Literature Review
Discuss about the KM Models and Processes IBM forTechnology Services and Strategic.
IBM (International Business Machines) is multinational technology company. The company is headquartered in Armonk, United States. The company is operating in 170 countries. The company currently employs more than 4, 00,000 employees. The Global Services business segment is mainly divided into three units which are Business Innovation Services, Integrated Technology Services and Strategic Outsourcing System. The case study deals with IBM’s Infrastructure and System Management unit that constitute 4000 professionals worldwide. It constitutes carrying out international projects in the Infrastructure and System Management area. Knowledge Management deals with effective management of information and its resources within an organization. It is the process of creating, using, sharing and managing information and knowledge in an organization like IBM. It also deals with management of organization’s knowledge resources and assets. This helps in creating value for organization to meet strategic and tactical requirements. Knowledge management process constitutes system, strategies and processes to enhance storage, sharing and assessment. IBM has also placed focus on Knowledge Management. It is required for its growing business of Services. This will also help IBM to expand its competitive advantage. The report discusses KM models and processes related to IBM.
According to research review, it is found that there are four themes of managing knowledge which includes business requirement process, development of code process, code testing process and maintenance prospect for the success of project in IT industry. There is requirement of models and repositories for the different business processes. Knowledge management is one of the important aspects of project management. The success of IT projects can be improved with this (Foote & Halawi, 2018). The paper explains how virtual learning process when integrated with Knowledge management can deliver high performance, increase access to information, increase creativity and professional identity. There is requirement of efficient Knowledge management model. It is necessary to integrate many learning activities with this model. By using knowledge management models, the process of developing mental images can be done in more effective way. Virtual learning can be part of Knowledge Management Model to optimize performance (Strunga, 2015). There are different management models emerging in the market. The evolution of Knowledge Management Model is based on the processes. One is continuous technological revolution. This boosted change in paradigm of business organization. This change in paradigm will result in generating new management model that mitigates the risk of obsolete cycle model. This enhances the problem solving approach for the model development. The main four phases of the model development process includes identify the problem, create an innovative concept to provide solution, theorize the model from the concepts and diffuse the model in the organization (Bodroži? & Adler, 2018).One of the challenges for any organization is successful knowledge management. The paper wants to improve knowledge management processes within institution and processes. The knowledge management processes are modeled using business process models. There is high level of abstraction. The better and superior performing technology can be beneficial for knowledge management processes (García-Holgad & Llorens-Largo, 2015). The paper discusses the relationship among Knowledge Management Processes, Organizational Commitment and Human Resources Management Practices. The Knowledge management processes which include knowledge acquisition, distribution, interpretation and organizational memory do not have direct relation with Human Resources Management Processes. There are causal link between knowledge management processes and organizational commitment. Organizations should consider human factor and increase human resources’ commitment to take benefit of their knowledge (Alrubaiee & Al Ali, 2015).
Review of KMS
Information Management’s main focus is only on information whereas Knowledge Management contributes to strategy that encourages generating, using, sharing and exploiting knowledge (Ceptureanu, 2016). The two main components of Knowledge Management Solutions constitute Knowledge Management System and Knowledge management processes. There are three foundations on which Knowledge Management Solution depends. These are Knowledge Management Technologies, Knowledge Management Mechanism and Knowledge Management Infrastructure (Davenport, 2015). There are four types of Knowledge Processes. Each of these processes comprises two sub-processes. The processes are Knowledge Discovery which consists of Socialization and Combination, Knowledge Capture which includes Externalization and Internalization, Knowledge Sharing which includes Socialization and Exchange, Knowledge application which has directions and routines. Knowledge Management models are the representation of Knowledge Management systems in an organization. The models like Nonaka and Takeuchi deal with the transfer of tacit knowledge into explicit and vice versa. Tacit Knowledge is the knowledge present in human mind through jobs and experience. This also includes intuition and insights. However, explicit knowledge use digitized and codified knowledge which is present in document, books, memos and report etc. (Geisler & Wickramasinghe, 2015). The actions get facilitated by documented information. The Choo Sense-Making Knowledge Management model focuses on sense making, knowledge creation and decision skills. The models like WIIG model have following dimensions like completeness, connectedness, congruency and perspective and purpose. There are many other models for Knowledge Management System. The process of knowledge creation is continuous process and occurs at all levels of organization (Van Der Aalst & Santoro, 2016). The Knowledge Management approach which is modeled driven provides better description of organization goals.
