Knowledge Management, Organizational Learning, Innovation and Social Networks - Essay Example

Lecturer Knowledge Management, Organizational Learning, Innovation and Social Networks Introduction All competitive organizations must adequately prepare and direct operational efforts for the future. The business challenges experienced by these enterprises in the presently turbulent times, illustrate the need to develop organizations that are relatively more efficient, resilient, adaptive, innovative, creative and agile (Garrison 2011). It is presently becoming clearer that the conventional hierarchical organization, developed through the department structure and compartmentalization, will provide avenues for a socially synergistic organization based on the ever changing communities and also the sharing and innovation culture (Conway 2014). Thus, the path towards the Social Business approach is the most desirable and inevitable. Organizational Learning Approach Organization learning entails the approach of developing, retaining and also knowledge transfer in an organization. Organizations generally develop with time, through the acquisition of additional experience. The experience results into adequate generation of the organizational knowledge. The organization knowledge is very diverse and broad, and it covers areas that improve all the organizational aspects (Argote 2009). The areas that additional knowledge enhance include; production efficiency, beneficial investor relationships, and customer satisfaction (May 2010). Knowledge is commonly generated through four key perspectives; individual, group, organizational, finally inter-organizational level. The learning success of the organization is illustrated through the ability of retaining the knowledge and also transferring it throughout all the organizational operations and sectors (Argyris 2010). The measurement of organizational learning is done through various approaches; however, the most common measurement aspect is the learning curve. Organizational learning is very significant for the competitiveness of the organization, in the continuously changing business organization. Experience involves the knowledge that enhances the continuous understanding by involvement and also exposure (Watson 2012). Organizational learning research mainly involves the behavior and features of the knowledge and how appropriate change is generated as a result, in the areas of cognition, behaviors and routines of the organization and the members involved (Amidon 2011). The individuals are normally viewed as a key aspect in the organizational learning process, through developing knowledge by experience (Bray 2007). Organizational learning study, contributes significantly towards the knowledge management (KM), which is a key issue in learning organization. There are four key learning units in the areas of organizational learning. The learning units are; individual, group, organizational, finally inter-organizational learning (Easterby 2013). The individual is generally expected to share the acquired knowledge and expertise with other group members. Productivity of individuals is enhanced through acquisition of specialized experience (Schilling 2013). Group learning involves group members acquiring and sharing the acquired knowledge by collective experience. Group learning involves acquiring the necessary feedback to improve their future activities. Working through teams enables through group members to share competencies with each other (Booker, Bontis & serenko 2008). Organizational learning entails the acquisition of knowledge in the areas of culture and functions. The main objective of organizational learning involves enabling the organization to be effective and efficient in the continuously changing operations and business environments (Garvin 2010). Inter-organizational learning takes place when several organizations collaborate in the process of knowledge sharing. Organizations enhance their processes through getting new knowledge and perspectives from other collaborative organizations. Learning through other organizations enhances innovation, due to the modifications on the shared ideas, knowledge and experience (Smunt 2007). Knowledge Management Features Knowledge management (KM) entails the aspects involved in capturing, sharing and effectively applying the acquired organizational knowledge. It ensures the multi-disciplinary approaches in realizing the organizational objectives, and also the most appropriate usage of the acquired knowledge. Majority of the big corporations have resources that are allocated for the internal KM processes (Gupta & Sharma 2014). This is mainly in relation to the business strategy, human resource management, financial and information technology operations. Several consultants aim at assisting the organizations to develop the KM strategies (Davenport 2014). There are three major perspectives of KM; techno-centric, organizational and ecological. Techno-centric approach greatly relies on technology, especially the technologies that improve knowledge sharing and also development. The organizational perspective concentrates on the organizational design to enhance the knowledge processes. Ecological approach aims at enhancing the interactions between individuals, knowledge, and environmental issues, through the complex adaptive system, just like the natural ecosystem (Maier 2007). KM involves several key aspects; individuals, technology, structure, processes and culture. The lenses of viewing KM entails; community of practice, constructivism, complexity science, social network analysis, information theory and finally intellectual capital (Nonaka 2011). Action research is the most suitable KM approach, and it illustrates the need to transform theoretical KM