Some standard content:
ICS03.100.01;35.080
National Standard of the People's Republic of China
GB/T23703.1--2009
Knowledge management
Part 1: Framework
Knowledge management--Part 1: Framework2009-05-06Released
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaStandardization Administration of China
2009-11-01Implementation
GB/T23703.1—2009
Normative referenced documents
Terms and definitions
Knowledge management objectives and principles
Knowledge management model
Knowledge resources
Knowledge processes and activities
8 Supporting elements of knowledge management
References
GB/T 23703 "Knowledge Management" includes the following parts: Part 1: Framework;
Part 2: Terminology;
Part 3: Organizational culture;
Part 4: Knowledge activities;
Part 5: Implementation guidelines;
-Part 6: Evaluation.
This part is Part 1 of GB/T 23703. Foreword
This part is proposed and managed by China National Institute of Standardization. GB/T 23703.1—2009
The main drafting units of this part are China National Institute of Standardization, National Organization Code Management Center, Beijing Zhishi Enterprise Management Consulting Co., Ltd., Shenzhen Lanling Management Consulting Support System Co., Ltd., UFIDA Software Co., Ltd., and TRS Information Technology Co., Ltd. The main drafters of this part are Yue Gaofeng, Xing Liqiang, Guo Xiuting, Zhang Ai, Gu Yingjian, Chen Lin, Wang Tao, Xia Jinghua, You Haitao, Lv Xueqiang, Li Xingsen, Wang Xin, Zhou Xiaoying, and Wu Jun. I
GB/T 23703.1—2009
Knowledge is gradually becoming a key factor for organizations to gain competitive advantages, which means that contemporary society is entering the era of knowledge economy. However, the concept and framework model of knowledge management in my country still lack a unified understanding. GB/T23703, on the basis of providing a standard reference model, attempts to provide guidance for the knowledge management practices of organizations in my country. 1 Scope
Knowledge management Part 1: Framework
GB/T23703.1—2009
This part of GB/T23703 specifies the basic framework of knowledge management and provides a general knowledge management reference model for organizations. This part applies to:
a) organizations that improve their competitiveness by implementing knowledge management; b) organizations that evaluate organizational knowledge management;
c) organizations that provide services for organizational knowledge management. 2 Normative references
The clauses in the following documents become clauses of this part through reference in this part of GB/T23703. For dated referenced documents, all subsequent amendments (excluding errata) or revisions are not applicable to this part. However, parties to an agreement based on this part are encouraged to study whether the latest versions of these documents can be used. For undated referenced documents, the latest versions apply to this part.
GB/T19000—2008 Quality Management System Fundamentals and Vocabulary (ISO9000:2005, IDT) 3 Terms and Definitions
The terms and definitions determined in GB/T19000--2008 and the following terms and definitions apply to this part of GB/T23703. 3.1
Knowledge
The understanding, judgment or skills acquired through learning, practice or exploration. Note 1: Knowledge can be explicit or implicit; it can be organizational or personal. Note 2: Knowledge can include factual knowledge, principle knowledge, skill knowledge and interpersonal knowledge. [OECD (1996), knowledge-based economy 3] 3.2
Knowledge management
The activities of planning and managing knowledge, knowledge creation processes and knowledge applications. 3.3
Organization
A group of people and facilities whose responsibilities, authorities and relationships are arranged. Examples: companies, groups, firms, enterprises, research institutes, charities, agencies, societies or parts or combinations of the above. Note 1: Arrangements are usually ordered.
