Organizational Behavior
Knowledge Management
Tomáš Ondráček
ondracek.t@mail.muni.cz
Faculty of Economics and Administration, Masaryk University
2024
overview I
KNOWLEDGE MANAGEMENT
STRATEGIES
TOOLS
GOOD PRACTICIES
ORGANIZATIONAL LEARNING
QUESTIONS
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introduction
introduction
(Anonymous, 2019)
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introduction questions
questions
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introduction questions
What can be known?
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introduction questions
When do we know,
that we have known
something?
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introduction cognitive success
cognitive success
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introduction cognitive success
problems
What kinds of things are knowable?
Can knowledge be known (by cognition)?
Are there different kinds of cognitive achievement?
(e.g., by other justifications or in the distinction between
cognitive – individual, collective – etc.)
...
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introduction cognitive success
defining success
What is cognitive success?
contractualism
consequentialism
constitutivism
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introduction cognitive success
contractualism
(Craig, 1990)
A certain cognitive state is a cognitive achievement,
because it serves some practical interest.
testimonials
activity
...
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introduction cognitive success
consequentialism
(BonJour, 1985; Brogaard, 2009)
A certain cognitive state is a cognitive achievement,
because it supports certain core beliefs.
understanding the world
the good life
...
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introduction cognitive success
constitutivism
(Korsgaard, 2009)
A certain cognitive state is a cognitive achievement,
if it is the constitutive goal of an endeavour.
understanding (reasoning)
practical wisdom (everyday life)
...
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introduction knowledge
knowledge
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introduction knowledge
different knowledge?
(Boër & Lycan, 1975; Ryle, 2009)
knowing who
knowing which
knowing why
knowing where
knowing when
knowing how
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introduction knowledge
traditional notion of knowledge of facts
Knowledge is
(sufficiently) justified
true belief.
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introduction knowledge
Gettier’s problems
(Gettier, 1963)
problems of modes of justification
the relationship between reasons and inference
problems of truthfulness
Can only the truth be known?
epistemic luck
testing students
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introduction justification
justification
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introduction justification
question
How can one justify
our beliefs?
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introduction justification
possibilities
positive
negative
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introduction justification
positive
(Alston, 1988)
A given belief is justified, if there are good reasons, to hold it.
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introduction justification
negative
deontological justification
(Feldman, 1988; Plantinga et al., 1993; ?)
A given belief is justified, unless there are reasons, not to be.
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introduction the structure of justification
the structure of justification
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introduction the structure of justification
fundacionalism
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introduction the structure of justification
fundacionalism:
possible assumptions
(BonJour & Sosa, 2003)
basis/bases
A justified belief p is a basic or base belief if and only if the belief
p is not justified by another belief.
justified belief
Every justified belief p is a basic or base belief or is justified by
another belief q.
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introduction the structure of justification
coherentism
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introduction the structure of justification
coherentism:
possible assumptions
(Davidson & LePore, 1986)
coherence
Every justified belief p is justified by others beliefs in its epistemic
environment.
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introduction the structure of justification
infinitism
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introduction the structure of justification
infinitism:
possible assumptions
(Aikin, 2008)
infinite chain
Every justified belief p is justified by others preceding beliefs.
actuality vs. possibility
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introduction the structure of justification
specification of justification structures
(Aikin, 2008)
COST
strong/weak
PURITY
pure/mixed
AVAILABILITY
diachronous/synchronous
ORIGIN
transmissive/emergent
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introduction ways of knowing
ways of knowing
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introduction ways of knowing
apriori
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introduction ways of knowing
aposteriori
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introduction ways of knowing
analytic
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introduction ways of knowing
synthetic
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introduction ways of knowing
direct realism
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introduction ways of knowing
indirect realism
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introduction ways of knowing
basic approaches
empiricism rationalism constructivism
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KNOWLEDGE MANAGEMENT
KNOWLEDGE MANAGEMENT
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KNOWLEDGE MANAGEMENT
organizational knowledge
“To sum up, knowledge is the individual capability to draw distinctions, within a domain of action, based
on an appreciation of context or theory, or both. Organizations are three things at once: concrete settings
within which individual action takes place; sets of abstract rules in the form of propositional statements;
and historical communities. Organizational knowledge is the capability members of an organization have
developed to draw distinctions in the process of carrying out their work, in particular concrete contexts,
by enacting sets of generalizations (propositional statements) whose application depends on historically
evolved collective understandings and experiences. The more propositional statements and collective
understandings become instrumentalized (in Polanyi’s sense of the term), and the more new experiences
are reflectively processed (both individually and collectively) and then gradually driven into subsidiary
awareness, the more organizational members dwell in all of them, and the more able they become to
concentrate on new experiences, on the operational plane.”
(Tsoukas & Vladimirou, 2001)
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KNOWLEDGE MANAGEMENT
types of organizational knowledge
tacit
implicit
explicit
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KNOWLEDGE MANAGEMENT
tacit knowledge
Tacit knowledge is personal, experience-based knowledge that
is difficult to formalize or communicate.
It is deeply embedded in individuals’ experiences, insights, and
skills, and is often communicated through shared experiences or
actions.
Example: A senior sales manager’s ability to build strong
relationships with clients based on years of experience.
(Nonaka & Takeuchi, 1995; Polanyi, 1966)
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KNOWLEDGE MANAGEMENT
implicit knowledge
Implicit knowledge is knowledge that has not yet been
formalized but can be codified or articulated.
This type of knowledge exists in an undocumented state and can
be transferred through training or practice.
Example: A product manager’s instinctive knowledge about
which features to prioritize based on market trends and
experience.
