Knowledge Management With Performance Measurement

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Knowledge Management with Performance Measurement

Knowledge Management with Performance Measurement


Performance is a central focus for organizations and their managers. Many studies dealing with performance evaluation appeared in Management Science. This essay explores the link between Knowledge Management (KM) initiative and performance. Based on a dual focus regarding performance evaluation, this article examined both theoretical and practical contributions about this subject. The mentioned quotations move toward integrative theoretical models from a point of view while practical approaches seem to be in favor of specific metrics. Apart from that some elements of Knowledge Management is also discussed in this essay. The comparison of theoretical and practical contributions of both aims at to construct a general framework to measure the performance Knowledge Management.


In the current information age, intellectual capital has stopped because of fundamental resource in any organization; to be passed is your most important asset. In other words, knowledge is now the real capital of a company. At present the development of knowledge is essential for a company to work effectively. The globalization of markets, the continuous technological evolution and deregulated trend, are fundamentally changing the competitive structure of markets. In the new context, traditional sources of competitive advantage of firms (assets physical, financial, privileged access to raw materials or protected market segments and even technology) are not far enough, because they all tend to be more and more available worldwide, on equal terms in open markets. Consequently, either manage processes leading to the development own distinctive knowledge is becoming one priority for many companies. Hence the current ubiquity in the fields of business that they has been called "Knowlegde Management" (KM. In the era of knowledge economy refers to the management identify, acquire, develop, solve, use, store and participate knowledge effectively to create an approach to transform and share implicit and explicit knowledge and same increase the need and ability of new solid foundation, we can define knowledge management as the process of continuously managing knowledge of all kinds to meet present and future needs, to identify and exploit resources existing and acquired knowledge and to develop new opportunities (Wenger, 2004).

Knowledge is an intangible, volatile and difficult to achieve and retain. There are many problems associated with finding required knowledge assets and then be able to use efficiently and with a proper cost-benefit with one goal, to make all knowledge is valuable to available to those who make up the company without exceptions.

Elements of Knowledge Management

Knowledge management has four basic elements.

The content: the rationale of knowledge.

The culture must be ensured that the program operate within it, considering its barriers and facilitators.

Processes: because development must reach KM to the deepest part of the daily activities.

The infrastructure: which is part of the technology.

Arm databases do not undo the problems linked with how to share what is known within an organization, but enough to help solve them. I dare to say that technology represents 20% of the solution. Much of the challenge is that people interact to share what they know, ...
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