Critical Assessment of Applying Information and Communication Technologies in Knowledge Innovation - Essay Example

Critical assessment of applying ICT in knowledge innovation Name Institution Date Question 3 Critical assessment of applying ICT in knowledge innovation Introduction There are possibilities and also limitations of utilising information and communication technologies (ICT) within knowledge innovation or transfer processes. Knowledge innovation and transfer is more evident in organizations and learning institutions. There is a rising importance for information transfers in these institutions. According to Swan et al (1999, p.262), organizations are more concerned with innovation rather than quality and efficiency for developing a competitive advantage against its rivals. Innovation among users and its implementation in business processes develop a firm’s best practice which is an important aspect of business practices. Networking is important in innovation and to the general organization practices since it involves acquisition of information which might be important for business development. Information and communication technologies are used in trainings, communication and networking within organizations and externally in their work processes. This improves professionalism and learning initiatives for employees and executives. Employees in organizations interpret technology differently within their working environment and as a result the impact of ICT might differ in organizations. Implementation of the ERP systems in organizations is one of the tools that organizations employ in information management internally and out of the organization linking the organizational departments. ERP links organizational units and enhance information flow among organizational functions and between the organization and its stakeholders. The management tool involves software and hardware installed throughout the organization. EPR tool is used to integrate organizational processes such as supply management, finance, inventory maintenance and human resource management. It reduces organizational risks (Nilesh, 2007). Examples of technologies utilized by organizations are such as web 3.0 technology and web 2.0 technologies. This has long created innovativeness in sharing communication, creation, processing and information presentation other that storing information and knowledge. However, there are also limitations to these aspects of ICT in knowledge transfer. This paper provides a critical analysis of possibilities and limitations of utilising information and communication technologies within knowledge innovation processes (Barnes, 2012). Possibilities of Information and communication technologies in knowledge innovation processes There are possibilities of employing ICT in knowledge innovations and transfer processes such as coaching and mentoring in organizations. According to Barnes (2012), some workers in an organization appreciate changes including technological changes; however, it is not the same for all employees since some resist such changes brought about by Information and communication technology. Technology is believed to I statute changes in the organization inform of its work, flow of information, flexibility, and work dehumanization. ICT can be utilized in knowledge innovation processes through networking. Swan et al (1999) illustrates that, individuals within the organization can easily identify new technologies through external networking events which could be beneficial to their organization. It is therefore important that employees have direct contacts with employees of other organizations and the public so as to gain knowledge and information. Individual employees then influence the rest in the organization of the possible benefits of implementing the new technologies. Internal networking plays a major role in mobilizing adequate skills, knowledge and resources required to implement the technology. Networks act as channels of transferring information and knowledge from suppliers to consumers so as to facilitate adoption of changes. Innovation highly depends on the social and organizational contexts which are influenced by individuals (Swan et al, 1999, p.263). Technology is likely to be implemented through social constructivism. Social interactions among actors give rise to new technologies and technological changes. Individuals understand technology differently and users of the technology socially construct it depending on the different applications technology has. The organization’s thinking is subject to the culture that individuals develop which arise from their social definition and technological interpretation. Since individuals develop expectations from technology, they are likely to redesign the technology to suit their expectations if the prospects are not met. However, some might ignore or resist such technologies. Reshaping technology leads to changes and creation of a new technology application. The understanding of technology is constructed over time among individuals through their interaction with society and learning. This facilitates acceptability and sharing of the technology which is then integrated in the organizational culture, business processes, organizational communication and work practices (Barnes, 2012). Another possibility for utilizing information and communication technology in knowledge innovation is through linking organizational units using enterprise resource planning. This involves creating a technical system that facilitates sharing if knowledge and information among business departments and levels of management as illustrated below: Supply chain Accounting Manufacturing Management and finance Human resources Data services Project Access control Customer relationship Management management EPR is a tool used to integrate organizational processes through software and hardware installed throughout the organization. There is