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Unformatted text preview: 448 PA R T I V Managerial and Decision Support Systems 10. Knowledge Management 11. Data Management: Warehousing, Analyzing, Mining, and Visualization 12. Management Decision Support and Intelligent Systems C H A P T E R 10 Knowledge Management Siemens AG 10.1 Introduction to Knowledge Management 10.2 Knowledge Management Initiatives 10.3 Approaches to Knowledge Management 10.4 Information Technology in Knowledge Management 10.5 Knowledge Management Systems Implementation 10.6 Roles of People in Knowledge Management 10.7 Ensuring Success of KM Efforts Minicases: (1) DaimlerChrysler / (2) Chevron LEARNING OBJECTIVES After studying this chapter, you will be able to: Define knowledge and describe the different types of knowledge. Describe the activities involved in knowledge management. Describe different approaches to knowledge management. Describe the issues associated with implementing knowledge management in organizations. Describe the technologies that can be utilized in a knowledge management system. Describe the activities of the chief knowledge officer and others involved in knowledge management. Describe benefits as well as drawbacks to knowledge management initiatives. 449 SIEMENS LEARNS WHAT IT KNOWS THROUGH KNOWLEDGE MANAGEMENT THE PROBLEM Siemens AG, a $73 billion electronics and electrical-engineering conglomerate, produces everything from lightbulbs to X-Ray machines, from power generation equipment to high-speed trains. During its 156-year history, Siemens ( siemens.com ) developed into one of the worlds largest and most successful corporations. Siemens is well known for the technical brilliance of its engineers; however, much of their knowledge was locked and unavailable to other employees. Facing competitive pressure (see opening case, Chapter 1), Siemens is trying to maxi- mize the contributions of each business unit. One way to do it was to learn to leverage the knowledge and expertise of its 460,000 employees worldwide. THE SOLUTION The roots of knowledge management (KM) at Siemens go back to 1996 when a number of people within the corporation with an interest in KM formed a community of interest. They researched the subject, learned what was being done by other companies, and looked for ways that knowledge management could benefit Siemens. Without any suggestion or encouragement from senior executives, mid-level employees in Siemens business units began creating knowl- edge repositories, communities of practice, and informal techniques of sharing knowledge. By 1999, the senior management of Siemens AG confirmed the im- portance of knowledge management to the entire company by creating an orga- nizational unit that would be responsible for the worldwide deployment of KM....
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- Spring '09