Knowledge Sharing Final Presentation

UNDER SUPERVISION OF
DR. SAFAA HUSSEIN
EMBA COHORT 9
SHARING KNOWLEDGE
AND ROLE OF IT
GROUP MEMBERS:
ASHRAF KHALIL
MAREY
AHMED BAHER
HANI RAMADAN
SHOUKRY RAMADAN
WAEL BARAKAT
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
WHAT IS
KNOWLEDGE
Survival and success of
? any organization depends on
organizations adaptability to the changing business

environment.
The competitive environment is no longer predictable and it
is changing rapidly in terms of complexity and uncertainty.
In consequence knowledge Management (KM) has been
recognized as a source for enhancing organizations
capabilities resulting in success of the organization.
For understanding knowledge Management it is important
to distinguish knowledge from information. Thus we can
say:
Information consists of facts and data describing a problem
and knowledge covers truths and beliefs, concepts and
SO, WHAT IS
KNOWLEDGE
?
1- FACTS
2- INFORMATION
3- SKILLS YOU ACCQUIRED THROUGH
EDUCTION/EXPERIENCE.
4- UNDERSTANDING OF A SUBJECT
5- AWARENESS
6- FAMILIRATITY OF FACTS
WHAT IS KNOWLEDGE
MANAGEMENT?
Knowledge Management is basically the process
involved in blending the organizations internal
and external information appropriately to the
right person at the right time
(KM) may be defined simply as doing what is
needed to get the most out of knowledge
resources.
(KM) focuses on organizing and making available
important knowledge, wherever and whenever it
KNOWLEDGE MANAGEMENT AS Lloyds Register

believe
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
Knowledge Management
Processes
Discovery
Combination
Socialization
Application
Sharing
Socialization Direction
Routines
Exchange
Capture
Externalizati
on
Internalizatio
n
9
KNOWLEDGE HIERARCHY & STRUCTURE

DECISION
MAKING
SYNTHESIZING
ANALYZING
SUMMARIZING
ORGANIZING
COLLECTING
TYPE OF
KNOWLEDGE
KM efforts encompass two distinctive
types of knowledge.
Explicit knowledge can be
transferred with the help of ITs and

can be kept in a storage-able form
(papers, products, digital documents,
print, audio, etc.).
Tacit knowledge is commonly
referenced as the knowledge that is
contained inside human heads and is
therefore inexpressible.
THE SECI MODEL

As stated by Nonaka and Takeuchi
(1995), the SECI model (Socialization,
Externalization, Combination, and
Internalization) has become the
cornerstone of knowledge creation
and transfer theory. In this model,
based upon the users learning
tendency knowledge is continuously
converted and created.
The various dimensions of KM
implementation can be in
organizational, managerial and
technological form.
For effective KM implementation there
should be a conducive work
environment, proper organization
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
KNOWLEDGE SHARING
As
we
stated
earlier,
knowledge management is
fundamentally about making
the right knowledge or the
right
knowledge
sources
(including people) available
to the right people at the
right time.
Reychav& Te'eni (2009)

differentiated
between
KSinformal
settings
suchas
lecturesand
workshops,andinformal settings
suchas coffee breaksand social
events.
Inboth
settings
contentknowledgewas
studiedinterms
of
several
categories
ofknowledge
including presenters, subject,
research, methodologies, results,
conclusions,academic
KNOWLEDGE SHARING
Knowledge sharing is therefore
perhaps the single most important

aspect in this process, since the vast
majority of KM initiatives depend
upon it.
Knowledge
sharing can be
described as either push or pull. The
latter is when the knowledge worker
actively
seeks
out
knowledge
sources (e.g. library search, seeking
out an expert, collaborating with a
coworker etc.), while knowledge
push is when knowledge is "pushed
onto" the user (e.g. newsletters,
Knowledge sharing depends on the

habit and willingness of the
knowledge worker to seek out
and/or be receptive to these
knowledge sources. The right
KNOWLEDGE SHARING
at is motivation to introduce these technologies?

That they may empower the individual
knowledge worker by providing the tools to
support and boost his or her knowledgesharing skills.
Reports, however, show that all too often
the introduction of these systems does not
result in significant improvements in
knowledge sharing, as many instances
occur in which these systems are not used
to their full potential Again, if individuals
are not motivated to share knowledge, it is
not likely that they are motivated to use
tools facilitating knowledge sharing.
As put it, An intranet will not cause

people to work for the good of the
company rather than for the good of
themselves.
How do information systems, and
more particularly information and
communication
technology
(ICT),
relate
to
the
motivation
for
knowledge sharing? Let us presume
that some technology has been
introduced in an organization to
KNOWLEDGE SHARING
hat are incentives for using the technologies?

