledge
How to build relationships with clients

How to make effective presentations

Tacit knowledge is personal, subjective, and
experiential knowledge that is difficult to
articulate and share. It is often referred to as How to think creatively
"soft knowledge" because it is based on
individual skills, experience, and intuition
 CONCEPT ANALYSIS TECHNIQUE

Concept analysis is an established technique used in the social sciences in order to derive a formula that
in turn can be used to generate definitions and descriptive phrases for highly complex terms.
The concept analysis approach rests on the obtaining consensus around three major dimensions of a given
concept :
• A list of key attributes that must be present in the defi nition, vision, or mission statement
• A list of illustrative examples
• A list of illustrative nonexamples
 FROM PHYSICAL TO KNOWLEDGE
ASSETS
knowledge assets
physical assets

knowledge assets refer to intangible assets that are rooted in

These are tangible resources that a company owns or
the intellectual capital of an organization. They include things
controls, such as machinery, equipment, buildings, and
like patents, trademarks, copyrights, trade secrets, processes,
land. They are typically valued based on their market
expertise, and the collective knowledge of employees.
price or replacement cost.
The transition from physical assets to knowledge assets marks a significant evolution in how businesses
perceive and leverage their resources. This shift reflects broader changes in the global economy,
particularly the rise of the knowledge economy, driven by advances in technology and globalization.
 Organizational Perspectives on Knowledge
Management

Wiig (1993) considers knowledge management in organizations from three perspec tives, each with different horizons and purposes:
Business perspective Focusing on why, where, and to what extent the organization must invest in or exploit knowledge. Strategies,
products and services, alliances, acquisitions, or divestments should be considered from knowledge-related points of view.
Management perspective Focusing on determining, organizing, directing, facilitating, and monitoring knowledge-related practices and
activities required to achieve the desired business strategies and objectives.
Hands-on perspective Focusing on applying the expertise to conduct explicit knowl edge-related work and tasks
The business perspective easily maps onto the strategic nature of knowledge man agement, the management perspective to the tactical
layer, and the hands-on perspec tive may be equated with the operational level.
 DATA INFORMATION AND
KNOWLEDGE

Data refers to raw, unorganized information is processed, structured, Knowledge is a deeper level of understanding that
facts or symbols that represent and organized data that provides goes beyond information. It involves the synthesis,
properties, measurements, or context, meaning, and relevance. It interpretation, and application of information to
characteristics of objects, events, or is the result of analyzing, solve problems, make decisions, or create new
phenomena. Data by itself lacks interpreting, and contextualizing insights, Knowledge represents the accumulation of
context and meaning. Examples of data to make it useful for decision- insights, experiences, expertise, and judgments that
individuals or organizations possess. Unlike
data include numbers, words, or making or understanding.
information, knowledge is subjective and may
symbols..
involve personal perspectives, beliefs, and
experiences.
The importance of KM
 WHY KM IS IMPORTANT ?

Rapid Knowledge Growth Collaboration and Innovation Competitive Advantage

The explosion of information and Today's work often requires In a knowledge economy, organizations
changing technologies create a collaboration across teams and with better access to and utilization of
constant flow of new knowledge. departments. knowledge gain a competitive edge.
Effective KM helps capture, organize, KM fosters knowledge sharing and KM empowers them to make informed
and share this knowledge within collaboration, enabling teams to decisions, adapt quickly to changing
organizations. leverage combined expertise, solve markets, and offer unique value
problems more effectively, and drive propositions.
innovation.
WHY KM IS IMPORTANT ?

Risk Mitigation and Compliance Improved Customer Service

Effective KM helps identify and document important By capturing and sharing customer-related
organizational knowledge, reducing risks associated knowledge, KM empowers service
with knowledge silos and information loss. representatives to provide faster, more accurate,
It also facilitates compliance with regulations by and personalized service, leading to higher
ensuring relevant knowledge is readily available to all customer satisfaction and loyalty.
employees.
KM FOR
INDIVIDUALS,
COMMUNITIES,
AND
O R G A N I Z AT I O N S
 FOR THE INDIVIDUAL, KM
CAN:

Increased Confidence
Improved Job and Empowerment
Performance

By providing access to relevant knowledge and best Sharing knowledge and expertise builds confidence and a
practices, KM equips employees to handle tasks more sense of ownership, motivating employees to contribute and
efficiently, make better decisions, and solve problems take initiatives.
effectively.
 FOR COMMUNITIES OF PRACTICE (COPS), KM
HELPS:

Standardization and
Onboarding and
Best Practices
Mentoring

Sharing best practices and lessons learned helps establish Facilitates knowledge transfer to new members and
common standards and processes within the CoP, supports mentorship within the CoP, ensuring skills and
improving consistency and efficiency. expertise are sustained.
 FOR THE ORGANIZATION, KM
CAN:

Effective improved decision-

Collaboration making

KM facilitates collaboration by providing tools and platforms for By providing access to accurate and relevant information,
knowledge sharing. KM empowers data-driven decision-making at all levels,
Teams can collaborate more effectively, breaking down silos, leading to better outcomes and improved performance.
sharing expertise, and working together to achieve common
goals.
 Cultural Resistance
Employees may resist sharing knowledge due to concerns about job
security, competition, or a lack of incentive.

Challenges of
Technology Challenges
KM Choosing the right technology platform for knowledge capture,
storage, and access is crucial.

Adapting to Change
KM needs to be flexible and adaptable to accommodate evolving
technologies, organizational
structures, and business needs.
THANK YOU FOR
YOUR ATTENTION