BIOLOID Robot

Bioloid robot kit is composed of several parts that we can raft into a robot at will. And this one is not a robot toy kids age 7, as part-part provided quite technical and need sufficient knowledge (not necessarily a genius). With the Bioloid, we can assemble any type of robot, as long as we have enough parts. Then program the robot motion and the nature of the use of software that has been provided. Examples of motions that can be applied to the transformation, such as its initial form was a car, then be automatically transformed into a robot standing. Can be connected directly to the PC / Laptop (USB / Wireless) or by radio control. Can be fitted with cameras to laser heat. Then there is also a sound detector, light, distance, etc.. Anyway dijadiin any kind could be: roll:

How does it work?. The main part is Dynamixel Bioloid robot moves, a type of R / C servo (dynamo), but different from the R / C servo normal, Dyamixel work in a network that has a feedback function. That way, all the Bioloid Dynamixel can cooperate with each other to send feedback.

 

For example, to create a robot hand, it would require 3 axis, ie shoulder, elbow and wrist. So we need 3 Dynamixel. One placed on the shoulder, the elbow and the last on the wrist. Then for the wave motion (for example), then this third Dynamixel communicate with each other in performing each movement so that the axes can simulate the movement of the hand waving. Simple is not it?. A large number of Dynamixel on the design of a robot depends on us. Consider it for a hand / foot 3 dynamixel necessary, it would require about 12 dynamixel (or more) to create human-like robot. But it all back on the design that we have, because with the slightest amount of Dynamixel we still can make the desired robot provided designnya right.

 

The next part is not less important is the CM-5, this is the main part that controls all Dynamixel. Since this is centralnya, so for a robot is usually only need 1 piece of CM-5. Part of this can be regarded as a small computer, in which there are various kinds of instructions that move every Dynamixel. We do not have to worry about this part, because he works automatically according to the instructions given. Simply put it on our robot and connect it to all Dynamixel. CM-5 receive instruction from the PC / controller to then give orders to Dynamixel to move.
CM-5 on the robot soldier

 

 The third part which is the primary key bioloid. With PC / Laptop, we turn on the software that has been provided, then connect a PC / Laptop with the CM-5 we are on bioloid using the USB cable provided, then the robot bioloid ready to operate. By way of work as follows: PC / Laptop to send instructions to the CM-5, then the CM-5 receive instruction and ordered Dynamixel to move.

Then the part that is also controlled by the CM-5 is the Sensor Module (AX-S1), part of this function to detect distance, detect voice, and so forth.

Next is part-part frame, casing-casing that is little that can be attached to parts of the body of the robot, then screws, wires, stickers, and so forth.

 

 

Bioloid itself sold in paketan and separate. For the package, there are types Beginner (beginner) that contains a CM-5, 4 ​​Dynamixel, 1 piece sensor module, battery, external power, CD, manual, part-part and other accessories. Then the other packages are Comprehensive and Expert, which contain more parts and can apply a lot more. Bioloid also sold separately, where we can buy dynamixel and other part-part individually.

Chapter 7: KnowledgeManagement in Practice

FINDING INFORMATION AND KNOWLEDGE

Knowledge exists in all organizations, but all knowledge may not be explicit.Knowledge objects or artifacts are entities that represent knowledge existing within organizational members [McInerney, C., 2002]. A long-time employee may have a deep understanding of processes and guidelines, but he or she may never have written them down or compiled them in a document like a procedural manual. As a gatekeeper of know-how about “how things are done,” this worker has the power of knowing, but may also find that it is tedious and annoying having to answer the same questions over and over again. Codifying his or her knowledge in a manual would allow others to read and understand how tasks and projects can proceed to completion.

SHARINGINFORMATIONANDKNOWLEDGE

Teaching and learning activities, such as online universities in industry, mentoring programs, apprenticeships, and training programs all serve as opportunities for individuals to share knowledge. The live interactions that occur in lectures and other kinds of learning sessions can now be captured fairly easily with digital video or audio equipment. Even mobile devices have these capabilities.They can then be indexed and placed on a shared file platform or in an intranet. If indexed appropriately, knowledge workers can find the audio and video and use these things over and over again.

