Knowledge Management System for Manufacturing - Admission/Application Essay Example

Running Head: KNOWLEDGE MANAGEMENT Knowledge Management [The [The of the Knowledge Management System for Manufacturing Introduction If we analyze then we come to know that you make parallel your KM policy with your business plan and that part of this alignment procedure is deciding on whether to emphasize a codification or personalization execution of KM. They advocate that you pick one and devote 80% of your attempt to that one approach, while keeping the previous side causative at concerning 20%. The danger of Personalization Corporation trying to add self-service knowledge bases, for instance, is the alienation of customers who expect individual attention and don't want to be told to look it up. Codification Corporation that try to add know-how based solutions or in-depth personal notice risk losing their income margin. According to Webb (1998, 110-15), information is the potential for knowledge. Knowledge is actionable information that can be used crossways the whole organisation. The more knowledge an organisation possesses, the more it can reduce qualms. Davenport and Prusak (1997, 99-102), refers knowledge as fluid mix of framed knowledge, values, background information, expert insight and grounded instinct that provides an environment and structure for evaluating and integrate new experiences and information' Well no doubt, in associations, information is entrenched not only in documents or repositories but also in managerial routines, procedure, practices and norms. Consequently to gain spirited advantage, workers must be knowledge determined by appreciating the power of information and leveraging on that knowledge assets. According to the expert analysis knowledge management is not concerning construction computerised systems of human capital but it is concerning the development and implementation of activities designed to incessantly identify, obtain, apply, share, develop, produce, safeguard and measure organisation knowledge assets. Knowledge management is concerning unifying establishment knowledge. It is regarding developing the value of knowledge from time to time. It is the eventual resource that can be applied to implement association strategy as well as to attain our strategic focus. (Rampersad, 2002, 33-40) The central action of knowledge management is regarding moving organisation knowledge assets so that it can be used to improve output. (a) Specification of the elements necessary for any knowledge management system Implementation of Knowledge Management Practices The implementation of knowledge management exercise will lead to faster trouble solving and better management. No doubt, best practices can be shared crosswise the organisation. During knowledge preservation practices, organisations could decrease their cost of retraining new workers every time when knowledge strike happen. (Myers, 2006, 110-14) A few of the important impacts when adopting knowledge management: Knowledge management promotes knowledge sharing. Employees can get better their performance by contribution their knowledge through a range of activities like research, teaching, or from day-to-day socialisation procedure. By sharing their current and specialised knowledge they can upgrade their competencies and at the same time will improve organisation productivity. Knowledge that is embedded in every individual can be amalgamated and be functional by others in their day-to-day process or for planned used. (Wigg, 2002, 1-14) Knowledge workers can help each other in solving organisation problems. This will be an occasion for employees to know and learn the best rehearsal from those who have the particular knowledge. Organisation knowledge capital must be conserved since it helps company to maintain its competitive advantage. Employees acquire knowledge from a variety of sources when they are working on anything task given to them. The accumulate knowledge must be reserved to avoid knowledge walkout. Knowledge management give confidence knowledge sharing, growth, acquisition, and formation. These practices will transform the behaviour of employees to be more ground-breaking and imaginative. Moving towards knowledge-based organisation will end the labour concentrated manufacturing and leaves us by means of organisations which receive their added value from knowledge and originality they put in rather than the influence power (Handy, 1994, 17-19).Organisations that know how to leverage knowledge will succeed. Employees who are knowledge driven will become the change agents to the organisation. They will be able to track changes in the marketplace, which will reduce the surprises that arise by uncertainties. Transforming the culture of an organisation, from what they are doing now and satisfied with it, to a civilization which is foreign to them will be an extremely hard job. However, knowledge is power so, Knowledge management have to be the groundwork in every part