Note 2: Organizations can be public or private. [GB/T19000—2008, definition 3.3.1]
Management systemmanagementsystem
A system for establishing policies and objectives and achieving these objectives. [GB/T19000—2008, definition 3.2.2]
Explicit knowledgeexplicitknowledge
Knowledge expressed in words, symbols, graphics, etc. 1
GB/T23703.1—2009
Tacit knowledgetacitknowledge
Knowledge not expressed in words, symbols, graphics, etc., existing in the human brain. 4 Objectives and principles of knowledge management
4.1 Objectives
Knowledge management should take knowledge as a strategic resource of the organization, as a management thought and method system, which is people-centered, based on data and information, and aims at the creation, accumulation, sharing and application of knowledge. Knowledge management can: achieve sustainable development of the organization
Manage, develop and protect the knowledge of product research and development, sales network, patent technology, business process, professional skills, etc. in the organization as core assets; establish a corresponding management system, solidify it into the organization through organizational culture, knowledge base, information and communication technology, etc., which will help achieve sustainable development of the organization. Improve employee quality and work efficiency
Through the sharing and reuse of organizational knowledge, the knowledge level and innovation ability of employees can be improved, and work efficiency, research and development level, operation skills and service capabilities can be improved. By establishing systems and measures to ensure knowledge sharing and innovation, it is conducive to knowledge exchange and sharing among employees, which can promote the personal development of employees; it is also conducive to improving the innovation enthusiasm of employees, thereby achieving harmonious coexistence within the organization.
c) Enhance user satisfaction
By providing users and society with better products and efficient services, it can help improve the user satisfaction of the organization and the satisfaction of the public.
d) Improve the operational performance of the organization
By applying the knowledge of the organization to all aspects of business operations, improve the business management level, product research and development capabilities, production and operation levels, market development capabilities, product added value, customer service level, and establish competitive advantages. 4.2 Principles
An organization can achieve success by implementing and maintaining knowledge management that continuously improves its performance in response to the needs of all stakeholders. The implementation of knowledge management should follow the following principles:
a) Leadership
Training and education of leaders and managers is the key to the success of knowledge management. The support and participation of leaders is the premise and guarantee for the systematic implementation of knowledge management.
b) Strategic orientation
Different organizations have different directions and paths in their knowledge management strategy choices due to their different industry environments, organizational characteristics, strategic choices, and knowledge characteristics. Therefore, organizations need to integrate knowledge management strategies into their business strategies based on the analysis of their own business strategies, the current status of knowledge management and their needs, so as to support their strategic goals. c) Business-driven
Organizations need to promote knowledge management in different planning periods, guided by core business, targeting business hot spots or themes, and achieve effective connection and interaction between organizational structure, business processes and knowledge processes. d) Cultural integration
Knowledge management involves issues such as personnel, culture, system, and behavior patterns. When implementing, the concept of starting from technology alone should be abandoned, and knowledge management ideas, concepts and methods should be integrated with the existing culture and behavior patterns of the organization. e)
Technical support
Organizations should adopt appropriate technical facilities to ensure the implementation of knowledge management, so as to solidify and last the results of knowledge management when promoting knowledge management from a business or cultural perspective. f) Knowledge innovation
GB/T23703.1—2009
Organizations should formulate systems to encourage employee innovation, link knowledge management with innovation performance, and stimulate employee innovation autonomy. Employees should be encouraged to make mistakes and be willing to take risks in employee innovation; in the process of employee innovation, the phased innovation results should be fixed, shared and protected through knowledge management. Knowledge protection
While creating, accumulating, sharing and using knowledge, organizations should pay attention to the security and confidentiality of internal knowledge, maintain organizational knowledge, protect intellectual property rights, and avoid the loss of knowledge due to factors such as personnel mobility, partners, and suppliers. h) Continuous improvement
Knowledge management, as a daily management work within an organization, should be regularly checked and reviewed and continuously improved. 5 Knowledge management model
This part of GB/T23703 proposes the conceptual model and process model of knowledge management, focusing on the basic framework of the conceptual model. For the specific requirements in the framework, see other parts of GB/T23703. The requirements of the process model are specified in the relevant standards of the knowledge management system. a)
Conceptual model
Figure 1 is a conceptual model. Knowledge management should identify the knowledge assets of the organization according to the core business of the organization, and carry out management activities: identifying knowledge, creating knowledge, acquiring knowledge, storing knowledge, sharing knowledge and using knowledge; the implementation of knowledge management should build the knowledge management infrastructure within the organization from three dimensions, namely organizational culture, technical facilities, organizational structure and system. Organization
Process model
Organizational structure and system
Knowledge management conceptual model
As part of the overall management system of the organization, the knowledge management system is consistent with the processes of other management systems and is divided into four process links: planning, implementation, evaluation and improvement of knowledge management, as shown in Figure 2. Stakeholders
Knowledge management
Requirements
Knowledge management process model
Stakeholders
Knowledge after management
GB/T23703.1—2009
6 Knowledge resources
6.1 Overview
Knowledge resources are the core objects of organizational knowledge management. For an organization, first of all, based on the organization's business strategy and core business, identify the knowledge resources within the organization, analyze the current knowledge status within the organization and the future demand for knowledge. This can be analyzed from three perspectives: knowledge type, knowledge domain, and knowledge expression, as shown in Figure 3.