DEVELOPMENTOF KNOWLEDGE

Although individuals can intentionally develop their own knowledge through seeking opportunities to be creative and learn, the development of knowledge is often a social process. Meetings, teleconferences, planning sessions, knowledge cafes, and team think tank sessions all serve to help workers develop knowledge together. The synergies brought about by effective meetings can encourage the development of new knowledge. Allowing individuals to take risks and occasionally make mistakes (and learn from them) can also develop a culture of innovation that fosters the creation of new knowledge through research and experimentation.

KNOWLEDGE AUDIT

The idea of an information auditory much predates KM as we have defined KM here. Accompanying, or more accurately a component of, the Information Resources Management (IRM) movement of the 1970’s was a strong emphasis upon the information or knowledge audit. The foremost exponent of the information or knowledge audit was Forrest (Woody) Horton. He and Burk developed a program called ‘InfoMapper’ [Burk and Horton, 1988] precisely to facilitate the conduct of an information audit. With the development of KM, there ensued a shift to amuch greater emphasis upon knowledge embodied in people. Indeed, Moulton, L. [2008] advocates a three-stage process for a knowledge audit that starts with people and emphasizes knowledge embodied in people.The first stage focuses on people, “their knowledge and expertise and their connections to others” [Moulton, L., 2008, p. 80].The ideal result is a “map” of:

Who is connected to whom, formally and informally?

What are their formal roles and job descriptions, and informal relationships and roles?

Where do expertise, methods, differing views of the organization reside?

What are the successful knowledge sharing engagements and practices?

What are the barriers to information and knowledge transfer?

TAGS,TAXONOMIES,ANDCONTENTMANAGEMENT

The tag and taxonomy stage of KM consists primarily of assembling various information resources in some sort of portal-like environment and making them available to the organization. This can include internally generated information, including lessons learned databases and expertise locators, as well as external information, the open web and also deep web information subscribed to by the organization .With the arrival of extensive email use by virtually all organizations the extent of internal information to be managed has exploded. The obvious consequence of this plethora of data and information from multiple sources is great terminological inconsistency and confusion, and that, in turn, drives the appeal of syndetic data structures and taxonomies that can assist the user in locating information or knowledge and result in better and more effective searching.

LESSONS LEARNEDDATABASES

Lessons Learned databases are databases that attempt to capture and to make accessible knowledge that has been operationally obtained and typicallywould not have been captured in a fixedmedium(to use copyright terminology). In the KMcontext, the emphasis is typically upon capturing knowledge embedded in persons andmaking it explicit. The lessons learned concept or practice is one thatmight be described as having been birthed by KM, as there is very little in the way of a direct antecedent. Early in the KM movement, the phrase typically used was “best practices,” but that phrase was soon replaced with “lessons learned.” The reasons were that “lessons learned” was broader and more inclusive, and because “best practice” seemed too restrictive and could be interpreted as meaning there was only one best practice in a situation. The implementation of a lessons learned system is complex both politically and operationally. Many of the questions surrounding such a system are difficult to answer. Who is to decide what constitutes a worthwhile lesson learned? Are employees free to submit to the system unvetted?Most successful lessons learned implementations have concluded that such a systemneeds to bemonitored and that there needs to be a vetting and approval mechanism before items are mounted as lessons learned

EXPERTISE LOCATION

Expertise location systems are another aspect of KM that certainly predates KM thinking. TheMitre Corporation, for example, developed such a system in 1978. It was based upon creating a database developed from reformatted resumes retrieved from word-processing tapes, and upon the development of a competence area thesaurus to improve retrieval. There are nowthree areaswhich typically supply data for an expertise locator system, employee resumes, employee self identification of areas of expertise, typically by being requested to fill out a form online, or by algorithmic analysis of electronic communications from and to the employee. The latter approach is typically based on email traffic, but it can include other social networking  electronic communications such as Twitter and Facebook.

COMMUNITIESOF PRACTICE (COPS)

Communities of Practice (CoPs) are groups of individuals with shared interests that come together in person or virtually to tell stories, discuss best practices, and talk over lessons learned [Wenger, E., 1998a,Wenger and Snyder, 1999].Communities of practice emphasize the social nature of learning within or across organizations. In the context of KM, CoPs are generally understood to mean electronically linked communities. Electronic linkage is not essential of course, but since KMarose in the consulting community from the awareness of the potential of Intranets to link geographically dispersed organizations, this orientation is understandable and inevitable.