IBM had already developed its own model of Knowledge Management. The main aspects considered for designing the model are the ways to acquire knowledge, to turn local knowledge into global knowledge and to preserve knowledge and utilize knowledge growth. IBM mainly focuses on pragmatic tacit knowledge which is the sense of mental routines and models that store knowledge in human brain. Apart of identifying Explicit Knowledge, IBM is also concerned with retransferring of Tacit Knowledge into professionals’ minds. It deals with publicizing individual knowledge (both explicit and tacit) to wider audience. This can help in bringing operational efficiency.
IBM has made a significant monetary or non-monetary investment in terms of Knowledge Management (Grant, 2016). It is using KM models and processes for getting competitive edge. Apart from this, it is necessary for the organization to distribute, share, use and generate knowledge to perform its global operations efficiently. It has created multiple attributes like ICM tool, ShareNet, conferences, communications and methodologies. All of these attributes are connected to each other and play significant role in Knowledge Management (Girard & Girard, 2015). The following section discusses the Knowledge Management Model and Process aspect.
A Critical Discussion
Knowledge Management Discovery: The processes of Knowledge management constitutes knowledge discovery. It is the process of defining new tacit or explicit knowledge. The discovery of explicit knowledge is through combination whereas discovery of tacit knowledge is through Socialization. IBM is Information Technology Company. The company has many methodologies like Intellectual Capital Management in the Automotive Services. The solution board in the ShareNet helps in developing leadership and innovative solutions. This contributes to tacit knowledge transfer. IBM further develops or creates intellectual capital.
Knowledge capture: It is the process of converting tacit knowledge to explicit knowledge and vice versa (Huang & He, 2014). This is done by process of externalization and internalization. The knowledge can be captured from suppliers, customers, competitors etc. Externalization is the sub process when organization captures implicit knowledge of employees. Internalization is when individual captures the tacit knowledge. In IBM every staff person has the responsibility to store the knowledge with respective core teams’ support. In Worldwide ShareNet Meeting external speakers, clients or Scientists are called by IBM to get information on certain topics. ICM tool follows a well-defined process where all members are supposed to document the knowledge. IC seekers are the profile where candidates need to find knowledge source.
Knowledge Sharing: It is the process in which explicit or tacit knowledge is shared with other people. Exchange is one of the sub process by which knowledge can be shared among individuals and organizations. ShareNet meetings are used to spread and exchange tacit knowledge in IBM. The core team can structure and evaluate the contributions. The ShareNet can be used to share information beyond borders. ShareNet Breaks are the other breaks between two sessions of Worldwide ShareNet meetings. During these breaks individuals share ideas and experiences. IC seekers motivate the expert to share knowledge by documenting it in ICM tool. The team of IBM developers is distributed across different nations. The priority is given to knowledge management. Team rooms, work rooms are some applications of Lotus Notes that encourages knowledge sharing. Knowledge Café is another application related to this aspect.
Knowledge application: It is the process in which the knowledge which is available used to perform task and make decisions. This is done through routine and directions. An individual who possess knowledge directs the other individual to perform certain action. This explains direction sub process. Routines, however, involves leveraging the knowledge which is embedded in rules, norms and procedures. IBM reuses and maintains intellectual capital.
Knowledge Management Processes
Knowledge Management within IBM is understood using WIIG Model.
The major dimensions of the model include.
Completeness: It deals with relevancy of knowledge from a given source. It checks whether knowledge is complete. IBM uses ICM tool where router evaluates the data and pass it to the reviewer. The reviewer supervises the subject field and evaluates the contribution. The contribution is better than previous information is also evaluated. The new methodologies are developed and verified.