6.2 Knowledge Type
Knowledge can be divided into factual knowledge (know-what), principle knowledge (know-why), skill knowledge (know-how), and interpersonal knowledge (know-who). See the annual report "Knowledge-based Economy" L3 released by the Organization for Economic Cooperation and Development (OECD) in 1996.6.3 Knowledge Expression
Knowledge is divided into explicit knowledge and tacit knowledge based on whether it is expressed. Within an organization, the goal of knowledge management is to express the tacit knowledge of organizational experts, store it in paper or electronic files, databases, film, tapes, etc., and establish an internal knowledge base of the organization, which is conducive to the sustainable development of organizational knowledge and knowledge sharing and reuse. 6.4 Knowledge Domain
Based on the source of knowledge, it is divided into internal knowledge and external knowledge of the organization. Internal knowledge refers to the knowledge needed to support business operations within an organization, including product internal control standards, core technologies, production processes, sales channel networks, customer service knowledge, etc. External knowledge refers to the knowledge of external organizations or individuals that is closely related to the development of the organization itself. According to the nature of the organization, it can be divided into knowledge of customers and suppliers, partners, government, media, authoritative institutions, competitors, authoritative experts, etc. Neutral knowledge
Factual knowledge
Principle knowledge
Skill knowledge
Interpersonal knowledge
Knowledge expression
Figure 3 Knowledge resource crystal
7 Knowledge process and activities
7.1 Knowledge identification
Knowledge identification is a key task in knowledge management activities. Knowledge management should first analyze knowledge needs according to the goals, including the analysis of existing knowledge and future knowledge. It is applicable to the strategic knowledge needs at the organizational level and the daily knowledge needs at the individual level. 7.2 Knowledge creation
Knowledge creation is the knowledge innovation part of knowledge management activities. For organizations, the innovation process is usually a process of knowledge creation in terms of products or services, and technical research is carried out through expert groups in the R&D department. At the same time, innovation requires the active participation of all employees to improve all aspects of the business operation process, and the innovation process is not limited to the R&D department. 7.3 Knowledge Acquisition
Knowledge acquisition emphasizes the organization and accumulation of existing knowledge within the organization or the acquisition of existing external knowledge. For organizations, they should collect and organize various knowledge and make the precipitated knowledge have reusable value. At the same time, they can also directly break through the original accumulation of knowledge in a certain field through mergers, acquisitions, purchases, etc.4
GB/T23703.1—2009
to obtain the required knowledge, or introduce corresponding talents in a targeted manner. 7.4 Knowledge Storage
Establish a knowledge base in the organization and store knowledge within the organization. The knowledge base should include explicit knowledge and implicit knowledge stored in people's minds. In addition, knowledge can also be stored in the organization's activity procedures. 7.5 Knowledge Sharing
The process of transferring, transmitting and communicating knowledge in an organization. Through knowledge sharing, the knowledge of individuals or departments is spread to the organizational system. Knowledge sharing can be obtained through inquiry, training, seminars or other methods between people or departments within the organization. 7.6 Knowledge application
Knowledge can only add value when it is applied in the organization. Knowledge application is the link to realize the value of the above knowledge activities, determines the organization's demand for knowledge, and is the reference point for knowledge identification, innovation, acquisition, storage and sharing. 8 Supporting elements of knowledge management
8.1 Organizational structure and systemwwW.bzxz.Net
Knowledge management activities are an integral part of the organization's business processes. Knowledge management activities should be value-added, clear, communicable, a)
understandable and acceptable.