Chapter 5: Knowledge “Acts”

QUESTIONASKINGANDANSWERIN

Question asking and answering is a foundational process by which what people know tacitly becomes expressed, and hence, externalized as knowledge. They reason that IM addresses questions such as ‘Where,’ ‘Who,’ ‘When,’ and ‘What,’ while KM targets problems involving dynamic complexity, addressing solutions to questions such as ‘How’ and ‘Why.’ Quigley and Debons [1999] adopted a similar stance that considers information as texts that primarily answer ‘informative’ questions such as who, when, what, or where while knowledge is considered as texts that answer more ‘explanatory’ or ‘meaning related’ questions such as why or how. Another category of questions, “What-if,” will also fall in the domain of knowledge activity.Since such questions necessitate predicting and prioritizing outcomes, attempts to address such “what-if ” questions will require integrating understanding of “what” with “why” and “how” to arrive at reasonable resolution

POSTINGCONTENTTOREPOSITORIES

Contributing content such as lessons-learned, project experiences, and success stories is another approach to knowledge sharing.The capturing of best practice has often been highlighted as a form of externalized knowledge. On the other hand, professionals may not have the time to hand off a document for submission to an appointed surrogate either. For many professionals who are used to online communication and accessing databases and discussion lists, we could argue that it is quicker and easier for the professionals to make the contribution themselves. The authors point out that the product supports both the construction of knowledge as content, or as the collaborative, negotiated, coconstructed approach to verifying and validating content, essentially accommodating both the content and process views of knowledge construction.The developed content is then madeavailable to others for (re)use, or, for re-combination, to support newinstances of knowledge creation.

(RE)USINGKNOWLEDGE

Since the publication of this seminal work legions of researchers have worked on systems that will help people formulate effective questions that will retrieve relevant information.McMahon et al. [2004], studying teamwork involving engineering design, suggest that both codification and personalization approaches to knowledge reuse are relevant. They recognize the notion of information value, allowing for the matching of information to the knowledge needs of the user. They propose that good representations of both information characteristics and user characteristics are essential.

KNOWLEDGE-BASED DECISION MAKING

Information used in one activity that results in new knowledge will, in turn, be used to guide selection of alternatives in future tasks that involve decision making. Codified rules and routines would be relied on to support evaluation of alternatives and selection of action decisions. Choice of alternatives, and decision outcomes then provide the backdrop upon which sense making, or justification, of decision rationale occurs. Such decision rationale, and its associated sense making can then be codified for (re)use in other contexts, applied to future activities that draw on it to create new instances of knowledge.involve decision making. Codified rules and routines would be relied on to support evaluation of alternatives and selection of action decisions

Chapter 4: Conceptualizing Knowledge Emergence

 GATEKEEPERS, INFORMATION, STARS,AND BOUNDARY SPANNERS

Allen coined the term ‘Gatekeeper’ to describe the information flow stars that he discovered, the heavily connected nodes in the information flow pattern. The reason that he chose that term was that much of the development and project work that he investigated was classified military work, where here seemed to be something of a paradox, how was a team to be successful if it didn’t effectively connect  with the world of information outside the organization? But how did it do that in a classified and communication restricted environment?What he discovered was that theinformation stars, the sociometric stars, were the answer to that paradox; they were the information channels throughwhich external information reached the project team.That rolewas so crucial in the contexts that Allen typically investigated what he termed his sociometric stars “Gatekeepers.” They oversaw and guarded the gates through which external information reached the projects. Indeed, one might say that they were not just the gatekeepers, they themselves were the gates

RESEARCH PRODUCTIVITY AND KNOWLEDGE

The productivity measure was, at base, simply the number of approved new drugs (new drug applications or NDAs) per millions of dollars of R&D budget. This measure, however, was refined by weighting the NDAs in regard to:

1) whether or not the Food and Drug Administration (FDA) judged the drug to be an “important therapeutic advance,”

2) the chemical novelty of the drug, and

3) the filing company’s patent position in regard to the drug, an indicator of where the bulk of the research was done. The study is compelling because of the high face validity of the measure of success, the successful introduction of new pharmaceutical agents, since that is what pharmaceutical companies are about after all, and because of the statistical robustness of the results, a consequence of the fact that the more successful companies were found to be not just twenty or thirty percent more productive than the not so successful companies, they were two or three hundred percent more productive.

