Saturday, December 28, 2002
Types of Knowledge: What, Why, How, Who, When
Know-what
Know-what consists of understanding the knowledge that forms the basis for actions and judgements – both at th epresent and in the future. It refers to knowledge about “facts” and their relationships. For example, the answer to questions like “How many people are there in Singapore?” contain facts. These factual propositions cover all forms of technical and business systems including commerce, law, finance, and engineering that impact on the knowledge needed for effective action.
Know-why
Know-why describes a process where a hypothesis is verified and reiterated through rflection and experimentation. Sucha a process normally involves exploration of underlying scientific princles, laws, models, and theories. This process is related to kowledge management processes practiced in scientific and research institutions, or among individuals who deal with specialised knowledge.
Know-how
Know-how refers to knowledge embedded in experience and action. Dixon (2000) argued that know-how is firm specific and therefore more important than know-what. The specificity of a firm’s know-how can leverage resources to maintain a unique competitive position. Know-how also refers to knowledge that is skill-based, which is essential for performing certain tasks. This is usually proprietary knowledge that most firms keep to themselves. Companies may adopt processes that disseminate information of how to perform a task; how to acquire a particularknowledge; or how to combine existing with new knowledge. Such knowledge assists the possessor to accomplish certain tasks without having to reason or divluge the detailed instructions.
Know-who
Knowledge strategies are formulated by individuals and visionaries. These people are sometimes referred to as knowledge stewards or knowledge experts. They are the architects of knowledge in an organisation and the success of the knowledge management process depends on them. They are the identities in an organisation or social system who form formal and informal relationships to particular knowledge bases. Kowledge specialists represent a particular section of core knowledge within an organisation. Although a firm may process all the information contained in documents and databases, most of an organisation’s essential functions are carried out by core groups of people who are identified as master craftsmen. The people who possess knowledge are critical to formulating knowledge strategies and processes. With incresing emphasis on the role of knowledge in the economy, know-who is an increasingly valuable commodity.
Know-when
The efficient utilisation of knowledge depends on appropriate circumstances, times, and applications. Knowing when to deploy know-how and know-what can make th edifference between a successful and unsuccessful firm. The processes of knowledge are governed by specific applications that may vary according to external conditions at any given time. Because of technological changes, knowledge that was once effective may no longer be so. Knowledge advances into more mature and complex stages.
Know-what
Know-what consists of understanding the knowledge that forms the basis for actions and judgements – both at th epresent and in the future. It refers to knowledge about “facts” and their relationships. For example, the answer to questions like “How many people are there in Singapore?” contain facts. These factual propositions cover all forms of technical and business systems including commerce, law, finance, and engineering that impact on the knowledge needed for effective action.
Know-why
Know-why describes a process where a hypothesis is verified and reiterated through rflection and experimentation. Sucha a process normally involves exploration of underlying scientific princles, laws, models, and theories. This process is related to kowledge management processes practiced in scientific and research institutions, or among individuals who deal with specialised knowledge.
Know-how
Know-how refers to knowledge embedded in experience and action. Dixon (2000) argued that know-how is firm specific and therefore more important than know-what. The specificity of a firm’s know-how can leverage resources to maintain a unique competitive position. Know-how also refers to knowledge that is skill-based, which is essential for performing certain tasks. This is usually proprietary knowledge that most firms keep to themselves. Companies may adopt processes that disseminate information of how to perform a task; how to acquire a particularknowledge; or how to combine existing with new knowledge. Such knowledge assists the possessor to accomplish certain tasks without having to reason or divluge the detailed instructions.
Know-who
Knowledge strategies are formulated by individuals and visionaries. These people are sometimes referred to as knowledge stewards or knowledge experts. They are the architects of knowledge in an organisation and the success of the knowledge management process depends on them. They are the identities in an organisation or social system who form formal and informal relationships to particular knowledge bases. Kowledge specialists represent a particular section of core knowledge within an organisation. Although a firm may process all the information contained in documents and databases, most of an organisation’s essential functions are carried out by core groups of people who are identified as master craftsmen. The people who possess knowledge are critical to formulating knowledge strategies and processes. With incresing emphasis on the role of knowledge in the economy, know-who is an increasingly valuable commodity.
Know-when
The efficient utilisation of knowledge depends on appropriate circumstances, times, and applications. Knowing when to deploy know-how and know-what can make th edifference between a successful and unsuccessful firm. The processes of knowledge are governed by specific applications that may vary according to external conditions at any given time. Because of technological changes, knowledge that was once effective may no longer be so. Knowledge advances into more mature and complex stages.