b) The organization should formulate knowledge management operation procedures and set work roles and responsibilities related to knowledge activities. The organizational system of organizational knowledge management includes: organizational structure of knowledge management, process and operation system of knowledge management, and knowledge management assessment and incentive system.
8.2 Organizational Culture
a) The organization should provide an environment and atmosphere for communication and exchange between owners of different business areas and different knowledge. Knowledge depends largely on individuals. It is necessary to form an organizational culture with mechanisms such as motivation, belonging, authorization, trust and respect within the organization so that all employees can create, accumulate, share and apply knowledge. The organization should create a good cultural atmosphere for all employees, including decision-makers, managers, operators, etc., to participate in knowledge sharing and innovation.
While encouraging employees to share personal knowledge, the organization should promote employees' personal development within the organization through various forms such as practice communities, common interest groups, academic exchanges, and seminars. 8.3 Technical Facilities
a) The practice of knowledge management requires the support of technical infrastructure. Today's information and communication technology makes it increasingly convenient to obtain, publish and search for knowledge. Technical facilities should be committed to supporting different aspects of knowledge activities. Such technologies include data mining and knowledge discovery, semantic web, knowledge organization system, etc. Technical facilities should meet functional requirements and be easy to use, appropriate and standardized so that knowledge management can truly operate.
GB/T23703.1—2009
References
［1］Australian National Standards
AS5037-2005 Knowledge Management
Guidelines[S]
CWA14924 Series. EU Guide to Good Practice in Knowledge Management[S]. Working Agreement of European Organizations for Standardization
[3］Organization for Economic Cooperation and Development (OECD). Knowledge-based Economy[EB/OL].http://oecd.org/dataoecd/51/8/1913021.pdf,1996.1 Introduction
Knowledge resources are the core objects of organizational knowledge management. For an organization, first of all, according to the organizational business strategy and core business, it is necessary to identify the knowledge resources within the organization, analyze the existing knowledge status and future knowledge needs within the organization. It can be analyzed from three perspectives: knowledge type, knowledge domain, and knowledge expression, as shown in Figure 3.
6.2 Knowledge Type
Knowledge can be divided into factual knowledge (know-what), principle knowledge (know-why), skill knowledge (know-how), and interpersonal knowledge (know-who). See the annual report "Knowledge-based Economy" L3 released by the Organization for Economic Cooperation and Development (OECD) in 1996.6.3 Knowledge Expression
Knowledge is divided into explicit knowledge and tacit knowledge according to whether it is expressed. Within the organization, the goal of knowledge management is to express the tacit knowledge of organizational experts, store it in paper or electronic files, databases, film, tapes, etc., and establish an internal knowledge base of the organization, which is conducive to the sustainable development of organizational knowledge and knowledge sharing and reuse. 6.4 Knowledge Domain
Based on the source of knowledge, it is divided into internal knowledge and external knowledge of the organization. Internal knowledge refers to the knowledge required to support business operations within the organization, including product internal control standards, core technologies, production processes, sales channel networks, customer service knowledge, etc. External knowledge refers to the knowledge of external organizations or individuals that are closely related to the development of the organization itself. According to the nature of the organization, it can be divided into knowledge of customers and suppliers, partners, government, media, authoritative institutions, competitors, authoritative experts, etc. Neutral Knowledge
Factual Knowledge
Principle Knowledge
Skill Knowledge
Interpersonal Knowledge
Knowledge Expression
Figure 3 Knowledge Resource Crystal
7 Knowledge Process and Activities
7.1 Knowledge Identification
Knowledge identification is a key task in knowledge management activities. Knowledge management should first analyze knowledge needs based on goals, including analysis of existing knowledge and analysis of future knowledge. It is applicable to strategic knowledge needs at the organizational level and daily knowledge needs at the individual level. 7.2 Knowledge Creation
