Knowledge Management Frameworks and Theories

The reflective journal is thoroughly covering my views on the academic journal “Knowledge Management (KM) as an important tool in Organisational Management” transcribed by (Omotayo 2015). This reflective practice as well as evaluation over this above case will let me to relate the acquired knowledge related to knowledge and its management in my future career for professional as well as personal development. The key idea of the selected case is that KM is a significant driver of the effective organisational performance and a necessary tool for organisational survival, competitiveness and profitability (Gao, Li and Clarke 2008). Hence, I will talk over KM theories as well as frameworks covered in this journal article in a way that my knowledge base can be cultivated and effectively applied during my future career development.  Besides, I will attempt to identify reliability and credibility of the info provided by the selected journal article.  

Post reviewing, evaluating and analysing the article (Omotayo 2015), I perceived that KM is here accepted as a major framework of arranging an organisation’s processes, structures and strategies. By executing KM, any organisation is capable to use what their employees’ already know in order to learn and create economic and social values for the whole community and their customers as well (B. Hislop 2010). On the other hand, if organizations want to use KM for their overall success, then they need to have a nice capacity of utilising, retaining, developing and organising their staffs’ capabilities for remaining at the top rank and for having advantage over their major competitors in the market (Omotayo 2015).

I also observed that according to the author of the article, summary of other theories of KM demonstrating that KM is detected as an authoritative feature to survive in the business markets for the organisations. Moreover, through recognizing resources those allow organisations to recognize, create, distribute and transform knowledge, understanding the organizations’ successes and failures because of KM is possible (Omotayo 2015).

The article is defining knowledge as a mix of framed experience, contextual information, values and expert insights that provides a framework for evaluating as well as incorporating new information and experiences. The author is trying to declare that knowledge instigates and smeared in the thoughts of knowers for providing results for emerging organizations and others. Additionally, the prominence of KM is that it always interconnects people, processes, as well as technology to fulfil the purpose of leveraging people’s knowledge for getting positive results (Allee 2008).

Moreover, the article has defined the KM through utilizing four main components of KM in order to accomplish knowledge effectively; hence contemplation must be provided to below list comprising four key components of KM, as follows:

• People
• Technology
• Knowledge
• Processes (Omotayo 2015).  

In this way, this framework of KM defines that the above mentioned components are also termed as KP²T and they work as the critical base of KM to manage organization, people, processes and the technology. Thus, knowledge is an essential thing for the KM; afterwards people of the firm are the second major component because I realized that without people and their knowledge, KM is not possible as we know that people are the knower of the knowledge.

Article Criticism

After critically reading the article my opinion is that, although the journal (Omotayo 2015) is researched well and it is a credible source of info yet the author was unsuccessful while delivering the consequences when KM flops in enhancing values of the organisations. Besides, my observed results in this context are depicting that a failed KM cause cost wastage, time-wastage and it is counterproductive. Likewise, a question has been raised in the selected journal that knowledge can always provide something good or it is not the case, and in this context knowledge has been considered always positive in the article. Though, it is apparently challenging to consider the knowledge and KM always positive as well as good (Baloh, DEsouza and Paquette 2011).

Moreover, the discussion of this article containing arguments that knowledge and KM both are those essential resources which enable organisations to sustain and acquire competitive advantages over their competitors (Baloh, DEsouza and Paquette 2011). Contrary, KM and knowledge as such does not carry considerable values for the firms for building their competitive advantages, yet carrying the good relevant knowledge and the capacity to leverage and manage the knowledge is an important strategic management tool for an organization (Bosua and Venikitachalam 2013).

In whole, I would like to suggest that being a great way of maintaining; gaining and leveraging knowledge to achieve a lead among higher levels of progress for organisations (D. Hislop 2013), KM is an important tool (B. Hislop 2010).

Post evaluating and analysing the mentioned article (Omotayo 2015), my personal opinion about the KM has been reinforced and updated as I can now suggest that effective KM significantly reduces operational budget as well as boosts productivity. it offers numerous benefits for an example, we all need to save time during recreation of existing knowledge and it is possible through a well-organized KM (Heyrup and Bente 2009). besides , I comprehended that when the info is well-organized, accurate and easily accessible then it reduces the necessity for the colleagues of disturbing each other by messages, chats, emails as well as support tickets. Therefore, my thinking has been influenced and positively evolved about KM in a manner that now KM seems like a methodology that can assist people of any organization for the effective accessing, sharing and updating knowledge and info related to any business.

While I was reading this article, I realized that KM is not only beneficial for acquiring goals and targets better in a business firm, but an effective KM technique should be adopted by all the systems like schools, colleges and universities. When educational institutions and government bodies will utilise knowledge as well as its proper management then effective and efficient results will come out for the betterment of nation and its people (Australis College 2018).  

Additionally, I perceived that an effective KM can contribute a lot to value-added profitability and excellence on account for its great ability of minimizing costs, budget and growing business (Dul, Ceylan and Jaspers 2011). In the context of business structural development, KM is an efficient method to upgrade products and services of any organization because through utilising KM, a system responds quicker and it improves whole efficiency of an organization.

In essence, my thinking has been evolved in a way that I can now suggest many things about KM and its applicability (Bassos 2016). Moreover, in my opinion article review requires an exclusive critical thinking and evaluation which provides deeper knowledge about the topic and its key idea can help in building personal opinions and thinking for future development.  

Conclusion   

In conclusion, my thinking about knowledge as well as its effective management has been upgraded and influenced post reviewing this article (Omotayo 2015) and now that I am having a lot of info regarding the applicability of KM in different bodies, I can suggest many things for adopting KM in a system.  I have debated the prominence of knowledge and KM in the organisations as they are critical elements for the organisations that are in search of assuring strategic sustainable competitive profits over other businesses. Moreover, I realized that technology and processes alone is not capable to run a business, still its people and their knowledge both are the essential pivot for an organisation’s progress. Finally, I will suggest that to be successful, an organisational structure must focus on technology as well as processes along with the knowledge of their employees.

References

Allee, V. “12 Principles of knowledge management.” Training and development 51, no. 11 (2008): 71-74.

Australis College. The Importance of Reflective Practice. 13 05 2018. https://www.australiscollege.edu.au/blog/community-and-counselling-study-blog/the-importance-of-reflective-practice/.

Baloh, P., k.c. DEsouza, and S. Paquette. The concept of knowledge. Eds. New York: Neal-Schuman Publishers Inc., 2011.

Bassos, B. What is reflective practice? In The reflective practice guide: An interdisciplinary approach to critical reflection. Oxon: Routledge, 2016.

Bosua, R., and K. Venikitachalam. “Aligning strategies and processes in knowledge management: a framework.” Journal of Knoledge Management 17, no. 3 (2013): 331-346.

Dul, J., C. Ceylan, and F. Jaspers. “Knowledge workers’ creativity and the role of the physical work environment.” Human Resource Management 50, no. 6 (2011): 715-734.

Gao, F., M. Li, and S. Clarke. “Knowledge, management, and knowledge management in business operations.” Journal of Knowledge Management 12, no. 2 (2008): 3-17.

Heyrup, S., and Elkjaer B. Bente. Reflection: Taking it beyond the individual. New York: Routldge, 2009.

Hislop, B. “Knowledge management as an ephemeral management fashion?” Journal of Knowledge Management 14, no. 6 (2010): 779-790.

Hislop, D. Knowledge management in organisations: A critical introduction. 3rd Ed. UK: Oxford University Press, 2013.

Omotayo, F.O. “Knowledge Management as an important tool in Organisational Management: A Review of Literature.” Library Philosophy and Practice (e-journal), 2015: 1238.