The OKI Company: Knowledge Management Strategy Overview
- Learning by experience (Venkitachalam & Busch 2012) is the organisation’s key priority in KM (‘Corporate information’ 2015);
- OKI promotes active learning among the staff;
- Leaders motivate the staff by displaying keen interest in learning new information and acquiring new skills;
- However, the organisation does not have a strong KM strategy;
- As a result, the staff has a poor idea of their roles and responsibilities;
- Therefore, shared knowledge and CSR may enhance OKI’s performance.
OKI is a company known as a global business-to-business brand. Learning by experience is the key asset of the OKI organisation. Nevertheless, OKI has bee showing rather unsatisfactory results since recently due to its outdated knowledge management approach.
Shared Knowledge Enhancement through CSR
Corporate Social Responsibility Effects
- Corporate values promotion;
- Strong emphasis on the company’s ethics (Asif, Searcy, Zutshi & Fisscher 2003);
- Staff’s self-importance;
- Transformative leadership approach (Zhou & Li 2012).
Shared Knowledge
- Understanding of the significance of sharing information (Hau, Lee & Kim 2013);
- Staff’s successful acceptance of new roles and responsibilities with readiness and willingness (‘The environment and recycling,’ 2015).
In order to promote the concept of shared knowledge among the staff members, OKI will need to deploy the principles of the Corporate Social responsibility into its framework. The approach of transformative leadership will help promote change in the workplace setting efficiently.
Data Security Significance
- Cyber attacks have become increasingly threatening to most organisations over the past few years (Davies 2014);
- Hierarchical Database Management Systems must be viewed as the key means of addressing the existing loopholes in the current security management approach (Obbay 2011);
- Adoption of new encrypting techniques, which withstand cyber attacks, must take place at the OKI Company;
- The staff must be instructed on knowledge safety.
Apart from improving the staff’s performance, the company will have to take a closer look at its security system. It is suggested that Hierarchical Database Management Systems should be used to create a clear layout of the organizational structure.
Evaluating the KM System
- An adequate approach towards KM assessment must be introduced into the organisation’s framework;
- The effects of the shared knowledge model (SKM) must be compared to the ones of the system used prior to the SKM;
- A security test must be taken regularly (preferably once a week) for detecting and addressing the emerging security issues;
- The staff’s motivation and engagement rates must be assessed regularly so that the leadership approach could be altered if needed.
The KM approach suggested for the OKI Company will need to be assessed. The effects of its adoption will be evaluated and compared to the outcomes of the previous KM system adoption. Thus, the OKI leaders will be capable of defining further patterns of the company’s evolution.
Reference List
Asif, M, Searcy, C, Zutshi, A & Fisscher, O A M 2003, ‘An integrated management systems approach to corporate social responsibility,’ Journal of Cleaner Production, vol. 56, no. 1, pp. 7–17.
‘Corporate information’ 2015, OKI, Web.
Davies, A 2014, A security analysis of TrueCrypt: detecting hidden volumes and operating systems, Information Security Group, Egham, Surrey.
Hau, Y S, Lee, B & Kim, Y G 2013, ‘The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions,’ International Journal of Information Management, vol. 33, no. 2, pp. 356–366.
Obbay, S R 2011, Types of database management systems, Bright bulb, Web.
‘The environment and recycling’ 2015, OKI, Web.
Venkitachalam, K & Busch, P 2012, ‘Tacit knowledge: review and possible research directions,’ Journal of Knowledge Management, vol. 16, no. 2, pp. 357 – 372
Zhou, K Z & Li, C B 2012, ‘How knowledge affects radical innovation: knowledge base, market knowledge acquisition, and internal knowledge sharing,’ Strategic Management Journal, vol. 33, no. 9, pp. 1090–1102.