外文翻译：知识管理方面的问题.doc

河北科技师范学院2013届本科毕业论文外文翻译河北科技师范学院本科毕业论文外文翻译 知识管理方面的问题 2012年 11 月 9 日河北科技师范学院教务处ISSUES IN KNOWLEDGE MANAGEMENTDr. K.V.S.N JAWAHAR BABUProfessor & PrincipalK.M.M INSTITUTE OF TECHNOLOGY & SCIENCE, RAMIREDDIPALLI, TIRUPATI,email: AbstractChallenges and Issues in Knowledge Management -that explore the various perspectives, focusing on Knowledge Management (KM) within the context of the management consulting industry, the dynamics associated with knowledge sharing and dissemination, methodological approaches to studying knowledge in organizations, and reflections on KM and management consulting. Many organizations are increasingly viewed as knowledge-based enterprises in which formal knowledge management is essential. Nowadays, KM is rapidly becoming an integral business activity for organizations as they realize that competitiveness pivots around the effective management of knowledge. KM promises much, but often delivers very little. There are no simple solutions to this challenge. This article starts by trying to define what KM is. It then identifies where the problems lie and suggests five steps to resolve those problems. KM has become an important tool in staying ahead in the competition between companies. In this article five different phases of the KM process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of KM problems is demonstrated in a case study in a knowledge-intensive company. Most of the problems in this case occur in the first three phases of the KM process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages them to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior employees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories.IntroductionKM is an emerging management technique that is aimed at solving the current business challenges to increase efficiency and efficacy of core business processes while simultaneously incorporating continuous innovation. Some approaches to KM seem to view any manipulation of knowledge as KM. On this view, knowledge sharing, knowledge production, and knowledge transfer are KM. On this view, knowledge use is KM. On this view, KM is part of every business process. But, is KM really everything and anything having to do with knowledge and knowledge processing? Knowledge use occurs whenever any agent makes a decision. It is part of every business process. Knowledge processing is knowledge production and knowledge integration, two distinct knowledge processes constituting the Knowledge Life Cycle (KLC). KM is knowledge process management, that is, the management of knowledge production, knowledge integration, the KLC, and their immediate outcomes.What is Knowledge?There is no consensus on the nature of knowledge. Nor has there ever been in the history of human thought.Heres a brief and far from comprehensive survey of definitions offered by writers and researchers in knowledge management. Knowledge is: “Justified true belief”: This is the venerable definition of many philosophers, especially of empiricists who believe knowledge claims can be justified by facts. It also is the definition adopted by Nonaka and Takeuchi. “Information in context”: Its import is that a knowledge claim is valid if it fits without contradiction and adds to the systematic coherence of a larger framework of knowledge. “Knowledge is understanding based on experience”: This is an idea that is central to modern pragmatism and its associated epistemology.“Knowledge is experience or information that can be communicated or shared”. “Knowledge, while made up of data and information, can be thought of as much greater understanding of a situation, relationships, causal phenomena, and the theories and rules (both explicit and implicit) that underlie a given domain or problem.” “Knowledge can be thought of as the body of understandings, generalizations, and abstractions that we carry with us on a permanent or semi-permanent basis and apply to interpret and manage the world around us. It will consider knowledge to be the collection of mental units of all kinds that provides us with understanding and insights.” “The most essential definition of knowledge is that it is composed of and grounded solely in potential acts. A definition offered in the same spirit is knowledge is social acts, & Knowledge is the capacity for effective action.Data, Information, and Knowledge all emerge from the social process. They are global properties of an organization, or its constituent agents, depending on the Organizational level that is the focus of analysis. They are inter-subjective constructs, not personal data, information, or knowledge. A datum is the value of an observable, measurable or calculable attribute. Data is more than one such attribute value. Is a datum (or is