Overview of the essence of good and bad knowledge in management
Maqsood, Walker and Finegan (2007), ascertain that knowledge is important in organizations, especially in developing practice-based operation and actions in an organization. However, not all information can be considered to be important in management or organizational development.
This relates to the development of specific organizational practices, in which only specific informational is needed. A lot of knowledge can be lethal to organizational practices, even though knowledge is essential. Too much information can complicate organizational practices; thus causing inconsistencies in the discharge of organizational duties. One of the roles of organizational management is to sieve information and channel it to the right operational segment of an organization.
The current economy is characterized by a multiplicity of activities being brought about by the inclusion of technology in productivity and mitigating many business constraints. Therefore, there is too much knowledge and information in circulation. Certain information can only be beneficial in achieving a given course. This means that knowledge can be categorized into good and bad (Zack, 1999).
Knowledge sharing as a process of creating good knowledge in organizations
Research ascertains that good knowledge is very helpful to organizational management in as far as organizational learning is concerned. Christensen (2007) observes that organizational learning is often based on the level of knowledge and how the management and employees share organizational knowledge.
Learning organizations embrace the sharing and deliberation on knowledge before employing the knowledge in organizational practices. In other words, most of the information has dual potentiality; good and bad aspects because it concern the competitiveness of organizations. It has been found out that the creation of cultures that encourage the sharing of knowledge in organizations helps in moderating knowledge, hence making it helpful in organizations.
An organization may be holding a lot of information, but unless the information is shared and important decisions made basing on the knowledge, it remains insignificant (Cavaleri, Seivert and Lee, 2005). Therefore, good knowledge comes from the transformative force. Knowledge comes from facts and from the agreements that are reached from the assessment of the facts (Garvin, Edmondson & Gino, 2008).
The culture of sharing all pieces of knowledge in an organization encourages the making of best suited practices through the streamlining and contextualization of knowledge in the organization. The opposing views over the knowledge are reduced, thereby reducing the polarization of knowledge or information. Nonâpolarized information is good for an organization because collective actions are easily made basing on this knowledge or information (Soliman, n. d).
According to Dataware Technologies Inc. (1998), the practicality of knowledge is another important factor in knowledge management in the organization especially in this era of management using technology. Knowledge and its application, especially in the e-management system, are a very dynamic exercise. What used to be important technological information is rendered archaic and unimportant information in this modern era.
What is good knowledge in this era may be rendered useless knowledge in the near future. The effective use of electronic management systems is highly dependent of the level of knowledge of these systems. Effective use also depends on the knowledge that is used in the production of these systems (Soliman and Youssef, 2003b).
If proper knowledge does not feature into the production and use of these management systems, then poor outcomes are imminent when they are used. In cases where organizations are using technological systems in management, two important cautions must be taken to ensure that good knowledge is used to attain positive performance.
The first step entails that quality systems are procured. This is followed by continuous training on how to use and achieve the best outcomes out of use of these systems of management. Proper knowledge has to be instilled in the people who should be running the systems for the organization. The more knowledge they gain about the use of these systems, the systems provide more results in organizational performance (Soliman and Youssef, 2003a).
Knowledge communities and good knowledge for organizational performance
Soliman (2010b) has emphasized on the essence of knowledge communities in generating knowledge in organizations. Knowledge communities are important in generating information. Thus, it is important for organizations to form knowledge communities. Knowledge communities are also referred to as communities of practices.
To foster a clear developmental vision for the organization, knowledge communities engage in developmental projects, which help in generating knowledge to be used in setting up organizational projects. The organizational communities engage in activities which encourage the creation and sharing of knowledge.
The knowledge created in this manner has been found to be positive when it is applied in organizational operations. This knowledge is reached basing on discussions and consultations, and has a strong basis on which the organization can enhance performance. Good knowledge is determined through its compatibility with organizational operations. The knowledge that is generated from any source has to be widely shared and linked to the needs of the organization if it has to aid in improving organizational performance.
During the sharing of knowledge or information, the authenticity of the source is established. Good knowledge has weighty value to the organization, and must originate from an authentic source (Soliman, 2010b). The best knowledge is generated through organizational learning (Kalkan, 2008).
References List
Cavaleri, S, Seivert, S & Lee, W L 2005, Knowledge Leadership: The Art and Science of the Knowledge-based Organization, KMCI Press, Alexandria, VA.55.
Christensen, P H 2007, âKnowledge sharing: moving away from the obsession with best practicesâ, Journal of Knowledge Management, vol. 11, No. 1, pp. 36-47.
Dataware Technologies, Inc. 1998, Seven Steps to Implementing Knowledge Management in Your Organization: Corporate Executive Briefing. Accessed from <http://www.systems-thinking.org/kmgmt/km7steps.pdf>
Garvin, D A, Edmondson, A C & Gino, F 2008, ‘Is yours a learning organization?’, Harvard Business Review, vol. 86, No. 3, 109.
Kalkan, V D 2008, âAn overall view of knowledge management challenges for global businessâ, Business Process Management Journal, vol. 14, No. 3, pp. 390-400.
Maqsood, T, Walker, D & Finegan, A 2007 âExtending the âknowledge advantageâ: creating learning chainsâ, The Learning Organization, vol. 14, No. 2, pp. 123-141.
Soliman, F & Youssef, M 2003a, âThe role of critical information in enterprise knowledge managementâ, Industrial Management and Data Systems, vol. 103, No. 7, 484-490.
Soliman, F & Youssef, M 2003b, âInternet-based e-commerce and its impact on manufacturing and business operationsâ, Industrial Management and Data Systems, vol. 103, No. 8, pp. 546-552.
Soliman, F 2010b, âRole of Human Resources Management as a CoP match-makerâ, The International Employment Relations Review, vol. 16, No. 1, pp. 69-81.
Soliman, F n.d, From Knowledge management to learning organization to innovation: Role of Transformational Leadership. Web.
Zack, M H 1999, Knowledge and strategy, Butterworth-Heinemann, Boston.