KM plan.docx
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KM plan.docx
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KMplan
Knowledgemanagement(GEBU6040)assignment3
Knowledgemanagementplan
AnrealcaseofXiameninternationaltradegroup(ITG)corporation
QISi
3115764
1.Introduction
Nowadays,toestimatethevalueofanorganization,thetangibleassetisnotonlyaspectwhichneedstobeconsidered,andintangibleaspectisbecomingmoreandmoreimportant.Knowledgemanagementasanintegratedapproachformanagingthoseinvisibleresourcesismoresignificantforanorganization’sefficiencyimproving,profitsmaximizingandstrategicdecisionmaking(Jashapara,2004).Thefinalproposeofknowledgemanagementistoincreaseanorganization’smarketvalueandtoimproveitsbusinessperformance(Barclay&Murray,2000).
Thisreportfirstlydefinestheconceptofknowledgemanagementfromdifferentliteraturesorjournals,then,forthematter,pointsouttherelationshipbetweentheimportanceofknowledgemanagementandanorganization’sperformance.Secondly,theauthorselectsacompanywhichheworkedforasarealcase,andmakeupaknowledgemanagementimprovingplanforit.Theapproachofplanmakingisanalyzingthebusinessprofitsmodelandtheexistingknowledgemanagementstrategiestofindoutthelacksandthenprovidingsomesolutionsforthedrawbacksfound.
2.Theconceptofknowledgemanagementanditsimportanceforanorganization
Intermsofconceptofknowledgemanagement,thereareseveraldifferentexplanations.Firstly,accordingtoBarclayandMurray(2000),theknowledgemanagementwasdefinedasanbusinessactivityintwoprimaryparts:
1.treatingtheknowledgeelementsofbusinessactivitiesasanobviousconcernofbusinessrelatedinstrategy,policy,andpracticeatalllevelsintheorganizatin;2.Makingconnectionbetweenanorganization’sintangibleresourcesandthebusinessperformance,and“itoftenencompassesidentifyingandmappingintellectualassetswithintheorganization,generatingnewknowledgeforcompetitiveadvantagewithintheorganization,makingvastamountsofcorporateinformationaccessible,sharingofbestpractices,andtechnologythatenablesalloftheabove”.Secondly,accordingtoandefinitiongivenbyDavenportetal(1998),“Knowledgemanagementisconcernedwiththeexploitationanddevelopmentoftheknowledgeassetsofanorganisationwithaviewtofurtheringtheorganisation'sobjectives.Theknowledgetobemanagedincludesbothexplicit,documentedknowledge,andtacit,subjectiveknowledge.Managemententailsallofthoseprocessesassociatedwiththeidentification,sharingandcreationofknowledge.Thisrequiressystemsforthecreationandmaintenanceofknowledgerepositories,andtocultivateandfacilitatethesharingofknowledgeandorganisationallearning.Organisationsthatsucceedinknowledgemanagementarelikelytoviewknowledgeasanassetandtodeveloporganisationalnormsandvalues,whichsupportthecreation,andsharingofknowledge.”However,thirdly,accordingtoBergeron(2003)theconceptofknowledgemanagementismoreralatedtoinfromationandknowledgesharing,anditwasdefinedas“adeliberate,systematicbusinessoptimizationstrategythatselects,distills,stores,organizes,packages,andcommunicatesinformationessentialtothebusinessofacompanyinamannerthatimprovesemployeeperformanceandcorporatecompetitiveness.”
Althoughtherearesomeslightdifferencesbetweenthosedefinitions,itisobviousthatallofthemagreethatknowledgemanagementisanapproachtoimproveorganizations’managementandbusinessperformanceandtoincreasecompanies'competitiveness.ThedefinitionfromBarclayandMurray(2000)focusedonhowagoodmanagementofintellectualcapitalandcanaffectbusiness.However,thedefinitionsproposedbyDavenportetal(1998)andBergeron(2003)weremorefocusedonthathowbetterabilitytoknowledgesharingandtransferhelpacompanyincompetitiveness.Asthedevelopmenthoseconceptsandtechnology,therearenewwordappeardin2005,whichis“nextgenerationknowledgemanagement”,accordingtoanreport(Davies,Studer,Sure,&Warren,2005),itmorefocusedonhowtechnologies’developmentincreasetheefficiencyofknowledgemanagementandpointedoutthemordenknowledgemanagementiscloselyrelatedtotechnologies’innovation.
Innextpartsofthisreport,theauthorbringsthosedefinitionsintotherealcaseXiamenInternationalTradeGroup(ITG)Corporationandusethoseconceptsasabasisofstrategicknowledgemanagementanalysing.
3.Introductionofthecompanyanditsbusiness(profits)model
Ourcompany,XiamenInternationalTradeGroup(ITG)Corporationisacross-industriesenterprisewhichisestabishedin1980andlistedinShanghaistockmarketin1996.Now,itislistedin“Top500ChineseEnterprise”and“Top100ChineseListedEnterprise”.Therearethreecorebusinessnowunderit:
Trade(internationalanddomestic),realestateandlogistics(XiamenITGGroupCo.,2010).Becauseofitsfeatureofcross-industries,thisreportjustfocusesontheinternationaltradingrelatedbusinessanditsoperations.
