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Individual Review: Application of KM Concepts- Part I

Subject
Business & Management
Type
Case study
Citation style
APA 6
Length
5 pages

About this sample

The paper applies knowledge management (KM) concepts to assess the current KM status of HP, examining individual, group and organizational-level initiatives. It then maps these observations onto the Nonaka and Takeuchi SECI model to identify which knowledge conversion quadrants are present or missing. The paper suggests HP is approaching the stage where formal KM processes would need to be designed and implemented.

  • Knowledge management maturity
  • KM initiatives at HP
  • Nonaka and Takeuchi SECI model
  • Tacit and explicit knowledge conversion
  • Formal versus informal knowledge sharing

How it opens

Characterize the company's current KM status

Currently, HP is at a moderate stage of awareness where employees and the management have started using knowledge for current processes but is unaware of the processes of knowledge transfer and sharing. Kulej-Dudek (2013) posits that organizations in this stage demonstrate that they realize the need to manage employee knowledge but their operations and strategy do not noticeably reflect this awareness.

KM initiatives at HP

Individual level: at individual level, employee sponsorship of passive learning reflects knowledge management initiatives at the individual level, for example, the development of training website or learning resources by HP individuals to make them available to others.

Group level: group level KM initiatives are more prominent at HP because they reflect a sense of social togetherness and the development of communities of practice for shared interest or goals. For instance, the management and the employees at HP have begun realizing the need for formal knowledge management processes and organizing workshops and training sessions for it. They should be more people-oriented for effective knowledge sharing and transfer among people and it is revealed in the current status of HP's knowledge management where people are engaged in informal sharing of information and knowledge (van Winkelen and McKenzie, 2007).

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