establishment in the era of k-economy. Company have to realise that to gain spirited benefit it is not about selling its product to the global market, or keeping track of technical change etc but to stay spirited is to be able to leverage on its knowledge capital. (Bartol, 2002, 64-70) Competitiveness in Marketing and Knowledge Management Role Acquiring the information that an organisation wants to be competitive, whilst preservation the information, they already have in order to stay spirited is a complex task. Companies must balance the compensation of openness alongside its inevitable risks, maximising the competence of electronic communication with no making it a magnet for interloper. Experts say that organisations must incorporate crime and defence into a comprehensive policy, and also suggest that it's time to integrate cleverness and security essential with other knowledge management scheme and procedure. (Kingston, 2000, 121-31) Knowledge Management and Organisational Management Interrelationship In a variety of organisations, e.g. - public relations, saver relations, the corporation Web growth team, business security, academic property and licensing, the safety and user verification & management functions within information services, purchaser service, vendors and suppliers, contract workers, and any user on a network who has even "sticky-noted" a password to the side of his or her check. This awfully confused situation seems to beg the require for a unified safety function in today's environment of speed up knowledge delivery systems; though, centralisation of control can be as much a legal responsibility as it is an asset. Current organisations have documented the significance of KM as an aggressive advantage; though these organisations have agreed very little away concerning their actual methods of produce and managing information. (Politis, 2001, 354-64) There is still unwillingness in contemporary industry to discharge knowledge as it is thought of as a source of power and security, chiefly in western manufacturing. This reluctance in knowledge contribution has afterwards resulted in little sympathetic of the knowledge models and method used by these organisations and back up the commentary made by Nonaka (2000, 165-69). Knowledge Management Multinational Corporations (MNC) A strategic element that has turned out to be of central significance to MNC subsidiary performance is knowledge plus the management of knowledge. Knowledge mainly particularly market knowledge, which is in a straight line related to market information regarding customers, contestant, suppliers, distributors, and so forth, plus interior knowledge, such as expertise or specialised ability of operation is a deliberately significant resource for a firm, and it serves as a basic source of spirited advantage (Conner and Prahalad 1996, 477-501; Gold, Malhotra, and Segars 2001, 185-214; Grant 1996, 109-22; Jaworski and Kohli 1993, 53-70). If we analyze then we come to know that knowledge management ability refer to the knowledge management procedure in an organisation that expand and use knowledge inside the firm (Gold, Malhotra, and Segars 2001, 185-214). Knowledge management ability consists of three interrelated procedure: knowledge gaining, knowledge conversion, and knowledge request (Gold, Malhotra, and Segars 2001, 185-214). Knowledge gaining capabilities refer to the procedure of obtaining and build up knowledge. Knowledge conversion ability refer to the process of making breathing knowledge helpful; this includes a firm's aptitude to organise, put together (Grant 1996, 109-22), coordinate (Sanchez and Mahoney 1996, 63-76), and disseminate (Zander and Kogut 1995, 76-92) facts. Knowledge application ability refers to the procedure of using knowledge; this comprise the storage, recovery, application, contribution, plus contribution of knowledge (Almeida 1996, 155-65; Appleyard 1996, 137-54). Although previous literature makes clear the optimistic relationship connecting knowledge management ability plus firm performance (e.g., Gold, Malhotra, and Segars 2001, 185-214), some studies have used ecological market situation as moderators of firm scheme and performance rather than as past history (e.g., Grewal and Tansuhaj 2001; Jaworski and Kohli 1993, 53-70). Though this view believes environmental market circumstances, it fails to account for the straight effect of market ecological conditions on firms' strategic choice under the environment strategy--performance hypothetical structure. Under the surroundings plan performance structure, the strategic choice to expand knowledge management ability is a practical strategic option for MNC subsidiaries that assist them adjust to restricted market ecological conditions. The issue of whether the surroundings moderate the plan performance association or whether it serves as an precursor of strategy is particularly significant in the context of MNC subsidiary. The acquisition, change, and application of marketplace