The more fundamental question is to
assess how ICT affects the motivation for
knowledge sharing. This focus also takes
the
interest
in
knowledge-sharing
technologies beyond their empowerment
function.
Implicit in the notion of empowerment is
that the role of ICT for knowledge sharing
lies in the fact that the technology may
take away barriers. It leads to the
recognition of questions concerning how
using
ICT may
or perhaps
The
objective
of stimulate
ICT is to explore
which even
factors affect the motivation of
frustrate the
will to share
knowledge.
knowledge
workers
to share
their knowledge and how ICT relates to
these factors (ass illustrated in next figure). Its aim is to present a
theoretical model in which the relevant classes of variables are
identified and related. Its aim is also to present empirical material to
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
ROLE OF IT KNOWLEDGE SHARING

Before the role of ICT with relation to
knowledge sharing can be considered,
some notion needs to be developed of
what knowledge sharing is. Knowledge
sharing is something else than but
related to communication. It is also
different from but related to information
distribution. In a strict sense, knowledge
cannot be shared. Knowledge is not like a
commodity that can be passed around
freely, it is tied to a knowing subject. To
learn something from someone else, i.e.
to share his or her knowledge, an act of
reconstruction is needed. It takes
knowledge to acquire knowledge and,
therefore, to share knowledge. Knowledge
knowledge and the other that

acquires knowledge. The first party
should communicate its knowledge,
consciously and willingly or not, in
some form or other (either by acts,
by speech, or in writing, etc.). The
other party should be able to
perceive these expressions of
knowledge, and make sense of
ROLE OF IT KNOWLEDGE
SHARING
Figure 2 presents this process

that is commonly described as
knowledge
sharing
in
a
simplified
form.
Two
sub
processes
make
up
the
process of knowledge sharing.
First, knowledge sharing presumes an act of

externalization by those that have knowledge
(in the figure identified as knowledge owners).
This externalization can take many forms, including
performing actions based on this knowledge,
explaining it in a lecture or codifying it in an
intelligent knowledge system.
Part of the externalization may be the explication of
cognitive elements of knowledge information base
(for instance, a document or a structured
knowledge base).
Knowledge externalization does not have to be a
conscious act, nor does it have to be aimed at
being shared by others. For instance, we can learn
by watching someone perform a task, even if this
person is unaware of the specific knowledge
needed for the task, or unaware of being watched.
However, in most situations where knowledge
SHARING
Second, knowledge sharing presumes an

act of internalization by those
seeking to acquire knowledge (identified
in the figure as knowledge re
constructors instead of, for instance,
knowledge receivers to stress the
activity of the role). Internalization, too,
may occur in many different forms,
including learning by doing, reading
books, or trying to understand the
codified knowledge in a knowledge base.
Barriers exist that may distort the

internalization of (previously or
simultaneously)
externalized
knowledge. These barriers may be
relatively straightforward, such as
barriers of space and time. They may
also be more fundamental, such as
barriers of social distance, culture
and language, and differences in
mental or conceptual frames.
Formula for The externalization and

internalization sides of knowledge sharing:
Transfer (or sharing)
=Transmission + Absorption.
ICTs, KM, Organizational
Effectiveness: An
SHARING
Integrated Model
Based on the vast literature survey on
KM, the researchers have confined the
KM processes (as in Figure) to Knowledge
Discovery,
Knowledge
Organization,
Knowledge Sharing, Knowledge Re-use,
Knowledge
Creation
and
Knowledge
Acquisition.
The systems approach mentioned above
with the technology enablers as input,
KM
processes
as
Process
and
Organizational effectiveness as output is
an integrated model which depicts the
relationship between ICTs, KM that
paves way for high firm
performance.
SHARING
The Role of ICTs in Knowledge Management (KM) for