diversification of operations in the business environment. Organizations implement enterprise resource planning as a tool to enhance internal and external management information across the organization. It provides information needed by the strategic level management for acute decision making. The organization is also able to adequately adjust to positive changes through the swiftness that ERP offers. This ensures an effective management of time for complex processes such as documentation, training, configuration and testing. Knowledge management and innovation enables capturing, acquisition, creation and sharing of information or knowledge and expertise. Organizational learning proficiencies is improved through connecting the intellectual and social capabilities of individuals within the organization. It enables people to recognise knowledge as a vital source of potential innovativeness in the organization and not just simple information. According to Swan et al (1999, p.264) knowledge management improves the ability of the organization to exploit information through acquisition and information transfer or deployment. Mentoring and coaching is one of the processes for capturing and deploying information under similar situations. Mentoring identifies potential and cultivates it to achieve objectives set by a learner. The learner will therefore dedicate time and personal commitment in order to be absorbed in the process. This makes the learner aware of themselves and activities around them. Coaching will also require time by the organization, however, shorter than mentoring. The leaner sets goals but leaves to a coach setting of sub-goals and skills. In this case, the management should be ready to receive feedback that the coach gives through observation. CEO will be therefore required to apportion his time for other office duties and at the same time observe how his leaners are faring on (Minter and Thomas, 2000). Possibilities of utilizing information and communication technologies in knowledge innovation processes can be illustrated by the theory of epistemology of knowledge and knowing. Knowledge can be categorised into dimensions of explicit or tacit and individual or group knowledge which are bridged by transfer or sharing processes. According to Cook and Brown (1999, p.382), organizations define explicit knowledge as that which can be easily officialised. On the other hand, skills, know-how and associated knowledge aspects fall in the tacit knowledge category. The tacit skills possessed by an individual can be employed for organizational benefits while others cannot. The concept of knowledge and knowing (Cook and Brown, 1999, p.382) + Knowledge Bridging epistemologies Fondness in groups and an individual will vary thus providing a better environment for organizational learning, organizational knowledge and routines. Cook and Brown, 1999, p.385) state that, learning processes take place in individuals’ minds. Through participation, community practices and knowledge creation, information is transferred and shared. Management of knowledge in organizations is also considered to link different aspects if the organization including the structure of the organization, its culture, strategies and effectiveness. According to Zheng (2009, p.763), organizational effectiveness and its strategies or context are connected by knowledge management. This is important in attaining success or productivity of a firm. The importance of knowledge management provides a lee way for incorporation of ICT in knowledge innovativeness processes. Knowledge also enhances customer focus, minimizes costs, improve relations among employees and leads to organizational development. Incorporation of ICT in the knowledge management process saves time that could rather be used in manual acquisition of information and costs related to the same. Technology easily links consumers to the organization thus improving quick response to consumer needs. Sharing information within the organization through official bases or social interactions also enhances relationships between employees (Thompson and Ackroyd, 2005). Another way in which ICT can be employed the knowledge innovation process is through leadership and management. Management and leadership skills help managers to instil confidence, motivate and setting an appropriate direction for staff and inspiring them. They however differ in some organizational aspects. Leadership tend to focus mainly of services and establish reasons for certain practices while management focuses on profits and attempts to identify ways of carrying out organizational practices. According to (Kotter, 2008) effective communication is one of the major management tools that bind organizational units’ together, working towards common corporate goals and ensure efficient productivity. In this is the case, being a manager of a department in medium sized firm will require faster and more efficient information transfer systems. Company management and leadership are important tools for the success of the company. These help in setting direction, motivating and inspiring individuals and teams for co-ordination of workload and outputs. Limitations of Information and communication technologies in knowledge innovation ICT application in knowledge innovation involves use of tacit knowledge like the somatic-limit and collective tacit information. Implicit knowledge has limitations such as those of the human body and brain in the case of Somatic-limit implicit language. However, somatic-limit implicit knowledge has no limitations when it comes to programming or inputting knowledge in machines. Knowledge is considered in the aspect of collectiveness of individual humans and cannot be held by a specific individual. Knowledge changes with time with respect to a community bearing it and individuals within such communities have no control over the knowledge (Collins, 2007, p.260). There are managerial limitations