LACKOF RECOGNITIONOFTHESE FINDINGS IN THE BUSINESS COMMUNITY

The three most important characteristics are all related to the information environment and information flow – specifically: 1) easy access to information by individuals; 2) free flow of information both into and out of the organizations; 3) rewards for sharing, seeking, and using “new” externally developed information sources. Note the ‘flow in and out’ and the ‘sharing, seeking, and using’. Number six is also information environment related, 6) the encouragement of mobility and interpersonal contacts. Yet in a remarkable oversight, the studies’ authors never remarked on the dramatic win, place, and show finish of information and knowledge factors

COMMUNITY-BASEDMODELS

The Community of Practice (CoP) is not necessarily department-based nor centered in one organization.ACoP can consist of those in chargeof human resources training, for example, in a number of organizations. These HR professionals can share what they’ve learned through experience about effective seminar scheduling and working with speakers. Reading a book about effective HR training is one way to learn, but sharing what experienced trainers know is a whole different level of learning. The Information Systems literature points to an abundance ofKMstrategies in the category of Computer Mediated Communication (CMC). Such systems provide the infrastructure for enabling the interactions needed for a group’s knowledge synergies and interactive activities [Maier, R., 2002] and may include bulletin boards, electronic meeting/conferencing, or online chat.

CONCEPTUALIZINGKNOWLEDGE EMERGENCE

A Group Decision Support System (GDSS) is able to calculate the votes and display them graphically, so that an individual attending the meeting can see if she or he were an outlier on certain issues or to determine where his or her vote stood as compared with peers. Although anonymous, each participant can have a unique code, known only to the participant, and follow voting patterns on the graphic display.These systems work well in a face-to-face situation where immediate feedback can be given and displayed. The GDSS has not migrated easily to theWeb, however, some web-based systems are available and have adapted to an asynchronous situation. Generic Decision Support Systems (DSS) that act more like expert systems with the added feature of suggesting decision options are well suited to the Web, and they are proliferating as the Web becomes the ubiquitous information and communication platform for information storage and retrieval, and for interaction as well.The range ofWeb-basedDSSs vary in quality fromthemundane (e.g., cosmetics or movie choices) to sophisticated tools such as diagnosing illnesses and suggesting appropriate drug therapies.

REPOSITORYMODEL

It is a model that emphasizes the creation of quality knowledge content in online repositories with re-use as a goal.Markus,M. [2001] argues that the purpose and content of knowledge records in repositories often differ depending on who needs the documentation: the content producer, similar others, or dissimilar others. She emphasizes that a great deal of effort is required to produce quality content, and, as such, part of the burden of documenting and packaging knowledge objects can be transferred to intermediaries, saving time and energy of the organization’s staff.