data) information? Information is always provided by a datum, or by data, because data is always specified in some conceptual context. And it is important to note, the conceptual context is one that expresses data in a structured format. Without that structured format we would not call it “data. So data is a type of information. It is a type of information whose conceptual context provides it with structure and whose purpose is to represent observation. Information, in more general terms, is data plus conceptual commitments and interpretations, or such commitments and interpretations alone. Information is frequently data extracted, filtered or formatted in some way. It is information that has been subjected to, and passed tests of validation. It is information that has been enhanced by the record and experience provided by the validation process. In treating the distinctions among data, information, and knowledge, it is often assumed that these are arranged in a pyramid with data, the most plentiful type, at the bottom; information produced from data above it; knowledge produced from information through the hard work of refining or mining, above it, and wisdom produced from knowledge, the rarest of all, at the top. It is (a) either a form of knowledge (i.e. also information) about doing what is right or (b) a kind of decision (in which case its not information, but a type of action in a business process). That is, depending on how it is defined, wisdom may not be the same kind of thing as data, information, or knowledge.Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. While information generated by computer systems is not a very rich carrier of human interpretation for potential action, knowledge resides in the users subjective context of action based on that information. Hence, it may not be incorrect to suggest that knowledge resides in the user and not in the collection of information. The KM Process, in turn, is an ongoing, persistent, purposeful network of interactions among human-based agents through which the participating agents aim at managing (handling, directing, governing, controlling, coordinating, planning, organizing) other agents, components, and activities participating in the basic knowledge processes (knowledge production and knowledge integration) in order to produce a planned, directed, unified whole, producing, maintaining, enhancing, acquiring, and transmitting the enterprises knowledge base. This definition is another way of stating the idea that KM is management of the KLC and its outcomes. The KM Process is a business process.Further divided into three task clusters: interpersonal behavior, knowledge processing behavior, and decision making behavior. Interpersonal behavior may be further categorized into the following task clusters (there are two levels of task clusters in this hierarchy): Figurehead or ceremonial KM activity (focuses on performing formal KM acts such as signing contracts, attending public functions on behalf of the enterprises KM process, and representing the KM process to dignitaries visiting the enterprise); Leadership (includes hiring, training, motivating, monitoring, and evaluating staff. It also includes persuading non-KM agents within the enterprise of the validity of KM process activities); Building external relationships - another political activity designed to build status and to cultivate external sources of support for KM. KM Knowledge processing behavior includes: KM knowledge production (different in that it is here that the rules for knowledge production that are used at the level of knowledge processes are specified); KM Knowledge Integration (affected by KM knowledge production, and also affects knowledge production activities by stimulating new ones).Decision making behavior includes: Changing knowledge process rules (involves making the decision to change such rules and causing both the new rules and the mandate to use them to be implemented); Crisis Handling (e.g., meeting CEO requests for new competitive intelligence in an area of high strategic interest for an enterprise, and directing rapid development of a KM support infrastructure in response to requests from high level executives); Allocating Resources (KM support infrastructures, training, professional conferences, salaries for KM staff, funds for new KM programs, etc.); Negotiating agreements (with representatives of business processes over levels of effort for KM, the shape of KM programs, the ROI expected of KM activities, etc.).In brief, the nature of KM is that it is a complex process composed of the above task clusters broken down into task patterns, executed by agents through decision cycles composed of planning, acting, monitoring, and evaluating activities. Further