The Implementation Stage of the KMS, Essay Example

For Turban et al. (2010), the implementation stage of the KMS and e-systems processes consists of knowledge distribution, knowledge utilization, and knowledge evolution (p. 324). Knowledge distribution entails “sharing relevant information with suppliers, consumers, and other internal and external stakeholders through electronic networks—both public and private” (p. 324). In other words, knowledge distribution is putting knowledge into action, by sharing it with those who need to have it. Knowledge utilization entails “appropriate application of knowledge to problem solving” (p. 324). Properly-managed knowledge enables new problems, obstacles, and challenges to be solved and overcome. Finally, knowledge evolution consists of “updating knowledge as time progresses” (p. 324). Knowledge changes, and knowledge that pertains to an outdated process, rule, or product should be discarded in order to maintain the organization’s knowledge management capabilities. At the same time, new knowledge must be integrated into the whole, adding to the body of knowledge available.

For Davenport and Prusak (2000), the implementation stage is not dissimilar. Implementing knowledge means using knowledge within the organization, addressing problems and finding solutions (p. 163). It is very important that the KMS or other e-system be truly ready for operations before it is implemented: if the planned features are not operational, then the implementation will suffer from delays that will hinder and hamper productivity (p. 42). A properly-implemented knowledge architecture draws on the strengths of the organization’s assets, especially its employees. To return to the case study of BPX, BP Managing Director John Browne transformed this division of BP “into forty-two separate business assets”, each a regional operating center (p. 18). This allowed each unit “the freedom to develop processes and solutions appropriate to their particular problems” which could then be “used elsewhere in the larger company” (p. 18).