(Leonard & Sensiper, 1998; Nonaka & Takeuchi, 1995)
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KNOWLEDGE MANAGEMENT
explicit knowledge
Explicit knowledge is formalized, documented knowledge that
can be easily communicated and shared through manuals,
documents, or databases.
This type of knowledge is systematic and can be readily
transferred between individuals in an organization.
Example: An operations manual or employee handbook that
details organizational policies.
(Nonaka, 1994; Nonaka & Takeuchi, 1995)
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KNOWLEDGE MANAGEMENT
introduction/question
How would you describe
a knowledge management
structure in a company?
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KNOWLEDGE MANAGEMENT
model
(Botha, Kourie, & Snyman, 2014)
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KNOWLEDGE MANAGEMENT
model
(Oliva & Kotabe, 2019)
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KNOWLEDGE MANAGEMENT
model
(Yang, Zheng, & Viere, 2009)
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KNOWLEDGE MANAGEMENT
basic model
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STRATEGIES
STRATEGIES
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STRATEGIES
What strategies do we have
for KM?
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STRATEGIES
KM: strategies
people
tech
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STRATEGIES
KM: roles
collector
custodian
consumer
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STRATEGIES
KM: knowledge objectification
knowledge objectification
Knowledge objectification is the embedding of acquired knowledge
into documents, artifacts, procedures, etc., so that they are
independent of their holder.
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STRATEGIES
data quality
(Strong, Lee, & Wang, 1997)
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STRATEGIES
data availability
(Strong et al., 1997)
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STRATEGIES
model
(Earl, 2001)
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TOOLS
TOOLS
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TOOLS
KM: tools 1/2
KMS (knowledge management system)
CMS (content management system)
DMS (document management system)
data storage
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TOOLS
KM: tools 2/2
tools for creating
tools for collaboration
social networks
meeting
chatting
expressing
knowledge visualization
...
tools for conserving and maintaining
knowledge base
content repository
codification
knowledge visualization
tools for recalling
decision support
knowledge visualization
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GOOD PRACTICIES
GOOD PRACTICIES
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GOOD PRACTICIES
KM: good practices
knowledge feedback
explicit
non-explicit
measuring
acces
use
...
reviewing
internal
external
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ORGANIZATIONAL LEARNING
ORGANIZATIONAL LEARNING
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ORGANIZATIONAL LEARNING
organizational larning
(Roux & Murray, 2008)
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QUESTIONS
QUESTIONS
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QUESTIONS
Where can you apply KM?
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QUESTIONS
Where can you apply KM
particularly?
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QUESTIONS
Do you know any examples
of good practices of KM?
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QUESTIONS
Do you know any examples
of bad practices of KM?
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Sources I
Aikin, S. F. (2008). Meta-epistemology and the varieties of epistemic infinitism. Synthese, 163(2), 175–185.
Alston, W. P. (1988). The deontological conception of epistemic justification. Philosophical perspectives, 2,
257–299.
Anonymous. (2019, February). Both Vantablack S-VIS Masks Coated And Rotating Together GIF. Retrieved from
https://gfycat.com/soursecondaryivorygull-vantablack-s-vis-super-black-darkest
Boër, S. E., & Lycan, W. G. (1975). Knowing who. Philosophical Studies, 28(5), 299–344.
BonJour, L. (1985). The structure of empirical knowledge. Harvard University Press.
BonJour, L., & Sosa, E. (2003). Epistemic justification: Internalism vs. externalism, foundations vs. virtues.
Botha, A., Kourie, D., & Snyman, R. (2014). Coping with continuous change in the business environment:
Knowledge management and knowledge management technology. Elsevier.
Brogaard, B. (2009). The trivial argument for epistemic value pluralism, or, how i learned to stop caring about
truth. Haddock, Millar, and Pritchard, 284–305.
Craig, E. (1990). Knowledge and the state of nature: An essay in conceptual synthesis. Clarendon Press Oxford.
Davidson, D., & LePore, E. (1986). A coherence theory of truth and knowledge.
Earl, M. (2001). Knowledge management strategies: Toward a taxonomy. Journal of management information
systems, 18(1), 215–233.
Feldman, R. (1988). Epistemic obligations. Philosophical perspectives, 2, 235–256.
Gettier, E. L. (1963). Is justified true belief knowledge? analysis, 23(6), 121–123.
Korsgaard, C. M. (2009). Self-constitution: Agency, identity, and integrity. OUP Oxford.
Leonard, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management
Review, 40(3), 112–132.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How japanese companies create the
dynamics of innovation. Oxford University Press.
Oliva, F. L., & Kotabe, M. (2019). Barriers, practices, methods and knowledge management tools in startups.
Journal of knowledge management.
Plantinga, A., et al. (1993). Warrant: The current debate. Oxford University Press, USA.
Polanyi, M. (1966). The tacit dimension. Routledge & Kegan Paul.
Roux, D. J., & Murray, K. (2008). Learning to learn for social-ecological resilience: Balancing strategy options in
public sector organisations. In Exploring sustainability science: A southern african perspective (pp.
599–625). SUN MeDIA.
Sources II
Ryle, G. (2009). The concept of mind. Routledge.
Strong, D. M., Lee, Y. W., & Wang, R. Y. (1997). Data quality in context. Communications of the ACM, 40(5),
103–110.
Tsoukas, H., & Vladimirou, E. (2001). What is organizational knowledge? Journal of management studies,
38(7), 973–993.
Yang, B., Zheng, W., & Viere, C. (2009). Holistic views of knowledge management models. Advances in
Developing Human Resources, 11(3), 273–289.