Iran nuclear crisis

 BACKGROUND
Since the Islamic Revolution in Iran in 1979, the United States withdraw diplomatic relations with Iran. Reza Fahlevi regime that pro-pressed from the U.S. government, and then transform Iran into a religious state, applying the teachings of Islam as the basis for the government and state administration. U.S. embassy closed in Teheranpun in force and were expelled from the land of Persia. Iran is an Islamic country that has undergone a transition from absolute monarchy to a republican system of government. At this time Iran has been able to develop nuclear technology and technological empowerment of uranium. Uranium is the fuel alternative to fossil fuels used to run nuclear technology. This is also supported by the resources of iran both natural resources and human resources. So that Iran feels it is appropriate that a country like Iran has the technology to meet its domestic energy needs.Conditions of post-Islamic Revolution and Iran-Iraq war for eight years which resulted in major damage to infrastructure iran, iran suspended the urgent needs related to electrical energy. development and reconstruction plan proposed nuclear program back in the reign of President Hashemi Rafsanjani, the urgent need for power supplies and rapid population growth can be considered as the main reasons for turning iran nuclear program kembali.21 In 1990 before the Cold War, Soviet Union start a dialogue with Iran regarding the possible completion of the development process of the unfinished Bushehr reactor as well as supply other equipment related to the reactor.The dialogue process is resumed after the Cold War was completed in January 1995, which officially declared the Federation of Russia will help Iran complete the Bushehr reactor development, and signed a cooperation agreement with Iran regarding the possible construction of three similar reactor in the same location. Since the signing of the cooperation agreement, the United States on an ongoing basis began to show strong resistance to the presence of the Bushehr reactor is feared to be used by Iran to facilitate the development of weapons of mass destruction.The problem is that Iran has always had international pressure caused the United States and its allies who fear the uranium enrichment program. Western countries fear Iran's uranium enrichment is not only used for nuclear fuel, but also used to make atomic bombs. But Iranian President Mahmoud Ahmadinejad is often asserted that his country would not make a nuclear bomb. Although Iran is also under pressure, Iran's nuclear program continue to perform normally because the program is for civilian peace efforts and the use of which will be used as energy sources for electricity supply. On the other hand, the United States alone may possess nuclear weapons for military purposes. So it's not a good reason if the fear of the United States made reference to oppose or prevent Iran's nuclear technology development program. Before the victory of Islamic Revolution of Iran, the West supports the development of nuclear installations in Iran. However, after the victory of Islamic Revolution of Iran, the West would oppose the construction of such installations. On the other hand, the West established nuclear cooperation with other countries including India and Pakistan.Western countries often pose as supporters of scientific progress, human rights defenders, freedom and justice, it is the most commonly discriminate against the oppressed and the various nations of the world. Either one of these injustices can be seen in the fields of science and technology. Western countries always try to prevent developing nations from the progress of science and technology, with the intention that they are always dependent on the West. One of the science that is monopolized by Western countries and other states prohibit practical to have it is a peaceful nuclear technology. Nuclear technology has various uses in the field of civil, non-military. Today more than 16% of the world's electricity produced by coal-fired a nuclear-powered.

 In addition, nuclear also has a very supportive uses in medicine, including in the process of diagnosis and cure of several diseases.Nuclear energy is also very useful in industry, agriculture and food compliance. Lately, scientists have also discovered that with the help of nuclear power, the salt contained in salt water can be separated. This problem has a very important position, if it is seen that the world is currently being led to the crisis and lack of safe drinking water and qualify. Because it has a great variety of uses for this human welfare, then the developed countries trying to monopolize nuclear technology.Their main reason for that is the possibility of making an atomic bomb through the mastery of nuclear technology. If the reasons it can be justified, it should not be allowed any country trying to achieve and develop such technologies. State-nuclear weapon states also to be highly discriminatory against other countries. They address the steps that Iran with honesty and under strict pangawasan International Atomic Energy Agency (IAEA) engaged in the utilization of nuclear energy for science and peace, with hostility, and tried hard to stop Iran's move. However, some other countries, the line had been aligned with the political line of the United States and Europe, with ease and without any hindrance, even meraka get help and support from the West

IMPACT ON THE STATE OIL IMPORTER
9 percent of all global oil reserves of Iran is the country's second largest crude oil producer among other OPEC countries. Because oil has an important role for Iran as a key economic growth, the maintenance of oil and gas fields viable, exploration of new oil and gas fields and pipeline construction are the essential things.And to meet those needs, Iran needs foreign investment worth millions of dollars.