knowledge into practice. There are several frameworks that explain the different categories of knowledge. One framework illustrates the tacit and the explicit knowledge. Tacit knowledge involves the internalized knowledge which a person is not consciously aware about; for instance, how he or she effectively accomplishes certain work tasks (Sanchez 2006). The explicit knowledge illustrates the knowledge which individuals possess consciously, through the mental focus in aspects that can enhance communication and sharing. There is also the rational and the content aspects of the knowledge (Bellinger 2013). The content view explains the easy storage of knowledge through the codification processes. Relational aspect adheres to the contextual and also relational cases of knowledge that can hinder the sharing of knowledge in the areas that are developed. The successful KM processes should effectively change the internalized tacit knowledge to the explicit knowledge; this enhances the sharing of the sharing of the knowledge. Thus the individuals internalize the codified knowledge in the KM efforts (Morey 2012). The SECI model analyzes the spiraling interaction process of knowledge, as illustrated through the explicit and the tacit knowledge. Knowledge flows through circular direction, where the implicit knowledge is changed to explicit knowledge. The explicit knowledge is also re-internalized to the implicit knowledge (Wright 2011). The second framework for analyzing knowledge entails; the embedded knowledge for the system external to the person like the embedded knowledge in an information system, and the embedded knowledge illustrated by the learned capabilities of the nervous and the endocrine systems of the human body (Addicot, McGivern & Ferlie 2006). IBM effectively applied knowledge management in all its key operations; for instance, improving customer relationships, enhancing operational efficiencies, and also workforce optimization. KM ensures adequate central or entire focus on the customer. This is because it enables complete dialogue with the customers by utilizing social tools in areas like customer service or promotion. IBM applies KM in adequately addressing customer experience. This is through providing stable and predictable products that can be effectively used by the customers. IBM also addresses customer focus through utilizing technology in ensuring competitive advantage. Aspects like social media (Facebook and Twitter) enhance marketing and brand publicity activities, thus improve the competitiveness (Bellinger 2013). The IBM Corporation also applied KM in the enhancement of the operational processes. The enhanced communication due to KM is effective in realizing innovation that improves the effectiveness and the efficiency of the production processes. Effective production and process is realized through appropriate integration of the ideas. Complimentary expertise is also combined sufficiently, resulting in innovative techniques in the operation processes. Operation innovation is ensured at IBM by integrating diverse opinions to form one effective decision (Wright 2011). KM also ensures adoption of small and focused teams that are more suitable for innovation, due to the enhanced decision making and also brainstorming capabilities. IBM also connects the developers. The developers provide appropriate opinions on how to improve production, operation, and customer service processes. Workforce optimization at IBM is realized by embracing KM strategies. Employees are trained on adopting the information sharing culture. Social media encourages social interactions and communications that improve social change that translates into innovative ideas, services and products. Through KM the staffs are empowered in fostering innovation and development. Increased collaboration and information access, in addition to the wide professional network, generates creativity and problem solving, which are critical factors needed in innovation. Enhancing staff leadership development is a KM factors adopted by IBM in the innovation process. Effective leadership illustrates the desired direction that IBM takes in both long and short ter. This result into innovative strategies, products and services, aimed at the illustrated direction (Morey 2012). Case on the Development of Organization Social Media The world is increasingly being more intelligent, interconnected and instrumented. This is because the growing population effectively embraces the social computing aspect of communication. Thus, this has resulted in the new social business era (Crozier 2013). The internet effectively changed the global market, thus the social computing integration in the business design illustrates another significant shift in the business landscape (Eyrich 2008). Organizations can enjoy superior performance, if they effectively adopt social business. The key benefit entails the ability of enhancing customer relationships, improving operational efficiencies, and also workforce optimization (Alvesson 2012). The case analyses the social business strategy adopted by IBM. The effective adoption of the social business model by IBM was based on three critical factors. Firstly, all processes are being instrumented through the sensors and computational abilities. Secondly, the globe is increasingly being interconnected through the ubiquitous networks (Das & Teng 2008). Thirdly, a lot of things and issues are being transformed intelligently through utilizing the data analytics. As the global network of individuals become more instrumented, intelligent and interconnected, a lot of operational and business shifts occur (Awazu 2014). The consumers presently illustrate a lot of authority on the perceptions of the business brands. Crowd sourcing has a lot of influence on