knowledge facilitate MNC subsidiaries to be responsive to client demand and local rivalry. As MNC subsidiaries expand better knowledge management ability, they can more efficiently expand marketing offerings to meet client needs (Hunt 2000, 221-28). Knowledge of the spirited environment allow MNC subsidiaries to categorize their market offerings inside a benchmarking structure, thus enabling them to assess their location and determine suitable spirited actions (Hunt 2000, 221-28). Consequently, MNC subsidiaries that have better knowledge of the industry (than their competitors) can influence their strengths alongside their competitors' weaknesses, invalidate their competitors' strengths from side to side separation, and internalise their competitors' strengths through simulation (Li and Calantone 1998, 13-29). By means of greater knowledge management ability, MNC subsidiaries can get hold of and use marketplace knowledge more efficiently and powerfully, which marks in above-normal presentation. Interior knowledge can be knowledge or special skills related to the interior process of a firm. No doubt, technologies contribute to the individuality of products, get better excellence, and reduce manufacture costs. Skills such as excellence control or developed systems get better product quality and reduce together production and government costs. Thus, MNC supplementary by means of greater knowledge management ability (i.e., accretion, conversion, and application) can expand better knowledge or special skills, thus creating a spirited advantage. Applying Knowledge Management Solutions If we analyze then we come to know that knowledge management principles and method play an important part in the achievement of an alliance. Some essential principles include: a methodical approach for capturing, codifying and contribution information plus knowledge, a focus on building communal capital to enable collaboration amongst people and communities, an emphasis on learning and education, and precedence on leveraging knowledge and know-how in labour practices. (Hendriks, 2004, 113-25) simple access to information and information is a chronic theme in winning alliances. As our considerate of the precise nature of these knowledge-management methods is still limited, companies require recognising the significance of building these methods into their alliance procedure. Though, lessons from first-generation knowledge management proposal have shown that knowledge alone will not ensure the achievement of a knowledge management program. No doubt, human support is required to ensure that the information in a arsenal remains present and is of high quality. Hiring a "knowledge custodian" is a helpful step to attain this goal. Knowledge stewards characteristically capture, codify and distribute relevant knowledge for a specified project. For planned alliances, stewards capture thorough information on breathing coalition contracts, which are critical when, decides whether or not to associate with an exacting organisation. (Herschel, 2001, 107-16) Stewards have to also imprison, codify plus distribute industry-specific information so that plan developers are up to with the knowledge to recognize key players and strategies in a agreed business Due to the nature of their work and the category of knowledge being imprison (i.e., contracts plus industry-specific information), grouping knowledge stewards have to have brawny writing plus communication skills as well as a high-quality sympathetic of both the lawful language and the business. (b) a comparison of the architectural details of at least two commercial systems (e.g. data repositories, connectivity services, user interfaces) Comparison of 2 Real Commercial Knowledge Management Systems IT Based Scenario If we analyzed then we come to know that critical success for an organization to survival in a rapid change of today's business world is to create an effective management of information and related information technology. More than ever before, IT infrastructure is both key for business strategy and the source of competitive advantages and critical achievement factor in many industries. At the similar, IT infrastructure that supports commerce has grown quickly in a scope and extensiveness, becoming more and more difficulty than ever and before. More highly, IT enters into a new era where operational fineness counts, IT organization are focusing labors on humanizing IT service levels as also reducing the service release and service support cost as a key driver for delivering IT value. Value added by put into practice control approach, jointly with IT service management, it will benefit the commerce world and enter into a new commerce world. This paper emphasize two well practice IT supremacy, COBIT, which is control approach labor closer with the organization goal. ITIL, IT service management, which value added to the organization for advantage the organization from civilizing customer approval. This paper also exemplify