Rami's outline - Department of Management and Information Systems

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Nov 6, 2013 (3 years and 5 months ago)

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A Paper Outline

Information and Knowledge: Definitions and Practices in
Management


Rami Al
-
Gharaibeh









BAD 84007


Dr. Jay Weinroth

INTRODUCTION

The use of information technology in business management is described under
different management practices, am
ong which are information management and
knowledge management. Knowledge management is the relatively newer concept
that is attracting more attention. Several questions accompany the emergence of this
new business management practice. Is there a genuine

theoretical difference between
knowledge management and information management? Is it the realization of this
distinction that is guiding the selection and application of one practice over the other
in business? Are the different implementations exhibit
ing characteristics that reflect
the theoretical difference?


Discrimination between information and knowledge dictates a difference in the
construction of IT setups that support the management of information, knowledge or
both. Understanding the aspects
of information and knowledge and their relation
together is a prerequisite for successful attempts of automizing their management.
The issues that need to be understood and compared relate to the creation, capture,
storage, retrieval and communication of
information and knowledge. When taking an
automation initiative, a firm should be aware of:



The subject of management


information, knowledge or both.



The types of technologies that suit information operations and those that
suit knowledge operations.



Th
e capability of the technologies in delivering the anticipated
advantages.

Figure 1 shows how firms could be classified according to their needs for
information and knowledge. IT exploitation in management should be attractive to
the two types of firms on

the right side of the diagram. The upper type should seek IT
enabled information management, while the lower needs IT enabled knowledge
management.









Low Information Demand

High Information Demand

Low Knowledge Demand

Less Likely

Information Manag
ement

High Knowledge Demand

Less Likely

Knowledge Management

Figure 1

The classification of firms according to their intellectual capital

A firm’s realization of the types of its intellectual resources is important for the
sake of making the right inves
tment, and later on for conducting a meaningful
assessment of the investment. Figure 2 illustrates the intersection of the types of
firms’ intellectual resources and the possible automation initiatives:




Information Based Firm

Information and Knowledge
Based Firm

Information Oriented
Infrastructure

Right Match

Below Target

(Loss in wasted investment)

Information and Knowledge
Oriented Infrastructure

Over Target

(Loss in extra cost)

Right Match

Figure 2

The match between a firm’s capital resource and
an automation initiative

The right match between the intended subject of management and the
appropriate technologies is only the preliminary step. Many technical details that need
to be taken care of according to the processes of conducting business are no
t less
crucial.

THE QUESTIONS AND THE HYPOTHESES

The questions for this research is:

1)

How knowledge differs from information?

2)

Is the difference reflected in IT
-
enabled knowledge management
initiatives?

The hypotheses are:

1)

IT
-
enabled knowledge management i
s fundamentally different from IT
-
enabled information management.

2)

There is confusion in the business practices and application of the two
management approaches.

RESEARCH STRUCTURE

This research is based on the realization that information and knowledge ar
e
among the resources of contemporary firms. Different sectors of business require
different levels of these two resources. Figure 1 shows the two types of firms that are
concerned about IT
-
enabling their intellectual resources. We shall call the upper
right
type as type A with information management as the type’s manipulated variable. The
type in the lower right would be type B with knowledge management as its
manipulated variable. In both cases competitive advantage is the dependent variable.

The r
ange of variation for each manipulated variable depends on many factors
such as the right technology and savvy human administration. This research is not
intended to measure the effect of manipulation of the variables on the output variable.
Instead this

research is investigating the existence of awareness of the difference
between the two types of intellectual resources: information and knowledge that
should guide the way IT is exploited in managing business.

RESEARCH PLAN

I intend to survey credible re
sources in different disciplines related to knowledge
and information. Such disciplines would be sociology, psychology, philosophy, and
information systems. I shall be looking for an understanding of the human’s
processes in the creation, retention and u
se of information and knowledge.

I shall also investigate cases of knowledge management initiative to recognize
the main human knowledge processes that such initiatives are trying to address. This
investigation should shed more light on the different IT

requirements that An
assessment of the degree of facilitation that current IT is offering for human
knowledge management shall be attempted.

ANALYSIS METHOD

Instead of looking at the different point of views and outlining the trends for
defining informat
ion and knowledge, I shall attempt to recognize definitions that
describe a whole structure of characteristics that adequately explain the processes of
information and knowledge.

If an intrinsic difference between information and knowledge was recognize
d,
the investigation of knowledge management projects cases is intended for the sake of:

1)

Recognizing common factors among successful projects of KM.

2)

Recognizing common factors among failed projects of KM

3)

Recognizing the capability of IT in implementing or
facilitating the
aspects of knowledge that were distinguished from those of
information.

TENTATIVE RESOURCES

Alvesson, M. & Karreman, D. (2001, November). Odd Couple: Making Sense Of
The Curious Concept Of Knowledge Management.
Journal of Management Studi
es,

995
-
1018.

Bouthillier, F. & Shearer, K. (2002, October). Understanding Knowledge
Management and information Management: the need for an empirical perspective.
Information Research, 8, 1.


Chua, A. (2000, October). Relationship Between The Types Of Know
ledge Shared
And Types Of Communication Channels Used.
Journal of Knowledge Management.

Devlin, K. (2001).
Infosense: Turning Information into Knowledge.

New York: W.
H. Freeman and Company.

Firestone, J., & Mcelroy M. (2003).
Key Issues in the New Knowled
ge
Management.

Amsterdam: KMCI.

Fuller, S. (2002).
Knowledge Management Foundations.

Boston: KMCI.

Gunasekaran, A., Khalil, O., & Rahman, S. (2003).
Knowledge and Information
Technology Management Human and Social Perspectives.

Hershey: Idea Group
Publishi
ng.

Housel, T., & Bell, A. (2001).
Measuring and Managing Knowledge.

Boston:
McGrow
-
Hill.

Huang, K., Lee, Y., & Wang, R. (1999).
Quality Information and Knowledge.

New
Jersey: Printice Hall.

Krogh, G., Ichijo, K., & Nonaka, I. (2000).
Enabling Knowledge Cr
eation.

New
York: Oxford.

Nonaka, T., & Nonaka, I. (2001).
Knowledge Emergence.

New York: Oxford.

O'dell, C. & Grayson, J. (1998).
If Only We Knew What We Know The Transfer
of Internal Knowledge and Best Practice.

New York: The Free Press.

Nonaka, I, & Toy
ama, R. (2003). The Knowledge
-
creating theory revisited:
knowledge creation as a synthesizing process.
Knowledge Management Research &
Practise, 1,

2
-
10.

Salisbury, M. Putting theory into Practice to build knowledge management
systems. (2003).
Journal of
Knowledge Management, 7, 2,

128
-
141.