the industry landscape through intelligence leveling. The employees also increasingly demand for social facilities at the workplace. Thus the world reaches the transformative level in relation to business operations. Currently, the social business concept and the social media are effectively illustrated in the enterprise design (Eisenhardt 2009). Social business at IBM is analyzed through three perspectives; engaged, transparent, and nimble. Engaged illustrates that the social business connects individuals to the expertise. It allows people (customers, staffs and partners) to develop networks that enhance innovation, creativity and opportunities exposure (DiMaggio 2010). It forms the basic trust level in the business network and hence the ability of sharing information (Burgess & Green 2009). Transparent illustrates that the social media aims at removing the inappropriate boundaries of experts within the company and the experts within the market. It applies analytics and social relationships within and without the company to address business challenges and embrace emerging opportunities (Crozier 2014). Nimble illustrates that IBM applies social networks in enhancing business operations, and making superior decisions. Organizational stakeholders thus receive information in a more efficient and effective manner. Social business is effectively supported through the increasing access to mobile devices, and also the new approaches of connecting in the Cloud and other open platforms. The business approach enables transactions to be made through approaches that enhance the greatest value. Social business empowers the staffs and customers to access more expertise and information (Clinard & Meier 2010). The groups of individuals are integrated through shared interests, and hence illustrate better decisions. The social business ensures great business benefits. Firstly, IBM benefits from increased expertise and more diversity in expertise. Secondly, there are improved real time applications of the present knowledge (Burt 2009). Thirdly, the business organization benefits from enhanced situational awareness and the applications of the social intelligence during the processes of decision making. Subsequent Business Innovation Techniques The rich online profiles developed by trusted experts ensure collaboration and enables expertise exploration and publications to achieve business needs. Real time collaboration ensures integration of enhanced decision making (Chittum 2014. The collaboration also discovers appropriate expertise in relation to problem solving. Mobility enables the social businesses to benefit through allowing people to apply the most suitable devices for their needs. Thus people are continuously connected. Integration entails applying social collaborations in work applications, so that staffs perform jobs through information sharing in the aspects of the business processes (Madrigal 2011). The success of social business mostly depends on trust. The organization must illustrate trust when empowering employees in sharing of expertise (Etherington 2014). This trust should also be shown by recognizing behavior. Organizations also expect and trust the customers in illustrating open dialogue. Trust should be ensured in terms of appropriate standards of standards and discipline, which shows the standards of appropriate actions (Simmons 2008). Social business identify new approaches of developing value by innovation, creativity and applying correct skills or information on a timely basis. Social business ensures individuals become more agile, during the competitive aspects of the global market. The innovative techniques that will be applied in future business process are categorized into four; enterprise 2.0, social CRM, social media, and social software. Enterprise 2.0 entails the partnership behind the firewall among employees and other business partners (Lefever 2011). If applied effectively, the system enables big corporations to be very nimble and agile through several approaches, and operate like a small business in terms of efficiency and effectiveness. Social CRM entails the strategy which enables the organization to effectively concentrate on the customers in the entire business operations. Customers are considered the key driving force in the generation of ideas and development of the organizational products and services (Aswad & Meredith 2014). The social media enhances the effectiveness of business through the social sites like Facebook and also Twitter. The social software entails the general social tools encompassing; messages, wikis, blogs, profiles, chats, tagging, forums, file sharing, and analytics. These social tools enable the applications illustrated to be applied in the enterprise behind the firewall and also the third party services that are applicable beyond the firewall. The social business transformations give rise to the critical business values of; enhancing customer relationship, improve operational efficiencies, and ensure workforce optimization. Effective customer relationship results to understanding the needs of the customers, and hence designs strategies for realizing the needs or expectations. Operational efficiencies are improved by adopting effective innovation methods. Workforce optimization is ensured by developing competencies required in the production processes and customer service (Mathews & Watts 2008). IBM has adequately studied the social media devices and trends. Presently, the number of international Smartphone users has surpassed that of PC users. Also online users in the world economic which are growing at rapid rates like China, Latin America and Middle East, are increasingly embracing the social media platforms than the email mode of communication. Thus social media is