how risk and control subject on map COBIT control approach, also how ITIL advantage the organization from the service support and service release that been careful as the heart of the ITIL structure for IT service management (Alpar, P. and Kalmring, D. 2001, pp.730-742). Knowledge Management and IT Services "Knowledge" is a set of beliefs, expertise, experiences and assumptions that the human mind uses to form casual relationships between phenomena, and assign meaning to data in order to generate information." (Sanchez and Heene 1997). Research in knowledge management classically classifies knowledge into two essential forms: 'tacit' and 'explicit' knowledge. No doubt, explicit knowledge is knowledge that is clearly articulated and in businesses, such knowledge is often collected, stored and discrete as management information (Bose, R. 2004, pp. 457-468). As a wide-ranging rule of thumb, open knowledge consists of anything that can be recognized, archived and codified, often by means of the help of Information Technology. Tacit knowledge is the individual knowledge of a personality that is typically not obviously expressed. It is based on taught skills and experience, and covers personal belief, viewpoint and values. Tacit knowledge consists of know-how's or experiences restricted in people's heads and it is "subconsciously understood and applied, difficult to articulate, developed from direct experience and action, and usually shared through highly interactive conversation, storytelling and shared experience." (Zack 1999) Tacit knowledge, so, has little value, if it remains dormant and not used for competitive advantage. We ought to aim to transfer additional of the tacit knowledge to explicit knowledge from side to side knowledge management (Clarke, T. & Rollo, C. 2001, pp. 206-214). Knowledge management has two characteristic tasks: 'to make easy the creation of knowledge and to administer the way people split and apply it.' (Marchand, Davenport & Dickson 2000) I have the same opinion with Sveiby (2000) that knowledge is an individual faculty; it is not impressive that can be "managed". Ariely G. 2003 optional that knowledge management could "perhaps be approached by organization the processes connecting to the domain of Knowledge management, rather than arrogant to manage the information itself." No doubt, the association among knowledge management (KM) plus intellectual capital (IC) is not simple and indistinct at times. Much has been written on the subject of intellectual capital, and the preponderance of the literature classifies IC into 3 main categories: human capital; structural capital and purchaser capital. Moreover, experts define thinker capital as "intellectual material-knowledge, information, academic property, experience-that can be used to generate wealth". He believes that a victorious company and an ineffective one lie in its human, structural and purchaser capital. There is extremely small literature that links KM and IC but Ariely G. (2003) argues that "if knowledge is part of human capital, then managing knowledge is part of the structural capital. So that victorious KM is in itself, part of the organization's scholarly Capital, in adding up to the knowledge included in it as a procedure, and in its people." (Gumbly, H. 1998, pp. 175-177) Because knowledge is becoming the competitive advantage of companies and hence, IC will become the source of future wealth. Therefore, the motivation to manage IC comes of course from the inherent value that arises from the process. Identifying a firm's assets, particularly its academic assets the proprietary knowledge uttered as recipe, formula, trade secret, creation, program or procedure has become critical to a company's on the whole vision and strategic plan and necessary in transactions such as store offerings or mergers (Sullivan, 2000) If the result of knowledge management is the formation of new knowledge and inventions and certainly, they are precious assets to the company, it is necessary that these scholarly capital are 'protected' from a legal viewpoint. If left defenseless, a good invention or creation may be lost to competitors (Hansen, MT, Nohria, 1999, pp.106-116). Knowledge for Running Effective ITIL Processes ITIL, recognized as IT Infrastructure Library was urbanized in the delayed 1980s by branch of British Government. The major purpose for British Government to expand ITIL is to capture and endorse trade effectiveness in the use of information system due to the rising of the organizational demands to decrease the cost in the mean while mean uphold or improving of the IT services. It essentially provides a foundation development of the usage and the result of operation arranged of IT infrastructure inside the organization. Nowadays, ITIL been well identified as a public body knowledge of given that a finest practice service management frame work to help and get better the organization service level and reduce IT cost. It value came from by supporting a broad