Response on Organizational Knowledge Management Systems and the Use of Human Capital

Response on Organizational Knowledge Management Systems and the Use of Human Capital

Responseon Organizational Knowledge Management Systems and the Use of HumanCapital

Task

Responseon Organizational Knowledge Management Systems and the Use of HumanCapital

Organizationsare faced with both dynamic and competitive advantage environment dueto changes in the human capital, knowledge, and management strategiesused by the managing team. Consequently, I tend to agree with thestatement that human capital and knowledge management systems (KMS)have created a system that support organizational innovation,learning, and competitive advantage. Galliers &amp Leidner (2014)affirm that organizational knowledge is paramount and an asset thatcan only be achieved through optimum protection and performance ofthe economic risks and other business factors.

Forthis reason, there are some ways that can be used to transferknowledge within members of the same organization. Firstly, knowledgeis essential in an organization and supports the firm’scapabilities and its practices (Quinn&amp Strategy, 2013).Consequently, to transfer knowledge to the workers in anorganization, it is important to increase the costs, lower the risksinvolved in developing the talent plan development for its employees.Secondly, I feel it is crucial to capturing the organizationalhistory, customer insights and award the best practices within theorganizations. Thirdly, I think it is critical to discourageemployees’ turnover especially when dealing with implicitunderstanding, business relationships, or sensitive customers’insight this helps the employees to understand how the organizationoperates thus easily passing the knowledge among themselves (Simons,2013).

Lastly,to prevent the transfer of knowledge outside the organization, thebest strategy is to give the employees implicit understanding of howthe business operates, its rules, and regulations concerning thetransfer of knowledge outside the organization. Additionally, it iscrucial to avoid deliberate reasoning when dealing withorganization’s information. This strategy is effective because theyhave been used and tested over and over again and proved to beworking. Moreover, it is paramount to sustain knowledge in anorganization.

Reference

Galliers,R. D., &amp Leidner, D. E. (2014). Strategicinformation management: challenges and strategies in managinginformation systems.Routledge.

Quinn,J. B., &amp Strategy, E. S. (2013). Strategic outsourcing:leveraging knowledge capabilities. Image,34.

Simons,R. (2013). Leversof control: How managers use innovative control systems to drivestrategic renewal.Harvard Business Press.