Abstract
Содержание
- Introduction
- 1. Processes Of Knowledge Management
- 2. Techniques Of Knowledge Management
- 3. Tools Of Knowledge Management
- Conclusion
- References
Introduction
Knowledge management is the name of a concept in which an enterprise consciously and comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skills. In early 1998, it was believed that few enterprises actually had a comprehensive knowledge management practice (by any name) in operation[1]. Advances in technology and the way we access and share information have changed that; many enterprises now have some kind of knowledge management framework in place.
Knowledge management involves data mining and some method of operation to push information to users. A knowledge management plan involves a survey of corporate goals and a close examination of the tools, both traditional and technical, that are required for addressing the needs of the company. The challenge of selecting a knowledge management system is to purchase or build software that fits the context of the overall plan and encourages employees to use the system and share information.
1. Processes Of Knowledge Management
To ensure that knowledge in your company is properly created, stored, and used, it is paramount to implement the internal processes the right way.
Employee turnover is a fact of life, and even key personnel may leave for greener pastures. However, this doesn’t mean that you can’t or shouldn’t try and minimize the damage this will cause [2]. Expertise is valuable, and you should strive to preserve every ounce of it once somebody gives you their notice. While frontal learning will come in handy, you should try and have the leaving person’s knowledge committed to writing as well as communicated orally. If you are parting ways on good terms, the soon to be ex-employee will probably not refuse to create a document detailing the processes they were responsible for. In addition, ask them to highlight the potential pitfalls that may cause issues unless handled with care. Preserving the expertise of departing employees is crucial for any organization, so take it seriously, or risk taking a big loss [3].
2. Techniques Of Knowledge Management
In knowledge management, technology plays second fiddle to people and the interactions between them. However, tools and techniques also have their place. The platform for implementing knowledge management that you choose must feature fundamental knowledge management tools and be user friendly and easy to operate. This is important - if you make participating in knowledge management a chore, don’t be surprised when your employees are less than enthused by the prospect. To understand what features an ideal knowledge management platform must possess, let us take a look at the tools commonly used for that purpose in companies around the world [4].
3. Tools Of Knowledge Management
A knowledge map makes it easy for your employees to connect to an expert in a specific area of knowledge. It stands to reason that before you can ask for advice, you must first find someone who can give a competent answer, and this is where a knowledge map comes in handy. It lists the experts within the organization, shows their respective areas of expertise, and provides the means of contacting them[5].
Figure 1 – Processes, Techniques, And Tools Of Knowledge Management
Knowledge may be accessed at three stages: before, during, or after KM-related activities. Organisations have tried knowledge capture incentives, including making content submission mandatory and incorporating rewards into performance measurement plans. Considerable controversy exists over whether such incentives work and no consensus has emerged. One strategy to KM involves actively managing knowledge (push strategy). In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a database, as well as retrieving knowledge they need that other individuals have provided (codification).Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy)[6]. In such an instance, expert individual(s) provide insights to requestor (personalisation).Hansen et al. defined the two strategies. Codification focuses on collecting and storing codified knowledge in electronic databases to make it accessible. Codification can therefore refer to both tacit and explicit knowledge. In contrast, personalization encourages individuals to share their knowledge directly. Information technology plays a less important role, as it is only facilitates communication and knowledge sharing[7].
Conclusion
Knowledge management in law firms has evolved through three phases. Phase one focused primarily on the development of taxonomies to systematize attorney work product and related research. The second phase focused on enterprise search to mine the growing volume of information managed by law firms. Legal industry specific search engines such as Recomimind were deployed by many AmLaw 100 law firms during this phase. Phase 3 was driven by changes in the legal market place and growing competition that led to price pressure and increased demands for efficiency from clients[8]. A major focus of law firm KM today is in using historical billing information to generate alternative fee arrangements and more generally in the area of legal project management to more efficiently deliver legal services to clients.
This master's work is not completed yet. Final completion: June 2018. The full text of the work and materials on the topic can be obtained from the author or his head after this date.
References
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