service delivery, support recommendation and common define and expressions. ITIL direction not only allows organization to regulate the IT infrastructure also, influence the best practices crossways the organization to help the organization to attain their business objectives as well as IT operational development (Hyde, A.C. and Mitchell, K.D.2000, p.57). Knowledge of Management Support for ITIL Processes The ITIL concepts involve many parties, whose they are industry experts, consultant and partitioners to work closer in monitoring and tailoring its service to the needs of the organization, in order to achieve enhancement of service quantity and quality, as well develop effective and efficient processes (Polanyi, M. 1966). The self-governing view of the outside consultant able to break away the inflexible structure in term of interior culture that been developed decade and meet the obligation of the organization. Beside as direction, it also provides training, coaching, vocational and expert assessment as well as consultancy. ITIL is more than a guidance or key issues for commerce strategy and the source of competitive advantage, in the similar time it support the fast grow of complexity of information, filtering the helpful and un-useful information. As a result, it is a tool of dropping risk by asking to keep and inform the latest and new technology, continuing to support the obtainable IT solution, which in a straight line support by means of the trade objectives. It brings significant compensation to client, end user as well as the organization itself. Yet, specialist foresee a few possible problem of this well know IT service management (Reimus, B. 2001). Processes Undertaken in Incident Management by IT Service department Which is, the process of restoring the normal service operation, as quickly as possible and to minimize the unpleasant impact on business operation. This solution is to assist solve incident rapidly and consistently. In addition, duplicate incident submitted by single user or other can be associated together. Processes Undertaken in Problem Management by IT Service department It is to reduce the unfavorable impact errors within the IT infrastructure and to put off recurring incident associated to these errors. It also can recognize the main reason grounds of problem and the administer action will be taken to correct the error. Processes Undertaken in Configuration Management by IT Service department Management process, which to confirm the configuration records of the entire element of the IT infrastructure, as well as offer precise information to support further management function. Helpdesk Systems Functionality for Knowledge Management It is interesting that this subject, system support at the workplace, would be a topic for a paper in this course. System support in my workplace is at present a sore subject that is constantly being debated and concepts constantly thrown about. Presently there is no configuration management nor software/hardware management team in place, though one is always discussed about being developed. What is presently in place is a help desk and networking section that supports users on all issues to include software deployment and configuration approval issues. Support systems within my organization are comprised of several different system support designs, however, I think it is necessary that I give an understanding of how the organization that supports systems is made up. We have the Director and the Deputy Director, and under them we have several departments, each with their own organizational manager. Now I will be concentrating on one department in particular. That will be the department that has within it several sections; Helpdesk, Networking, Infrastructure, and last but not least the Information Assurance section (Zack, M.H. 1999, pp.45-58). The helpdesk and networking section is comprised of experts being second in accuse and numerous other military and civilian (contractors) employees. The major intent of helpdesk is support of the network and clientele and to offer brilliance support for all hardware and software issues. With the quick increase in technologies in the place of work, joint by means of other interior and outside factors such as latest regulations, staff turnover, revised coverage requirements, and additional technological issues, our means of support is continually changing since no procedure is in place, though, sure essential functions have not distorted; the manager is still the key connection among policy and forefront staff. At times we all discover it hard to comprehend fully the depth of all the changes, to uphold high standards in helpdesk and network support and to shape out how we can oversee most efficiently in these troubling times. We have attempted though to create, for our customer's expediency, a help site for ordinary and crisis issues. Help Center It is the IT Help Desks mission to provide first-level computing support to the organization. The