Decision making under uncertainty / KNOWLEDGE management

8 important questions on Decision making under uncertainty / KNOWLEDGE management

What are 3 key knowledge management activities?

Capturing & re-using past experience
Creating, maintaining & exploiting knowledge stores
Embedding knowledge in processes, products & services

What are 3 different knowledge routines during different phases of the innovation process?

1. Discovery
2. Realization
3. Nurturing

What are four classifications for knowledge?

Two axis:
Y-axis: Explicit (codifiable, objective, not personal) or Tacit (difficult to codify, subjective, personal)
X-axis: Individual or Collective
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What are four types of modes for knowledge creation?

• Socialization – tacit to tacit knowledge
• Externalization– tacit to explicit knowledge
– conceptualization & crystallization
– recognizing & resolving contradictions
• Combination–explicit to explicit
•Internalization – explicit to tacit

Four critical questions concerning knowledge management:

1.Which practice is to be transferred?
2.From who should it be transferred?
3.To whom should it be transferred?
4.How do you enable successful transfers?

What is the COE (center of excellence) approach? Give 3 types

Group or individual that transfers, leverages and updates knowledge

1. Charismatic center: One guru
2. Focused center: small team, single location
3. Virtual center: larger groups, several locations

What are 3 knowledge sharing dilemmas? What are solution for them?

Dilemmas
• Motivate members to share knowledge
• Prevent ”free riders”
• Reduce costs / maximize the efficiency of knowledge transfers

Solutions
• Create a “network identity”
• Network “rules” for knowledge protection
• Multiple knowledge-sharing processes and sub-networks

What do Wenger & Snyder suggest for getting activities going.

Managers should:
• Identify potential communities of practice that will enhance the company’s strategic capabilities
• Provide the infrastructure that will support such communities and enable them to apply their expertise effectively
• Use non-traditional methods to assess the value of the company’s communities of practice

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