of using ICT in knowledge innovation processes. Many organizations still fail to consider their features for compatibility and success purposes while implementing a knowledge management initiative. On the contrary, they consider implementation of the initiative as implementation of simple software. According to Zheng (2009, p.769) it is important for organizations to create an environment that is knowledge friendly with suitable cultures, strategies and structures. For effectiveness to be realised, these aspects of the organization must be well integrated. Cultural values of individuals are identified to have a major effect since it translates to establishment of the organizational culture and value of the organization. It determines the reason for generating knowledge, sharing or utilizing it within the organization and how these activities will also be performed to benefit a firm (Love et al, 2011). Most technical structures arise as a result of social interactions among individuals in society and the environment. Technology and technological changes result from these interactions and is adopted by individuals within the society. Technology also has negative influence on the society through social constructivism among children and adults. The current social networks and news on televisions about crimes child might think that fighting makes people superior than others and may also practice the same. Technology has a great impact on the mental state of a child, other than education; a child might also be exposed to harmful knowledge and develop to be a societal disaster. Through the interaction of children with the society children develop their own understanding and knowledge. The knowledge and information acquired is shared among the age group through interactions. In case one seems to be a bit different from the others, there can be isolation and the child’s development will be affected. Connolly (2006, p. 15) says that people’s cultural perspectives of others affect the interactions between groups of people. The child might also live in fear. Utilizing Information and communication technology for knowledge innovation can also pose a challenge to an organization’s workforce. Some workers might resist any changes that come with technology and its implementation. Differences in employees’ contexts, beliefs and expectations of technology are caused by their varied understanding of how technology works. This affects the working environment and productivity of individual workers which also affect organization’s productivity. Technological cultural and social aspects are both aspect of importance in case of knowledge innovation. Other than technology having an impact through social constructivism, the social aspect also affects technology. The assumptions and compatible or incompatible ideas about technology is likely to be spread among the workforce through social constructivism. Wrong technological ideas will cause resistance to incorporation of ICT in the business processes (Roberts, 2006). Dehumanization is another limiting factor for utilizing ICT in knowledge innovation processes. Employees will resist implementation of any new technologies due to fear of losing their jobs. Although organizations appreciate technology and will want to improve their productivity, resistance from the workforce is likely to tamper with effectiveness of technology. Technology reduces the number of human efforts used in acquiring information and increases productivity (Swart and Kinnie, 2011). Another limitation for technology is the chance of its incompatibility nature with organizations’ structures or arrangements. This means that major changes will be needed before implementation of the technology in the organization. As a result, many organizations might not adopt ICT in its knowledge innovation within their business. It is therefore necessary to analyse the intended technology to determine its effects and benefits on individuals and the organization as a whole before implementation. The materiality and power of the organization also need to be determined so as to prove its viability. Most organizations cannot change the whole structure of the organization in order to implement a given technology. On the other hand, technological applications are modified to create new applications and might also pose challenges to organizations in case they need the option of modifying such technologies instead. There are shortcomings that ERP poses to the organization through its implementation. Reconstruction procedures aimed to adopt business processes to ERP system might interfere with the organization focus on important issues and competitiveness. The costs involved in switching and upgrading organizations’ systems to ERP increase their expenses and might be expensive for some to afford. The management is likely to divert attention by focusing to prevent transfer and sharing of important information between organizational units. This can result to shortcomings and the company experiencing problems with its supply chain including the business functions integrated techniques and implementation procedures. Conclusion Knowledge innovation and transfer processes are vital if organizations are to realise effectiveness in their operations. Development of information states from individual and organizational levels which then affect the environment and firms are also affected by information from its environment. The increasing importance of knowledge and knowledge sharing necessitates utilization of information and communication technologies within organizations and its applications by individuals. There are possibilities of implementing ICT in knowledge innovation processes. However, there are also limitations hindering utilization too. Business organizations must understand their features and business processes to be able to employ ICT effectively. 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