Q1 Define Explicit vs. Tacit Knowledge
Explicit knowledge is that which can be shared or transferred from one individual to another easily. This type of knowledge is codified and can be easily articulated and verbalized. On the other hand, tacit knowledge is not encoded and cannot be transferred between persons. Under some circumstances, tacit knowledge may be transformed into explicit knowledge.
Q2 Define Single loop vs. Double loop learning
Double loop learning can be defined as an approach that involves teaching members to be understanding and comprehensive of their beliefs, underlying organizational assumptions, and objectives. On the other hand, single loop learning aims at addressing the challenges that befall an organization, but it ignores the cause of the problems.
Q3 Define Human Capital vs. Social Capital
Human capital is the amount of knowledge, skills, and other intangible assets that a person possesses and uses them for economic benefits. An example of human capital is education. Social capital can be described as the collection of understandings, shared values, and links that enable persons to co-exist in the society. However, both human and social capital are connected and either cannot function in isolation.
Q4 Define ICT Transfer vs. Social Transfer mechanisms
ICT transfer is the relocation or deployment of an asset, more so an employee, from one office to another. Social transfer can be defined as a benefit given by a public entity to an individual or household who has been established to need social aid.
Q5 Define Codification vs. Personalization
The codification strategy proposes that data can be stored in databases where it can be retrieved when the need arises. On the hand, personalization strategy states that knowledge is held by one individual and can only be accessed by direct contact with the holder. An example of when personalization occurs is when there are new employees in a firm, and they must source relevant information from the incumbents.
Q6 Define Organisational learning vs. Learning Organization
Organizational learning is the process through which companies facilitate an environment for their employees to gain more knowledge on how to be competitive in the industry. On the other hand, a learning organization is a firm that creates an enabling environment for its members to learn and be able to raise their competitive advantage over the others.
Q7 Define Knowledge stocks vs. knowledge flows
Knowledge stock can be defined as systemic, structural, and contextual information that an individual or organization hold and has been gained through experiences. On the other hand, knowledge flows involve the means by which knowledge moves about the body from the holders to those who require it. It may also be the movement of knowledge from one organization to another.
Q1What are learning and social theories?
Learning theories involve frameworks that are utilized to gain, process, and retain knowledge during the learning process.
A.Explain how do individuals learn & how does this learning influence knowledge management?
Individuals may learn from each other in the organization through interacting and sharing knowledge. Also, they may learn from their past experiences or those documented in the organizations databases.
B.Describe the social learning process and the emphasis on social constructivism?
The social learning process indicates that learning is a cognitive process which is prevalent in the social context and can happen by observation and simple instructions.
C.Why & how do organizations develop a knowledge sharing culture?
Organizations develop a knowledge sharing culture through the application of a personal or task culture. A personal culture lays its emphasis on individual's wellness rather than of the entire group. Through this culture, people can share information as they wish. Task culture ensures that employees must share knowledge to accomplish given jobs.
Q2 Discuss the role of HRM in the organization's ability to manage knowledge? Provide examples.
Knowledge management deals with sharing and using knowledge in a firm to help in gaining a competitive edge in the market. However, to achieve knowledge management, the organization must start by having a high Human resource management team. It is the HRM department to determine whether the firm will apply codification or personalization strategy during knowledge management. Examples of where HRM must use knowledge management is during selection and recruitment to hire the right individuals. Also, the human resource managers are tasked with the duty of ensuring that they pass relevant knowledge to new employees during the training period. HRM also relies on KM is during the selection of rewards and recognitions and the determination of remuneration of employees.
Q3 Explain Knowledge from an organizational viewpoint
A Characteristics of a learning organization
The characteristics are personal mastery, building shared vision, mental models, team learning, and personal skill.
B knowledge frameworks
Knowledge frameworks are the necessary methods that must be applied by organizations to enable them to manage their knowledge pools. Each team determines the most suitable framework to implement.
C. Knowledge Management Tools
Several tools are required to have efficient knowledge management; these include technology, organizational culture, leadership and management, strategy, and politics. With the combination of all these, knowledge management is enhanced.
Q4 Define Knowledge management cycles
A. What is the purpose of the concept of Ba concept?
The idea of Ba helps an organization in various ways. These include socialization, externalization, combination, and internalization. Socialization entails sharing of tacit knowledge in the firm while externalization focuses on conversion of tacit knowledge into explicit knowledge. On the other hand, combination involves bringing into place complex explicit forms of knowledge. Finally, internalization helps the firm to accept and utilize tacit knowledge.
BKolbs Learning Cycle
The cycle is a learning process that is presented in four main stages. These include having solid knowledge, experimenting, observing, and conceptualization.
Q5 Define Innovation and what are the factors affecting Innovation.
Innovation is the generation of new ideas, concepts, and skills that help the organization to create a competitive advantage over their rivals.
A how Absorptive Capacity can affect it.
Innovation requires the use of new knowledge and sharing of information. Therefore, when absorptive capacity is in existence in an organization, it blocks new insights being incorporated, thereby setting a barrier to the innovation.
B Factors in developing creativity and innovation in organizations. How does work environment impact these factors?
Various factors affect the innovation height of organizations. These may include social, cognitive, and political factors. The relationship among members is essential for ensuring knowledge in the workplace flows. Also, the culture of the work environment is important since it guarantees whether or not the innovation will be acceptable.
Q6What is absorptive capacity?
An absorptive capacity is an approach that works on the basis that a firm cannot assimilate new knowledge that seems to differ with its existing one.
A explain its significance to knowledge management.
Absorptive capacity helps the organization to know the actual value of new knowledge before considering to incorporate it into its existing stock.
B What is absorptive capacity and its influence on knowledge sharing? What are two barriers to successful knowledge transfer?
Absorptive knowledge limits knowledge sharing in a company. The two barriers that prevent knowledge sharing include rigid organizational cultures and knowledge hoarding.
C What is absorptive capacity and discuss how it affects innovation?
Absorptive capacity does not influence the level of motivation because it fails to impact the factors that affect motivation. This observation is mostly attributed to the fact that many factors, besides knowledge sharing, are determinants of motivation within an organization.
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