increasingly replacing the email as the most appropriate business communication technology (Lefever 2011). This scenario shows the increasing power of social media in the KM process of multinational corporations like IBM. Thus IBM has adopted the operations strategy of continuously embracing social media to drive the innovation, management and production process. Conclusion The IBM has thus illustrated the most appropriate approach for changing the business world. The organization illustrates complete collaboration with the clients (Ross 2010). Through the integrated approach adopted by business organizations, I the design and execution of appropriate business strategies related to social business, strategies are effectively transformed into actions. Other multinational corporations should imitate the social business approach adopted by IBM due to its improved expertise. Bibliography Addicot, Rachael, McGivern, Gerry & Ferlie, Ewan. (2006). "Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks". Public Money & Management 26 (2): 87–94. Alvesson, Mike. (2012). Understanding Organizational Culture. London: Sage. Amidon, Debra. (2011). Innovation Strategy for the Knowledge Economy. MA: Butterworth-Heinman, Newton. Argote, Luck. (2009). Organizational learning: Creating, retaining and transferring knowledge. MA: Kluwer Academic Publishers. Argyris, Call. (2010). Overcoming Organizational Defenses: Facilitating Organizational Learning. Boston: Allyn & Bacon. Aswad, Ed & Meredith, Suzanne. (2014). Images of America: IBM in Endicott. NY: Arcadia Publishing. Awazu, Yell. (2014). "Open Knowledge Management: Lessons from the Open Source Revolution." Journal of the American Society for Information Science and Technology (55:11). Bellinger, Gene. (2013). "Mental Model Musings". Systems Thinking Blog. Booker, Lorne, Bontis, Nick & Serenko, Alexander. (2008). "The relevance of knowledge management and intellectual capital research". Knowledge and Process Management 15 (4): 235–246. Bray, Derick. (2007). "Literature Review - Knowledge Management Research at the Organizational Level."Social Science Research Network. Burgess, Jack & Green, Bruce. (2009). "The Entrepreneurial Vlogger: Participatory Culture Beyond the Professional-Amateur Divide." The YouTube Reader, pp. 89-107. Burt, Rose. (2009). Structural Holes: The Social Structure of Competition. London: Harvard University Press. Chittum, Samme. (2014). "In an I.B.M. Village, Pollution Fears Taint Relations With Neighbors". New York Times Online. Clinard, Mike & Meier, Fred. (2010). “Sociology of Deviant Behavior.” CengageBrain. com. Conway, Lloyd. (2014). Logos, Letterheads & Business Cards: Design for Profit. NY: Rotovision. Crozier, Jill. (2014). "Power and Uncertainty.” Chicago: University of Chicago Press. Crozier, Mack. (2013). "The Problem of Power." Social Research (40:2), pp. 211-228. Das, Tom & Teng, Bruce. (2008). "Resource and Risk Management in the Strategic Alliance Making Process." Journal of management (24:1), pp. 21-42. Davenport, Thomas. (2014). "Saving ITs Soul: Human Centered Information Management". Harvard Business Review 72 (2): 119–131. DiMaggio, Paul. (2010). "The Iron Cage Revisited Institutional Isomorphism and Collective Rationality in Organizational Fields." Advances in strategic management (17), pp. 143-166. Easterby, Smith. (2013). The Blackwell Handbook of Organizational Learning and Knowledge Management, Oxford: Blackwell Publishing. Eisenhardt, Knowles. (2009). "Building Theories from Case Study Research." Academy of management review (14:4), pp. 532-550. Etherington, Darrell. (2014). "Apple Teams Up With IBM For Huge, Expansive Enterprise Push". Tech Crunch. Eyrich, Nick. (2008). "Pr Practitioners’ Use of Social Media Tools and Communication Technology." Public relations review (34:4), pp. 412-414. Garrison, Walters. (2011). The Essential Guide to Computing: The Story of Information Technology. Publisher: Prentice Hall PTR. Garvin, Derrick. (2010). Learning in Action: A Guide to Putting the Learning Organization to Work. Boston: Harvard Business School Press. Gupta, Jatinder & Sharma, Sushil. (2014). Creating Knowledge Based Organizations. Boston: Idea Group Publishing. Lefever, Guy. (2011). "Life science: Fade or flourish?" IBM Institute for Business Value. Madrigal, Alexis. (2011). "IBMs First 100 Years". The Atlantic. Maier, Rick. (2007). Knowledge Management Systems: Information and Communication Technologies for Knowledge Management. Berlin: Springer. Mathews, Ryan & Watts, Wacker. (2008). Whats your story?: Storytelling to move markets, audiences, people, and brands. London: Pearson Education. May, Paul. (2010). The Business of E-Commerce. NY: Cambridge university press. Morey, Daryl. (2012). Knowledge Management: Classic and Contemporary Works. NY: MIT Press. Nonaka, Ikujiro. (2011). "The knowledge creating company". Harvard Business Review 69 (6): 96–104. Ross, Westerfield. (2010). Fundamentals of Corporate Finance. NY: McGraw Hill. Sanchez, Rickey. (2006). Strategic Learning and Knowledge Management. Wiley: Chichester Santoli, Michael. (2012). "The Worlds Most Respected Companies". Barrons. Schilling, Muck. (2013). “Learning by doing something else: Variation, relatedness, and organizational learning.” Management Sci. 49 39-56. Simmons, William. (2008). Inside IBM: The Watson Years, A Personal Memoir. NY: Dorrance & Co. Smunt, Tom. (2007). “The Impact of Worker Forgetting on Production Scheduling.” Int. J. Prod. Res. 25, 689-701. Watson, Bruce. (2012). Rethinking Organizational Learning. Melbourne: Doctorate, Faculty of Education, Education, The University of Melbourne. Wright, Kirby. (2011). "Personal knowledge management: supporting individual knowledge worker performance". Knowledge Management Research and Practice 3 (3): 156–165. Read More