Connectedness: It explains about the well-defined and well-understood relations between knowledge aspects. It checks whether knowledge objects are proper connected. IBM ensures that Reviewer and contributor of the document remain connected to each other. This is done to ensure best quality. IBM makes sure that ICM tool is accessible by all employees.
Congruency: It checks the consistency of all facts, perspectives, values and concepts between the objects (Hickman, C. R., & Silva, 2018). National language Assistants is used by IBM to maintain this consistency. This also helps in removing language barriers. There is bi directional communication between teams and communities in IBM.
Perspective and Purpose: Here knowledge is organized in a way so that it can be applied to multiple dimensions of perspective and purpose. IBM makes sure that irrelevant contributions are removed and documents are updated. IBM is simplifying ICM tool to reuse, search and provide knowledge and experiences when not online (Park & Becerra, 2015).
Conclusion
IBM is one of the renowned IT organizations (Britto & Albuquerque, 2017). So it is necessary to learn from the best. Thus the case study explains that IBM understands the importance of knowledge Management. So every organization should understand the key aspects of knowledge management. The report mainly studies the KM Model and Processes. It can be seen that IBM has devised multiple tools which is in aligned with Business Processes. Also various aspects of the model are also considered by the IBM like connectedness, congruency, connectedness and Purpose. This does not only guarantee transfer of tacit knowledge to explicit knowledge and vice versa . But it also make sure that other aspects of knowledge transfer like relevancy, communication, consistency, connection , dual or multiple purpose etc. IBM has multiple tools like ICM, Lotus Notes etc. The knowledge management strategy is properly in place for future. The company has considered all the aspects in order to bring best experience to its clients and customers.
References
Alrubaiee, L., Alzubi, H. M., Hanandeh, R. E., & Al Ali, R. (2015). Investigating the relationship between knowledge management processes and organizational performance the mediating effect of organizational innovation. International Review of Management and business research, 4(4 Part 1), 989.
Britto, J., Ribeiro, L. C., Araújo, L., & e Albuquerque, E. D. M. (2017). Knowledge flows, firms’ competencies, and patent citations: an analysis of the trajectory of IBM (No. 561). Cedeplar, Universidade Federal de Minas Gerais.
Bodroži?, Z., & Adler, P. S. (2018). The evolution of management models: A neo-Schumpeterian theory. Administrative Science Quarterly, 63(1), 85-129.
Ceptureanu, S. I. (2016, June). Knowledge Cycles and Knowledge Management. In International conference KNOWLEDGE-BASED ORGANIZATION (Vol. 22, No. 1, pp. 173-177). De Gruyter Open.
Davenport, T. H. (2015). Process management for knowledge work. In Handbook on Business Process Management 1 (pp. 17-35). Springer, Berlin, Heidelberg.
Foote, A., & Halawi, L. A. (2018). Knowledge Management Models within Information Technology Projects. Journal of Computer Information Systems, 58(1), 89-97.
García-Holgado, A., García-Peñalvo, F. J., Hernández-García, Á., & Llorens-Largo, F. (2015, July). Analysis and improvement of knowledge management processes in organizations using the business process model notation. In Annual Conference of the Global Innovation and Knowledge Academy (pp. 93-101). Springer, Cham.
Geisler, E., & Wickramasinghe, N. (2015). Principles of knowledge management: Theory, practice, and cases. Routledge.
Girard, J., & Girard, J. (2015). Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge Management, 3(1), 1-20.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture, strategy, and change in the new age. Routledge.
Huang, X., Hsieh, J. J., & He, W. (2014). Expertise dissimilarity and creativity: The contingent roles of tacit and explicit knowledge sharing. Journal of Applied Psychology, 99(5), 816.
Park, C., Vertinsky, I., & Becerra, M. (2015). Transfers of tacit vs. explicit knowledge and performance in international joint ventures: The role of age. International Business Review, 24(1), 89-101.
Strunga, A. (2015). The Integration of Virtual Learning Communities into Universities’ Knowledge Management Models. Procedia-Social and Behavioral Sciences, 197, 2430-2434.
Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.
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