A Model of Corporate Knowledge ManagementExecutive SummaryKnowledge and knowledge creation are becoming prime assets, like naturalresources, of every competitive company in the knowledge-age. These knowledgeassets originate in the creative minds of employees and managers within theorganization. To tap into this rich resource, companies are investing considerableamounts of money and time into developing knowledge management systems tocapture, store, and retrieve knowledge. Information stored in computer systems ordocuments is only useful if employees know how to access it.Concept maps are effective visualization tools for representing knowledge of anydomain. In addition, concept maps are a learning tool and access point for thedomain of knowledge represented. In simplistic form, they provide a graphicinterface into the structure and relationships of knowledge. At the next level ofsophistication, the software used to make concept maps becomes the knowledgebasestorage system. Research findings support the effectiveness of concept maps as athinking and visualization tool that empowers the user (learner) to more effectivelyuse knowledge.This project is comprised of three concept maps, Knowledge Management, ConceptMapping, and Concept Maps as Knowledge Management Tools along with thecorresponding narrative that explains the relationship of elements in the conceptmap. The purpose of this project is to present a basic model and demonstrate thefeasibility of using a concept map as a knowledge management tool.The project is presented in paper and electronic form. In electronic form, there aremore related concept maps to view than the three presented in this paperpresentation. The Inspiration (Mac) files on the attached Zip disk add a deeper levelof relationship allowing the user to hyperlink from one concept map to another.Instructions are included in Appendix A.Steven J. McGriffOctober 2000Final Project /INSYS 597B /Corporate Instructional SystemsDr. Frank DwyerInstructional Systems, The Pennsylvania State UniversityA Model of Corporate Knowledge ManagementContentsConcept map: Knowledge ManagementNarrativeConcept map: Concept MappingNarrativeConcept map: Concept Maps as Knowledge Management ToolsNarrativeAppendix Aonly twointangibleso-so usefulmost usefulcycles backrequiresintangibleis categorized byconversion processabout peopleabout infoabout accessdepends onfacilitated bytangibleprocess begins withrequiresneedsbenefits fromstored fordeals withis critical to organizationsforforto gaintotocycles backincludeis aspect ofdescribes relationship ofvisually represented byincludes is hallmark ofshaped byincludesKnowledge Management1Creating2Capturing3Combining4Coordinating5RetrievingKnowledgeTypesfrom tacit to tacit knowledgefrom explicit to explicit knowledgefrom tacit to explicit knowledgefrom explicit to tacit knowledgeWHY?Global developmentAccess to intellectual resourcesCompetitive advantageOrganizational cultureTacitExplicitEnhance collaborationImprove productivityThemesThe Spiral of KnowledgeOrganizational learningDocument managementInformation technologyOrganizational intelligenceMetaphorsConcept Mappinghyperlink to concept map: "Concept Mapping"Steven J. McGriff October 2000Instructional Systems, Pennsylvania State Universityfacilitated by and supportsKEY: primary links secondary links hyperlink to a concept mapConclusionhyperlink to concept map: "Knowledge Management & Concept Maps"ReferencesKnowledge Management -1-Knowledge Management— IntroductionKim Cameron wrote in 1989 that increases in knowledge, complexity, and turbulence in postindustrial environments will place enormous strain on managers. To underscore that premonition, Cameron quotes H.A. Simon, who wrote in 1973:"Organizational decision making in the organizations of the postindustrial world shows every sign of becoming a great deal more complex than the decision making of the past. As a consequence of this fact, the decision-making process...will [become] the central activity in which the organization is engaged...the central problem is...how to organize to make decisions—that is, to process information. [Simon, H.A. (1973). Applying information technology to organization design. Public Administration Review, 1973, 34; 268-78.]Knowledge (intellectual capital) is the most critical asset of an organization (organizational intelligence) for obtaining the competitive edge; knowledge is the capability to act, according to Hubert St. Onge of the Mutual Group in Canada. How do you judge knowledge from information (patterned data) or data (dispersed elements)?Management = extracting, packaging and distributionKnowledge managment is the process of creating value from an organization's intangible assets (Liebowitz, 2000).Knowlege management is what an organization does to take its intellectual resources, both obvious and subtle, and make them fresh, meaningful and accessible (Rossett & Marshall, 1999).Gartner Group: A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing alll of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously uncaptured expertise and experience in individual workers (Srikantaiah, 2000).Srikantaiah, T. Kanti, Knowledge Management for the Information Professional: Chp 2. KM has become a new way of capturing an institution's full expertise addressing factors such as: databases, Web site interfaces and documents; knowledge infrastructure for just-in-time knowledge and global access; enhancing the visibility of knowledge in an institution; sharing knowledge not only within an institution but also with external clients; an institution's knowledge culture; capturing tacit knowledge and experince of staff; and information collected in libraries, record centers, administrative units, operational units, and with individual staff.Steven J. McGriffInstructional Systems Program, Pennsylvania State University10/22/01Knowledge Management -2-Knowledge management deals with the conceptualization, review, consolidation, and action phases of — creating, securing, combining, coordinating, and retrieving knowledge. The process are difficult for an organization to master unless they first create a knowledge sharing environment inwhich everyone from the CEO on down actively promotes and utilizes the knowledge management system.KnowledgeA."a fluid mix of framed experience, values, contextual