 Iran is where it lies the weakness of the target Ilsa. By prohibiting and restricting the involvement of U.S. companies in the oil industry in Iran, and prohibiting foreign companies outside the United States to be able to invest more than 20 million U.S. $, Ilsa policy directed to Iran did not get international aid in the development of its oil sector application of sanctions -the sanctions would not want to push Iran to develop a strategy of diversification of trade activity, looking for a new economic partner, and certainly reduce dependence on income from exports of U.S. foreign oil. policy with sanctions against Iran as contained in the Iran Libya Sanctions Act, or Ilsa, not fully get the full support of European countries. Ilsa is seen by the countries. One of the cases that occur areBecause of default, Iran was forced to stop selling oil to the two Greek companies. Both the Greek oil company was unable to make payments due to the crisis that led the country.Iran's decision to halt oil supplies to Greece are also increasingly negative impact on the country's financial crisis. Both the Greek oil companies are no longer supplied the oil is Hellenic Petroleum and Motor Oil Hellas. Cessation of Iran's oil supply is carried out is expected to further deepen the financial crisis in Greece.Oil prices have surged in recent months after Iran decided to halt oil exports to some European countries, in response to the oil embargo of the European Union (EU). Iran has reduced its oil exports to France and Britain in retaliation for the attitude of the West imposed sanctions on the oil industry in Iran.On 23 January, the EU foreign ministers approve sanctions against Iran. The sanctions include a ban on imports of Iranian oil, the freezing of assets of the Central Bank of Iran (CBI) and the ban on the sale of diamonds, gold and other precious metals to Tehran.EU sanctions intended to force Iran to halt its nuclear energy program. Western countries accuse the developed nuclear technology in Tehran threatens security. So far, Iran rejected the accusations, the reasons have been committed and signed the nuclear Non-Proliferation Treaty.

Knowledge Management

What is Knowledge Management?

There are numerous definitions of KM, quite literally scores of them. Indeed, Professor Michael Sutton [2008] of the Gore School of Business at Westminster College reported at the ICKM (International Conference on Knowledge Management) meeting in 2008 that he had assembled a library of more than 100 of them

A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously uncaptured expertise and experience in individual workers

Upon being asked at a cocktail party to define KnowledgeManagement, one may offer an apt
definition, comprised of primarily 3 distinct parts:

1) Classic Library and Information Science and Information Retrieval.
2) ICT, Information and Communication Technology.
3) HR,HumanRelations, changing the culture of the organization to facilitate knowledge sharing and use.

The  history and development of Knowledge Management

The appearance of the term “KnowledgeManagement” is a rather recent phenomenon. It appeared operationally only in the mid-1990s. The earliest print reference appears to have been used firstin the context  of library and information work. In the article entitled “Where Did Knowledge Management Come From” written in 1999, Prusak states that KMfirst appeared “about seven years ago,” i.e., in 1992, and describes a conference in Boston in 1993 as “a good milestone to mark the beginning of the knowledge management time-line” [Prusak, L., 1999]. 

The earliest instances of KM, as the term is understood today, derive from the consulting world, from which the principles of KMeventually spread to other disciplines.The consulting firms quickly realized the potential of the Intranet flavor of the Internet for linking together their own geographically dispersed knowledge based organizations. They then understood that the expertise they had gained was a product that could be sold to other organizations. That product needed a name, and the name chosen, or at least arrived at, was Knowledge Management. Another aspect of KM’s relationship to ICT is that KM emerged at approximately the same time as the cost of personal computers dropped to the degree that PC’s became cost effective and affordable desktop tools for the ordinary person.Today there are numerous voices critical of the name “Knowledge Management.” These objections arise from a perceived inadequacy of the term Knowledge Management, which detractors say lacks strong description while conflicting with the concept that one cannot inherently manage knowledge.

Intellectual capital develops and declines

The first blush of enthusiasm for Intellectual Capital centered on quantifying and measuring it [Edvinsson, L., 1994, Edvinsson and Malone, 1997b].Measuring such an ill-defined commodity as intellectual capital, however, proved to be difficult. Clearly, if it was so important, it needed to be measured. However, as the difficulty of measuring such an amorphous commodity as information, much less knowledge, became apparent to the business community, the enthusiasm for intellectual capital decreased, as evidenced by the reduced volume of related publications.

The Stages of Knowledge Management development

In observing the development of KMas practiced, described, and discussed at professionalmeetings,
conferences, and trade shows, one can observe three clear stages.