IT Help Center specifically provides support regarding the use of the email/conferencing system, Intranet, Internet, software applications and operating systems. We are also an outstanding resource for the discovery and taking away of computing viruses and by means of disc revival. The customers inside my organization though does have instant access to qualified, knowledgeable IT Help Desk support throughout business hours and use the Help Desk to help decide all technological questions and troubles. The entire calls positioned to the Help Desk are answered (by Help Desk employees) inside 20 seconds of call. Every voice mail messages received throughout duty hours are answered inside 30 minutes of receiving. Every e-mail messages are answered inside 1 hour of receipt. The entire voice mail messages received following duty hours are answered by 8:30 a.m. of the subsequently working day. In the case of VIP service needs, technicians are sending off and arrive at the site inside 30 minutes of early contact. About 45% of the service needs received throughout the month are set on at the WGM level, no work-site technological sustain required, since of WGM's placement, inside 1 hour of diagnosis of the report of difficulty. User difficulty reports or service requests not resolvable at the WGM level are right away assigned either to a technician who is give with obtainable information related to the difficulty for instant resolution. Recommendation From the start of study for these two approaches, a further consideration of the interrelated among the business nowadays and IT managements and infrastructure are heavy connected. For a lot of organizations today, IT technology and tool hold up its most precious and significant assets. In todays competitive and rapidly altering business earth, management is expecting IT to bring function, which clever to incessantly deliver and get better existing service and position, in difference reduce cost and time length. As a consequence, lots of organizations realize and be familiar with the potential benefit that expertise can surrender. Consequently, in order to catch up by means of the quick change of trade world, enterprise outsourcing it control and information executive system or employ specialist to design an improved approach to meet the requirements. It governance came in and turn into more and more significant and famous. It been describe as a structure of the association and processes to direct and manage the venture in order to attain the enterprise's goals and objectives from side to side adding value to it as balancing risk versus its return over the procedure. IT resources and information have been plan to work earlier with the exact organization to put together the top practice of scheduling and organizing, obtaining and put into practice, delivering and supporting, as well as monitoring the IT performance to make certain that the enterprise's information and linked technology support its trade objectives. In current year, the requirement for controlling, speed and excellence of the service to in the information technology turn into very significant in term of information safety and control in IT, also end patrons are most focus on the data release whether is precious, precise and time management. (c) explication of measures of effectiveness for KM systems. Implications of Knowledge Management in an Organisation In recognize the knowledge in a company; each organisation have to be aware of their own aptitude, such as their proficiency and competencies. Any interior knowledge have to be made visible inside the organisation, such as identifying superlative practices in the organisation. Moreover, there are a number of ways to recognize the outside knowledge, such as by comparing with the knowledge of the contestant, learning from the experts of other corporation and also having collaboration with the competitors. Identifying the gaps in a corporation knowledge and ability is an effectual catalyst in learning procedure. Once the gap among knowledge possessed and knowledge essential by a corporation is identifies, efforts to slender down the gap will trigger learning procedure in acquiring the essential knowledge. (Abell, 2005, 115-21) Usage and Utility of Knowledge Management in an Organisation Acquiring, developing and build up of knowledge has no meaning unless the knowledge obtain, developed and get together is used. Knowledge is of no value if it is not practical. People in an organisation have to be confident to use knowledge. The productive operational environment that support application of novel knowledge and allows persons or group to access company intellectual asset help in the support to knowledge application. Studies have shown that persons make use of knowledge based on expediency. (Motta, 2004, 181-90) so there is a need to have a simple knowledge infrastructure that is easy to use, offer knowledge in time and have connectivity. In the middle of the barriers that existed in knowledge