Implementation Process of a Knowledge Management Initiative: Yellow Pages

Abstract

Among the precursors of knowledge management is the engineering approach, in which technology is of great importance.Even today, technologies are an integral part of modern knowledge management.Until now, most knowledge management strategies could be categorized under the approach of business administration.In this approach, especially organizational aspects are important, such as knowledge for business goals and strategies as well as the role of staff development for knowledge management.Another approach, the recent line of development, is concerned with the psychological approach to knowledge management.Here a central role is given to human and its individual handling of knowledge through tools and strategies (Reinmann & Mandl 2010).Finally knowledge management has a social logical sense, covering topics such as knowledge society, organization development and system theories.In connection to these approaches, knowledge management is referred to as the systematic and reasoned dealing of knowledge concerning economic, employment or human resources.Dealing means both the supply and design of frameworks, methods and technical tools as well as the optimization of technical, organizational and mental processes (Reinmann & Mandl 2010, p. 1050).In this sense, human, organization and technology together form the three key components of knowledge management, considering also the relation to society (Mandl, 2010;Reinmann-Rothmeier & Mandl, 2000).-The first component human is about the promotion and creation of knowledge, skills and competencies of the organization members, which form the carrier of relevant knowledge and the core of all knowledge management as the actual "driving forces" of continuous learning.-The second component organization implies the development of a knowledge-and learning-friendly environment and culture in the organization and creating a framework that will facilitate the management of knowledge resources.-The third component technology deals with the implementation and design of information and communication infrastructures and tools, supporting the knowledgebased processes in an efficient and user-friendly manner. Knowledge management modelsKnowledge management models are intended to support knowledge and decision-making processes by depicting "actions that are intended to result in anticipated business outcomes; and actions that emerge as a result of the many complex activities that are undertaken within an organization" (Callaghan, 2000).Knowledge management models can represent goals, measures, structures, and processes to provide roadmaps for how to document, communicate, generate and utilize knowledge.They have useful functions such as providing a framework amongst the multitude of possible knowledge management methods and tools and helping to prevent unreflective practice.Models also act as a potential anchor for knowledge to analyze issues in organizations and act as a starting point for organization-specific knowledge management concepts and their implementation or help to highlight the ultimate integrative role of knowledge management to better coordinate different tasks (Reinmann, 2009).Several diverse models have been developed to conceptually describe the processes involved with knowledge management.One of the most well known models is the model of the Geneva School.This model is based on setting goals relative to the individual processes of knowledge identification, knowledge acquisition, knowledge development, knowledge www.intechopen.comImplementation Process of a Knowledge Management Initiative: Yellow Pages 313 dissemination, knowledge utilization, knowledge retention and knowledge evaluation and concludes with an evaluation of these processes.The evaluation serves as a basis for reformulating the knowledge goals (Probst et al., 2010).Nonaka and Takeuchi's (1997) knowledge spiral has also achieved widespread recognition.In this model, the processes of socialization, combination, externalization and internalization are described.These processes involve the transformation of implicit and explicit knowledge within organizations.When examining each of these approaches more closely, it becomes clear that they are often quite complex to apply in practice or as Callaghan (2000) states "knowledge strategies are often inflexible and unable to cope with the emergent properties that characterize the complex and dynamic environments of the 'knowledge age'".In addition, most models do not allow for conclusions to be drawn about individual knowledge management processes.However, some aspects can be identified that are relevant both for individuals and organizations and which also integrate the process models that have been formulated to date.These relate to aspects of goal setting and evaluation, knowledge documentation, knowledge communication, knowledge generation and finally knowledge utilization, for example, as described in the Munich reference model of knowledge management (Reinmann-Rothmeier et al., 2001;Mandl & Schnurer, 2007).  Knowledge DocumentationThe aspect of knowledge documentation includes all methods and processes that can be implemented to make knowledge transparent.From an organizational perspective, databases, knowledge cards and strategies for the dissemination of information within an organization play a key role.From an individual perspective, it is possible to externally represent knowledge by using elaboration strategies that relate to internal representation and mapping techniques or other visualization techniques.The presentation of knowledge, both internal and external, forms the basis for the communication of knowledge. Knowledge Communication This aspect includes all processes and methods for sharing and disseminating knowledge.On an organizational level, these involve incentives and career structures that may be designed to promote or hinder the dissemination of knowledge.These processes may also involve the use of technical support tools such as, for example, the Intranet, E-mail or Business TV.On an individual level, it is important to consider the competence, motivation and volition of the knowledge communication.In this context, the organization also needs to train its employees in these key competence areas and must also offer structures that are likely to facilitate the communication of knowledge (e.g. through suggestion schemes or the relevant career paths).This illustrates that the communication of knowledge is a key element for linking the individual to the organization.Knowledge communication not only facilitates the circulation of information, but also leads to the generation of new knowledge. Knowledge Generation In modern society, each organization must create competitive advantage through innovations, new ideas and products.Therefore, an organization that does not continue to develop and does not generate new knowledge will not be capable of surviving.Individual departments, such as pre-manufacturing, research and development, may often promote the generation of knowledge within the organization.Idea competitions or creativity workshops could also help to keep the organization flexible and innovative.For a "learning organization" it is important not to overlook the learning individual.From an individual

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