Knowledge Management, 3M Company
Knowledge has emerged as a primary strategic resource in the 21st Century. The number of firms in the service and manufacturing sectors is beginning to introduce and implement Knowledge Management (KM) in their systems. Organizations benefit a lot from the application of KM for enhanced decision making, innovation and efficiency, and, as a result, and they realize their strategic mission. KM is an emerging paradigm, and a number of organizations are not aware of how to proceed with it. This paper identifies how the KM initiative and the system can be developed at 3M Company. Information from this paper will be effective to other organizations that plan to implement KM and those that are yet to adopt it.
Knowledge Management is a development field that has command attention and support for the industrial community. A good number of companies engage in KM to leverage knowledge within their organization and externally to their customers and shareholders (Rubenstein-Montano et al., 2001). For a co-operation to grow in the current global competitive market of today, must understanding and embracing KM across organization (Chong et al. 2006). KM is a concerted and active effort of managing knowledge resources, knowledge processes and associated factors in an organization.
[...] Knowledge Management is a development field that has command attention and support for the industrial community. A good number of companies engage in KM to leverage knowledge within their organization and externally to their customers and shareholders (Rubenstein-Montano et al., 2001). For a co- operation to grow in the current global competitive market of today, must understanding and embracing KM across organization (Chong et al. 2006). KM is a concerted and active effort of managing knowledge resources, knowledge processes and associated factors in an organization. [...]
[...] KM made the first step in managing knowledge back in 1992 during the accreditation of ISO: 9000 when the company began documenting its internal activities. The process has continued over the years and currently there are internal computer systems with a variety of knowledge from management guides to formulas that give an organization the capability of manufacturing its products. 3M Company leaders have a clear vision of what KM implies despite the lack of implementation of formal initiatives or strategies to manage knowledge. [...]
[...] ‘Criteria for measuring KM performance outcomes in organizations,' Industrial Management & Data Systems 917-936 Liebowitz, J. (2000). Building organizational intelligence: knowledge management primer. Boca Raton: CRC Press. Rubenstein-Montano, B. Liebowitz, J. Newman, B. Buchwalter, J. Rebeck, K. McCaw, D. (2001). A systems thinking framework for knowledge management'', Decision Support Systems, Vol pp. [...]
[...] These are the areas in which 3M Company should place their focus on. 3M Company is working towards achieving a technological lifetime to help tackle the problems related to customer discontent. The company aims at achieving a good internal Customer Support Centre. Although 3M are looking towards introducing KM software into their organization, some of the KM actions have been used in identifying, implanting and dominating the best practices within the business. The efforts have been directed towards comprehending new knowledge from outside and transmitting the knowledge inside the company. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