specification of KM, therefore, involves breaking down these task clusters, a task undertaken elsewhere. Enough has been said here about the nature of KM to convey a much more concrete view in defining its scope, than is expressed elsewhere.Knowledge Management is an exciting, vibrant field of practice.Full of challenges and surprises.Full of cross-disciplinary applications and the need for innovation. But it is also a field struggling to find its foundations in a sea of communications, demands, and conflicting interests, not all of which are consistent with the need to found a productive discipline based in both theory and practice. The issues are based on their centrality to the need to build sound conceptual foundations for KM, the controversy surrounding them, the confusion besetting them, and their importance in illustrating how far off the mark much of what passes for theory in KM is today. The connecting thread is the various issues are the inadequacy of KM theory and conceptualization. The researcher has shown that only a much more rigorous approach to discussion of these key issues can possibly result in progress in KM. To summarize, culture and context are issues that affect how we represent knowledge, what is in store for knowledge, and how it can transfer and apply knowledge. It is not realistic to expect all users within the same multinational organization (and even less realistic if the users are in different organizations) to possess the same cultural and context attributes, so KM initiatives need to recognize these limitations and allow the differences. It should also be anticipated that the initiators/designers/ developers of a KMS will not belong to the same culture of the expected users nor necessarily possess the context to understand how the expected users will transfer and use knowledge. Additionally, to realize that knowledge contributors/knowledge sources may be of a different culture than the knowledge users and that the knowledge users may not possess the same context knowledge as the knowledge contributors/sources.Not only,traditions,but whole schemes of thinking as well as understanding and interpreting the order. KMS are highly logical systems that only work properly when the logic of its user is captured properly. Therefore, stress the importance of investigating the culture and understanding context before one can expect to design a successful KMS. Fortunately, there are frameworks which can use to assess culture and context and the need of research that applies these frameworks to KM situations. This issue hopefully starts the area of KM research and hopes to present more research dealing with these issues in the near future. 知识管理方面的问题作者k.v.s.n 瓦哈巴布博士、教授兼校长K.M.M科学技术研究所 阮曼蒂庖,蒂鲁帕蒂电子邮箱摘要知识管理方面的挑战和问题包括探讨不同的角度，注重在管理咨询业的背景下的知识管理（KM），与知识的共享和传播相关的动力学，在组织中学习知识的方法，以及对知识管理和管理咨询的思考。许多组织正日益被视为是正式的知识管理所必要的知识型企业。如今，随着他们认识到竞争力随着有效的知识管理为转移，知识管理迅速成为组织的整体业务活动。知识管理许诺了太多，但往往提供的非常少。对于这一挑战我们没有简单的解决方法。本文首先试图定义知识管理是什么，然后确定问题的所在并提出了解决问题的五个步骤。知识管理已成为企业之间的竞争中领先的一个重要工具。在这篇文章中的五个不同阶段的知识管理流程是相区别的：获取知识、编纂知识、传播知识、发展知识和应用知识。知识管理问题的发生在知识密集型企业案例研究中得到论证。在这种那个情况下，大多数的问题出现在知识管理过程的前三个阶段，因此我们建议公司定期监测，从他们的员工所缺乏并鼓励他们要获得的核心能力和战略出发。此外，公司必须保证员工有时间定期整理自己的知识，保证充足的信息系统是适当并保持是最新的。通过不同的团队工作的改进，初级与高级雇员的耦合，员工之间定期通过鼓励发展实践社区新知识的交换和历史学习系统的创建来传播知识。简介知识管理是一项新兴的管理技术，旨在解决当前的业务挑战来提高效率和核心业务流程的效果，同时将不断创新。知识管理的一些方法似乎认为任何知识操作都可以作为知识管理。从这一观点来看，知识共享、知识生产、知识转移和知识应用都是知识管理，知识管理是每一个业务流程的一部分。但是，知识管理真的是任何与知识和知识处理有关的东西吗？ 任何代理人作出决定都产生知识使用，这是每一个业务流程的一部分。 知识处理是知识的生产和整合，是构成知识生命周期（KLC）的两个不同的知识过程。 知识管理是知识管理过程，也就是知识生产管理、知识整合、知识生命周期以及他们的直接结果。什么是知识？人们对自然知识的定义没有达成共识，在人类思想史上也没有达成这种共识。这里有一个简短的并且远非作家和研究人员在知识管理的定义方面提供的全面调查。许多哲学家定义知识就是“证明真正的信仰是合理的”，特别是那些相信知识声称可以被证明合理的经验主义者。这也是诺娜卡和泰科驰所采用的定义。“语境”中的信息：其含义是如果它与没有矛盾相符合，并且增加了一个更大框架一致的的知识系统，那么知识的要求是有效的。有一个以现代实用主义及其相关的认识论为中心的想法，即“知识是基于经验的理解”。“知识是经验或可连通或共享的信息”。知识，虽然由数据和信息组成，可以被认为是更大的了解情况、关系、因果现象、构成给定的领域或问题基础的理论和规则（显式或隐式）。“知识可以被认为是理解、概括和抽象的主要部分，这些部分使我们拥有一个永久的或半永久的基础，并且适用于解释和管理我们周围的世界。它认为知识是各种心理单元的集合，这些集合为我们提供了认识和见解”。“知识的最基本的定义是它完全由潜在的行为组成，并建立在潜在的行为上。本着同样精神提供的一个定义是“知识是社会行为”或“知识是能力的有效措施”。数据、信息、知识都从社会过程中显露出来。他们是一个组织的整体性质，或其根据分析重点的组织层级的构成代理。他们是主体间的建造，而不是个人的数据、信息或知识。基准是一个观察值，可测量或可计算的属性。数据远不是一个这样的属性值。数据是一个信息吗？信息总是由一个基准或数据提供，因为数据总是在一定的语境中指定的。重要的是要注意到，语境是在结构化的数据格式中表达数据。没有结构化的格式我们不会把它称为“数据”。因此，数据是一种类型的信息，其概念为上下文提供了结构，其目的是表述观察。在更一般的条件下，信息是数据和概念的承诺和解释，或单独承诺和解释。信息是频繁的数据提取、过滤或以某种方式格式化。人们已经做过信息试验，并且信息已通过试验验证。知识通过验证过程中提供的记录和经验增强。对待数据、信息和知识的之间的区别，人们常常认为，这些最丰富类型的数据被安排在数据金字塔的底部；知识从以上的数据中产生；知识通过精炼或“挖掘”的努力产生，总之，知识从最可贵的智慧中产生。这或者是一个形式的知识（或信息），该知识是关于做什么或一种决定是正确的(在这种情况下,它不是信息,而是在一个业务流程中的一种行动)。也就是说,根据它是如何定义的,智慧可能与数据、信息和知识不是同一种东西。知识管理迎合了组织适应、生存能力和面对日益间断的环境变化的胜任能力的关键问题。从本质上讲，它体现了组织的过程，该过程寻求数据和信息技术的信息处理能力的协同组合以及人类的创造力和创新能力。而通过计算机系统产生的信息不是一个非常丰富的人类解释载体的潜在行动,知识驻留在用户的基于这些信息的主观语境的行动中。因此，知识存在于用户，而不是存在于收集的信息可能是正确的建议。反过来，知识管理流程是一个持续的、持久的、有目的的网络之间相互