tailieunhanh - ESSENTIALS of Knowledge Management phần 4

Chương 8 mô tả một kế hoạch thực hiện thực tế, bao gồm chi tiết về những thách thức có khả năng và các rào cản mà người đọc có thể gặp phải trên đường giả, những người tin rằng các Nguyên tắc quản lý tri thức có tiềm năng tăng khả năng cạnh tranh của | Knowledge Organizations It s important to note that these activities aren t limited to KM initiatives and rarely are all techniques used in the same initiative and at the same time. Knowledge Management and Business Models The viability of a KM program varies as a function of the work performed by the company how risk is managed the personality and management philosophy of the CEO and the underlying business model. Normally management s philosophy and the business model are in sync either because a particular form of management is recruited to fit a particular model or because the CEO defined a business model that conformed to his or her vision. For example CEOs who manage by control or coordination are more likely to devise a centralized business model than are CEOs whose management philosophy is based more on allocating resources or energizing employees. Exhibit lists the applicability of Knowledge Management to common business models. Some business models lend themselves to Knowledge Management more than others. For example in Mary s experience with Medical Multimedia the centralized business model with strong centralized leadership facilitates the implementation of KM practices in the company. In the centralized business model there is a high degree of corporatelevel control because revenue reporting and employee reward are fun-neled through the corporate a centralized approach clear lines of communication can result enabling economies of scale and the ability to standardize the use of knowledge management technologies throughout the organization. Management can send a clear unambiguous message to employees that investing time and personal resources in the corporate-wide KM effort will be rewarded when it s time for annual reviews and bonuses. However management doesn t 51 ESSENTIALS of Knowledge Management Business Model Applicability of Knowledge Management Centralized Strongly applicable when centralized leadership rewards employees for .