1. Stage One. The initial stage of KM was driven primarily by information technology, or IT. Organizations, particularly the large international consulting organizations, realized that their stock in trade was information and knowledge. These groups also realized that internal communication and information sharing was often lacking. If knowledge could be shared more effectively, then the efficiency would increase business and the bottom line would improve. When the internet emerged, they realized that the intranet flavor of the internet provided a valuable tool to accomplish knowledge coordination and sharing.The first stage ofKMfocused on the deployment of new technology to accomplish these information sharing goals
2. Stage Two. The second stage of KM can be described simply as adding the recognition of the importance of the human and cultural dimensions.The second stage might be described as the, ’if you build it they will come’ is a fallacy stage. In other words, the recognition that building KM systems alone is not sufficient and can easily lead to quick and embarrassing failure if human factors are not sufficiently taken into account.
3. Stage Three. The third stage was the awareness of the importance of content, and, in particular, an awareness of the importance of the retrievability and, therefore, of the importance of the arrangement, description, and structure of that content. Since a good alternate description for the second stage of KM is the “it’s no good if they don’t use it” stage, then in that vein, perhaps the best description for the new third stage is the “it’s no good if they can’t find it” stage, or perhaps “it’s no good if they try to use it, but can’t find it

Knowledge Management AS The extension of the succeful & Environment

The principles and practices of KM have developed in a very conducive environment, given that in this post-industrial information age, an increasingly larger proportion of the population consists of information workers. The role of the researcher, considered the quintessential information worker, has been studied in depth with a focus on identifying environmental aspects that lead to successful research

Background Bibliographic
Analysis

 Articles about KM were and are being published in the fields of computer science, information systems,management, engineering, communication, and library and information science. Ponzi’s research on knowledge management publications is deep and comprehensive, but limited in that his latest results are from 2001.The significance of the KMgrowth pattern becomesmuchmore apparent when one compares it with the pattern of other major business enthusiasms of recent years. Below (Figure 2.2) are the literature growth patterns of three of those major business enthusiasms.The difference is dramatic. Quality Circles, Business Process Engineering, and Total Quality Management all show an almost identical pattern of approximately five years of dramatic, exponential, growth, then they peak and fall off to near nothing almost as quickly. KM, by contrast, has that same period of five years of exponential growth, 1994 to 1999, but in the decade since it has not declined, rather it has continued to grow steadily and consistently. All the hallmarks are here of a rather permanent development.

Theorizing Knowledge in
Organizations

This chapter provides an overview of the development of research findings and theories related to
knowledge management.In order to better understand the notion of “managing” knowledge, there is a need to better understand what it is about knowledge flow in organizations that lends itself to any form of management.In the resource view, knowledge is conceptualized as an object that exists largely in formal documents or online artifacts amenable to organizing andmanipulation.The process view, on the other hand, largely emphasizes the emergent nature of knowledge that is often embedded within a person or within organizational routines, activities, and outcomes, or arises from the interplay of persons and existing information or knowledge.

Knowledge as recources and process

Through the resource perspective, organizations view knowledge as a fundamental resource in addition to the traditional resources of land, labor, and capital. It is held that the knowledge that the firm possesses is a source of sustainable competitive advantage, and is, accordingly, regarded as a strategic resource of the firm in need of management attention. In the course of innovation and production of goods and services, information and knowledge are regarded as central inputs to organizational processes. Learning and knowledge are then seen as direct outcomes of activities performed commensurate with the organization’s central mission and core competencies.

Interactions for knowledge creation

While knowledge itself may be perceived as a resource, its creation occurs through human interactions, whether physical or virtual. For example, for knowledge to emerge from within a group, interactions that occur among its members shape the knowledge that emerges from the mutual engagement and participation of the group members.Nonaka and Takeuchi [1995] in their seminal work have also alluded to knowledge creation as a process of socialization that is predicated on the need for direct social interactions. Nonaka and Takeuchi are the most prominent theorists in the knowledge management domain. Their SECI (Socialization, Externalization, Combination, Internalization) model posits aspiral-type process in which knowledge goes from within a person’s own knowledge store to a more explicit state that can be shared socially with others.

Activity as Context

instead of examining knowledge per se, Blackler, F. [1995] and others propose that attention should focus on systems through which knowing and doing are achieved. By suggesting an alternative stance of knowing as mediated, situated, provisional, pragmatic, and contested, as opposed to a more classic viewof knowledge as embodied, embrained, encultured, and encoded,Blackler recognizes that knowledge permeates activity systems within the organization.