application are persons have become too comfy with the routine labour that they do not feel there is necessitate of new ways to get better their routine. (King, 2003, 70-72) Applying new knowledge could also lead to the mistake of a leader being lack of skill rather than readiness to learn and believe changes. The usage of new knowledge depends on the excellence of the knowledge that is the reimbursement of using it. (Mouritsen, 2005, 8-28) Implementation of Knowledge Management Practices No doubt, the implementation of knowledge management exercise will lead to quicker difficulty solving and improved decision-making. Best practices can be shared crosswise the organisation. Throughout knowledge conservation practices, organisations could decrease their cost of retraining new employees each time when knowledge strike happen. (Myers, 2006, 110-14) Some of the important impacts when take on knowledge management: Knowledge management endorse knowledge partaking. Employees can get better their performance by sharing their knowledge during diverse activities like study, training, or from day-to-day socialisation procedure. Knowledge Management and Organisational Management Interrelationship In diverse organisations, e.g. - public relations, shareholder relations, the corporation Web growth team, corporate security, thinker property and licensing, the safety and user verification & management functions inside information services, purchaser service, vendors and dealer, contract employees, and any user on a network who has even "sticky-noted" a password to the surface of his or her monitor. This awfully confused state of affairs seems to beg the require for a unified safety function in today's surroundings of go faster knowledge delivery systems; though, centralisation of control can be as much a accountability as it is an asset. Knowledge Management Multinational Corporations (MNC) A strategic constituent that has turned out to be of central significance to MNC subsidiary presentation is knowledge plus the management of knowledge. Knowledge most particularly market knowledge, which is directly connected to market information regarding customers, contestant, suppliers, distributors, plus so forth, and interior knowledge, such as skill or specialised skills of process is a strategically significant resource for a firm, plus it serves as a basic source of spirited advantage (Conner and Prahalad 1996, 477-501; Gold, Malhotra, plus Segars 2001, 185-214; Grant 1996, 109-22; Jaworski and Kohli 1993, 53-70). Knowledge management ability refers to the knowledge management procedure in organisations that expand and use knowledge inside the firm (Gold, Malhotra, and Segars 2001, 185-214). Applying Knowledge Management Solutions If we analyze then we come to know that knowledge management principles and method play an important part in the achievement of a coalition. Some basic principles comprise: a methodical approach for imprison, codifying and contribution information and knowledge, a focus on structure social capital to allow collaboration in the middle of people and communities, an stress on learning and education, and a main concern on leveraging knowledge and knowledge in labour practices. (Hendriks, 2004, 113-25) Easy access to information plus knowledge is a chronic theme in winning alliances. Whilst our understanding of the precise nature of these knowledge-management techniques is still incomplete, companies require recognising the significance of building these methods into their alliance processes. Conclusion Knowledge Management policy is characterized by its objective and methods used to chase the goals. The goals, methods and procedures can be administer in a central or de-central way. The company wishes to determine whether to retain the central strategy or de-central policy. In the case obtainable, the company it seems that maintained the two typologies to address the wants of the clients. Consulting firms similar to AMS have to distinguish among open knowledge which can be explicated and recognized on media on one hand and implied or tacit knowledge, typically bound by an individual's exact experience, worth system, education methods and communication with further people on the other (Zack, M.H. 1999, pp.45-58). An innermost Knowledge Management strategy entail that the firm has already developed methods that codify, store, deal out and allow the use again of knowledge. This was the strategy at first employed by AMS in their preceding projects but is this still suitable in today's standards' The additional policy is de-centralized meaning knowledge is closely linked to the person who has acquired it. No doubt, networks of persons are built to fasten people so that understood knowledge is shared all through direct person-to-person agreement. References Abell, Angela and Oxbrow, Nigel. (2001). Skills for the knowledge economy: the reality of the market-place. Business Information Review, 16(3), 115-121. Altbach, Philip G. (2002). Higher education in the third world: themes and variations. Hong Kong : Maruzen Investment (HK) Ltd. Anonymous (2000). Memorandum persefahaman mengenai penyediaan pelan induk ekonomi berasaskan pengetahuan negara. Kuala Lumpur : Kementerian Kewangan. Retrieved from the World Wide Web: http://www.treasury.gov.my. Anonymous (2001). Information: every business is an information business. 