Intermsoftrade,therearetwomainpartsITGinvolovedin,whichiswholesaleandretail.Moreover,inthosetwoparts,italsoinvolovedinmanyindustries.Forexample,inwholesale,itisdoingtextile,foodstuff,metals,paper,feedstuff,coal,vessel,andchemicalrawmaterialstrading.Thosetradingactivitiesismostlyfromdomestictooverseas,whichmeansthatITGhasacontractwithdomesticfactoriesandasaexportingagencysellittoworldwide(XiamenITGGroupCo.,2010).However,italsohassomebusinessfromforeigntodomestic,whichdependsonthedemondofthegoods.Asaretailer,theautomobile,futures,catering,andguaranteearemainbusinesses.
LogisticsbusinesswasinitiallyfoundedasthesupportofITG’sinternationaltradingactivitiesduetothesuccessintradingbusinessandstockmarkets.Then,itbecamealsoprovidingservicesforothercompanies.Theadvantageofitisreducingcostsbyperfectingitsvaluechain(XiamenITGGroupCo.,2010).
Asahugecross-industriescorporation,ITGhasalotofsubsidiarieswhichislocatedinmainportcityinChina.Thosesubsidiariesarerelativelyindependent,butitisalsoconnectedtotheparentcompanyasamarketingdepartment.ThestructureofITGisthatCEOandhismanagementteamisinthetopofthecompany,andallstrategicdecisionismadebythem.Then,theallmarketingdepartments(includesubsidiaries),risksmanagementdepartment,financialmanagementdepartment,ITdepartmentandhumanresourcemanagementdepartmentarebelowthem.Thebusinessprocessisthatthemarketingdepartmentsfirstlygetacontractsfromfactorsoroverseas.Then,itgoestoriskmanagementdepartmenttoevaluaterisks,ifthecontractpass,thepermissionofthegoodspick-upfromthewarehousewillbegaven.Next,itgoesonfinishingitscontracts.Attheend,itwillgobacktofinanacialmanagementdepartmenttofinishtheaccountingissues.
FromthestructureandbusinessprocessofourcompanyITG,Itisobviousthat,ashugeandcross-industrycorporation,itisnecessarytokeepastrongconnectionsbetweenthosedepartmentsandsubsidiaries,tomonitorthelongbusinessprocesstoreducerisksandimproveefficiency,tobuildanorganizationalculturetokeeptheenthusiasmforworkingforourcompany.Inconceptofthis,agoodknowledgemangementsystemandstrategywillbeveryuseful.
4.Implementation
4.1Upgradingcomponentknowledgemanagementtechnologiestools
Inmodernorganizationalmanagement,theinformationtechnologyactsessentialrole.Asaresult,establishingagoodbasisofinformationtechnologyisanimportantpreparationforbuildingupamodernknowledgemanagementsystemandorganizationalsystem.AccordingtoJashapara(2004),thefivecomponentwasintroducedtofacetheneedsabove.Theyareorganizeknowledge,storeknowledge,shareknowledge,evaluateknowledge,andcaptureknowledge.Fromthebook“knowledgemanagement”(Jashapara,2004),severaltoolswasintroducesineachstageasbelow:
Firstly,inorganizingknowledgetools,becauseofknowledgecanbecatalogedasstructured(Financialdata,Salesdata,CustomdataandDemographicdata),semi-structured(Cases,Policies,Procedures,ActionPlans)andunstructured(Documents,E-Mails,Presentations,Video).Atoolwascreatedtocatalogthoseknowledgecalleda“knowledgemap”or“ontology”(Jashapara,2004).AccordingtoGruber(1993),theontologyis“aformal,explicitspecificationofsharedconceptualization.”Byusingthistool,ourorganizationcanbeabletodealwithhugeamountofdatawhichisfromininternet,corporateintranetsandsoon.
Secondly,afterourcompanybuiltourown“ontology”domain,incapturingknowledgepart,anothertoolcalledcognitivemappingtoolswascreatedfordefinetherelationshipbetweenthedataexistingin“ontology”(Jashapara,2004).Althoughthespecificusingpurposeisdifferent,themostofthemwereusedintermsofstrategymaking“tohelpsurfaceandexploretacitknowledge,assumption,assertions,values,beliefs,aspirationsandconcernswithinamanagementteamorboardofdirectors”(Eden&Ackermann,2002).
Thirdly,intermsofevaluatingknowledge,thereareseveraldifferenttools,suchascase-basedreasoning(CBR),onlineanalyticalprocessing(OLAP),Knowledgediscoveryindatabases(KDD,datamining),andMachine-basedlearning.CBRprovides“atechniqueforacquiringandstoringpastproblem,theirsolutionsandthereasoningbehindtheminretrievalsystem”(Jashapara,2004,p.107).OLAPoffers“amultidimensionaltooltoanalyzeandmanipulatethedataintovariouscategories”(Jashapara,2004,p.108).KDD“includesdatacleaning,dataanalysis,modelinterp
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