Organizational Effectiveness
Botha
et
al.
(2008)
Knowledge can be discovered with the

help of technology enablers. With the help
of Information Technology (IT),
data/hidden data and information can be
gathered and analyzed. Identification of
experts/communities via social networks
can be made too. The main technological
tool in Knowledge Discovery would be
Data Mining.
Based
on the area of business Knowledge
Sharing happens. For example, processing
the marketing related information and
collecting feedback aresome KM initiatives.
ICTs can be used in this case for
speedydata/information
analysis.
Knowledge exchange protocols can be of
states
that
Knowledge
Organization
involves
activities that classify, map, index, and
categorize knowledge for navigation,
storage, and retrieval". So, the knowledge
user should be in a position to identify,
retrieve and understand the knowledge
base. For this purpose, Corporate yellow
pages,
groupware
systems,
videoconferencing (to support formal and even
informal
of communication)
be
As statedforms
by Fruchter
and Demian can
(2002)
used.
Knowledge
Re-use is of two types:
Internal: Where the knowledge producer
uses his own knowledge at some future
point.
External: Where the knowledge
AGENDA
INTRODUCTIO
N
WHAT IS
KNOWLEDGE?
KNOWLEDGE
MANAGEMEN
T process
&type of
Knowledge
Knowledge
Sharing
Role of IT in
Knowledge
sharing
Failure and
success
conclusion
FAILURE AND SUCCESS
Of course there is a tremendous

insight into whats necessary for a
successful knowledge management
implementation. It is not a surprise
that the focus of implementation is on
people rather than the technology.
There are 11 Factors to Successful

Knowledge Management
Implementation:
1.
2.
3.
4.
5.
Employee training
Employee involvement
Open and trustworthy teamwork
Employee empowerment
Visible top management leadership
and commitment
6. Information systems infrastructure
7. Performance measurement
8. Knowledge-friendly culture
9. Benchmarking
10.Knowledge structure
11.Elimination of organizational
FAILURE AND SUCCESS

Causal Failure Factors:
Failure Factors
there
are
two
categories of factors,
namely "causal" and
"resultant".
Causal factors refer
to
fundamental
problems within the
organization,
which
lead to conditions
that are not suitable
for
Knowledge
management.
They
are not always easily
visible and they lead
to
a
number
of
For each of these

points, there is
substantial
empirical
evidence as well
as
theoretical
deliberations
linking them to
KM failure (and
conversely, to KM
success).
Lack of performance
indicators and measurable
benefits
Inadequate management
support
Improper planning, design,
coordination, and
evaluation
Inadequate skill of
knowledge managers and
workers
Problems with
organizational culture
FAILURE AND SUCCESS

Resultant Failure Factors:
Lack of widespread contribution
Lack of relevance, quality, and usability
Overemphasis on formal learning, systematization, and
determinant needs
Improper implementation of technology
Improper budgeting and excessive costs
Lack of responsibility and ownership
Loss of knowledge from staff defection and retirement
CONCLUSION
In the present day of competitive
business environment, Knowledge
management has gained high
importance and is the key success
factor of an organization. Although
not intended to represent all
possible areas, the integrated
model ties in technology drivers,
knowledge management processes
and organizational effectiveness.
As Bielawski & Metcalk (2003)

rightly pointed, KM can include the
key
documents
expertise
directories,
lessons-learned
databases, best practices and
communities of practice that reflect
and deliver knowledge to learners
at a particular time of need.
Mostly ICTs are very much helpful with respect to explicit

knowledge.
As many researchers have well identified that the tacit
CONCLUSION
Thus, the role of ICTs in KS is highly pivotal to achieve
organizational effectiveness.
To facilitate knowledge sharing, KM must understand the
requirements of the users, as well as the complexities and
potential problems with managing knowledge and knowledge
sources. Very broadly speaking, management must therefore
implement the right processes, frameworks, and systems that
enable knowledge sharing. They must also foster a knowledge
sharing culture that ensures that these investments are fully
utilized.

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UNDER SUPERVISION OF

DR. SAFAA HUSSEIN

organizations adaptability to the changing business

KNOWLEDGE MANAGEMENT AS Lloyds Register

KNOWLEDGE HIERARCHY & STRUCTURE

Explicit knowledge can be

transferred with the help of ITs and

THE SECI MODEL

Reychav&amp; Te'eni (2009)

perhaps the single most important

Knowledge sharing depends on the

at is motivation to introduce these technologies?

As put it, An intranet will not cause

hat are incentives for using the technologies?

ROLE OF IT KNOWLEDGE SHARING

knowledge and the other that

Figure 2 presents this process

First, knowledge sharing presumes an act of

Second, knowledge sharing presumes an

Barriers exist that may distort the

Formula for The externalization and

The Role of ICTs in Knowledge Management (KM) for

Knowledge can be discovered with the

FAILURE AND SUCCESS

Of course there is a tremendous

There are 11 Factors to Successful

FAILURE AND SUCCESS

For each of these

FAILURE AND SUCCESS

As Bielawski & Metcalk (2003)

Mostly ICTs are very much helpful with respect to explicit

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