Knowledge Management and High Performance Organizations Essay

Knowledge Management and High Per readyance Organizations - Essay ExampleAs the essay stresses human friendship may be an organizations most valuable asset, much of this noesis is never shared. Harnessing critical fellowship and using it to hit a prevalent vision and objectives can move a company closer to making an HPO. KM supports the notion of HPO through organizational values, culture, processes and tools that stimulate and support the organizations employees, partners and customers to create, capture, organize, access, and properly uptake the organizations knowledge that enables people to personally and collectively become more productive, collaborative and innovative.According to the paper findings the trend toward serious precaution changes made by large companies on the way toward making high-performance organizations is stressed in numerous theoretical and empirical studies. These changes revolve around genius of the four commonly recognized approaches to organizatio nal performance, namely employee involvement, total quality management, re-engineering, and knowledge management. Although neither of these categories can be addressed as simple knowledge management is ...the least well-defined and articulated of the four organizational improvement concepts. Knowledge Management (KM) is a very broad discipline that integrates a make sense of organisational endeavours and practices intaked by different organisations in a variety of ways in order to identify, create, represent, and distribute knowledge and thus ensure competitive avail of the company. KM represents one of the most recent developments in the long line of organisational tools and techniques such as the scientific management, X and Y theory, T-groups, total quality management, organizational learning systems thinking, benchmarking, business process re-engineering and other methods meant to create economic value and competitive advantage. After becoming an independent established disci pline in the middle of 1990s, KM is perceived as an essential boldness of HRM and information technology in modern organisations (Davenport & Prusak, 1998).The integrative and rather broad nature of KM contributes to the difficulties associated with defining this paradigm. Generally, KM is viewed as a new form of management which facilitates organizational adaptation, survival and competence in face of increasingly dynamic environmental changes. This broader perspective incorporates the processes of knowledge use, knowledge creation, knowledge sharing, knowledge absent and knowledge renewal with each of these concepts being defined independently (Malhotra 2000). Therefore, Skyrme (2002) suggests defining KM as the explicit and systematic management of vital knowledge and its associated processes of creating, gathering, organizing, diffusion, use and exploitation, in pursuit of organizational objectives (p. 4). However, this definition of KM is far from being unanimous the views va ry substantially by representatives of different theories and approaches. Traditionally, two major views comport been presented in the scholarly literature on KM, namely the informational resources management (or management of explicit knowledge) and management, which creates the environment in which people could easily develop and share the knowledge while the increasingly serious