1-3. Retrieved January 27, 2001 from the World Wide Web: http://library.dialog.com/newltrs/dialect/issues1/info.html Brooking, Annie (2005). Intellectual Capital. London : International Thompson Business Press. Brooking, Annie (2003). Corporate Memory: strategies for knowledge management. London: International Thomson Business Press. Cascio, Wayne F. (2002). Managing Human Resources: productivity, quality of work life, profits. New York : McGraw-Hill, Inc. Cashmore, Carol and Lyall, Richard (2003). Business Information: systems and strategies. New York : Prentice Hall. Chidambar, Anna (2004). Nurturing knowledge workers. Malaysian Business, May 1, pp41-42. Davenport, T,H. and Prusak, L. (2007). Information ecology: mastering the information and knowledge environment, Oxford University Press : New York. Abell, Angela and Oxbrow, Nigel. (2005). Skills for the knowledge economy: the reality of the market-place. Business Information Review, 16(3), 115-121. Almeida, P. (1996), "Knowledge Sourcing by Foreign Multinational: Patent Citation Analysis in Semiconductor Industry," Strategic Management Journal, 17 (Winter Special Issue), 155-65. Appleyard, M.M. (1996), "How Does Knowledge Flow' Interfirm Patterns in the Semiconductor Industry," Strategic Management Journal, 17 (Winter Special Issue), 137-54. Armstrong, A. & Foley, P. (2003) Foundations for a learning organisation: organisation learning mechanisms. The Learning Organisation Journal, 10 (2), 74-82. Bartol, K. & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organisational reward systems. Journal of Leadership & Organisational Studies, 9 (1), 64. Bloodgood, J.M. and Salisbury, W.D. (2001) Understanding the influence of organisational changes strategies on information technology and knowledge management strategies, Decision Support Systems, Vol. 31, pp. 55-59. Brooking, Annie (2004) Corporate Memory: strategies for knowledge management; London: International Thomson Business Press. 119-26 Carter, C. & Scarbrough, H. (2001). Towards a second generation of KM' The people management challenge. Journal of Education & Training, 4 (5), 215-224. Choo, C. (2001). The knowing organisation as a learning organisation. Journal of Education & Training, 4 (5), 197-205. Conner, Kathleen and C.K. Prahalad (1996), "A Resource Based Theory of the Firm: Knowledge Versus Opportunism," Organisation Science, 7 (5), 477-501. Davenport, T,H. and Prusak, L. (1997). Information ecology: mastering the information and knowledge environment, Oxford University Press: New York. 99-102 Davenport, T.H. and Prusak, L. (2000) Working Knowledge: How organisations Manage What They Know, Harvard Business School Press, Boston. 59-63 Gold, Andrew H., Arvind Malhotra, and Albert H. Segars (2001), "Knowledge Management: An Organisational Capabilities Perspective," Journal of Management Information Systems, 18 (1), 185-214. Handy, Charles (2004). The age of unreason. Boston : Harvard Business School Press. Johnson, Mike (2005). Managing in the next millennium. Oxford : Butterworth-Heinemann Ltd. Kahaner, Larry (2006). Competitive intelligence: from black ops to boardrooms 'how businesses gather, analyze, and use information to succeed in the global market. New York : Simon & Schuster. King, William R. (2007). Integrating knowledge management into IS strategy. Information System Management. 16(40), 70-72. Meltzer, Morton F. (2001). Information: the ultimate management resource 'how to find, use and manage it. New York : Amacom. Myers, Paul S., ed. (2006). Knowledge management and organizational design. Boston : Butterworth-Heinemann. Nonaka, Ikujiro and Hirotaka, Takeuchi (2005). The knowledge creating company. Oxford University Press. Ow, Chee Keong, Frankie, Dr. (2001). Achieving sustainable performance by leveraging on knowledge 'an organization behavioral approach. Kuala Lumpur : JT Frank Management Center, Knowledge Academy Asia. Sun Tzu (1996). The art of war. West Hollywood, Ca : Dove Books. Tempoe, Mahen (2003). Motivating knowledge workers 'challenge for the 1990s. Long Range Planning, 26. Tiwana, Amrit (2000). The knowledge management toolkit: practical techniques for building a knowledge management system. New Jersey : Prentice Hall PTR. Toffler, Alvin (2005). Future shock. New York : Bantam Books. Webb, Sylvia P. (2008). Knowledge Management: linchpin of change' some practical guidelines. London: Aslib. What is the knowledge economy' (2007) Retrived from World wide web: http://www.moc.govt.nz/pbt/infotech/knowledge_economy/knowledge_economy-04.html. Wilder, Clinton (2000). Knowledge is power and profit. Information Week , 777, 167. Read More