Knowledge creation is the knowledge innovation part of knowledge management activities. For organizations, the innovation process is usually the knowledge creation process in terms of products or services, and technical research is carried out by the expert group of the R&D department. At the same time, innovation requires the active participation of all employees to improve all aspects of the business operation process, and the innovation process is not limited to the R&D department. 7.3 Knowledge Acquisition
Knowledge acquisition emphasizes the organization and accumulation of existing knowledge within the organization or the acquisition of existing external knowledge. For organizations, they should collect and organize various knowledge and make the precipitated knowledge have reusable value. At the same time, they can also directly break through the original accumulation of knowledge in a certain field through mergers, acquisitions, purchases, etc. to obtain the required knowledge, or introduce corresponding talents in a targeted manner. 7.4 Knowledge Storage
Establish a knowledge base in the organization and store knowledge within the organization. The knowledge base should include explicit knowledge and implicit knowledge stored in people's minds. In addition, knowledge can also be stored in the organization's activity procedures. 7.5 Knowledge Sharing
The process of transferring, transmitting and communicating knowledge in an organization. Knowledge sharing spreads the knowledge of individuals or departments to the organizational system. Knowledge sharing can be obtained through inquiry, training, seminars or other means between people or departments within the organization. 7.6 Knowledge Application
Knowledge can only add value when it is applied in an organization. Knowledge application is the link to realize the value of the above knowledge activities, determines the organization's demand for knowledge, and is the reference point for knowledge identification, innovation, acquisition, storage and sharing. 8 Supporting Elements of Knowledge Management
8.1 Organizational Structure and System
Knowledge management activities are an integral part of the organization's business processes. Knowledge management activities should be value-added, clear, communicable, a)
understandable and acceptable.
b) The organization should formulate knowledge management operation procedures and set work roles and responsibilities related to knowledge activities. The organizational system of organizational knowledge management includes: organizational structure of knowledge management, process and operation system of knowledge management, and knowledge management assessment and incentive system.
8.2 Organizational Culture
a) The organization should provide an environment and atmosphere for communication and exchange between owners of different business areas and different knowledge. Knowledge depends largely on individuals. It is necessary to form an organizational culture with mechanisms such as motivation, belonging, authorization, trust and respect within the organization so that all employees can create, accumulate, share and apply knowledge. The organization should create a good cultural atmosphere for all employees, including decision-makers, managers, operators, etc., to participate in knowledge sharing and innovation.
While encouraging employees to share personal knowledge, the organization should promote employees' personal development within the organization through various forms such as practice communities, common interest groups, academic exchanges, and seminars. 8.3 Technical Facilities
a) The practice of knowledge management requires the support of technical infrastructure. Today's information and communication technology makes it increasingly convenient to obtain, publish and search for knowledge. Technical facilities should be committed to supporting different aspects of knowledge activities. Such technologies include data mining and knowledge discovery, semantic web, knowledge organization system, etc. Technical facilities should meet functional requirements and be easy to use, appropriate and standardized so that knowledge management can truly operate.
GB/T23703.1—2009
References
［1］Australian National Standards
AS5037-2005 Knowledge Management
Guidelines[S]
CWA14924 Series. EU Guide to Good Practice in Knowledge Management[S]. Working Agreement of European Organizations for Standardization
[3］Organization for Economic Cooperation and Development (OECD). Knowledge-based Economy[EB/OL].http://oecd.org/dataoecd/51/8/1913021.pdf,1996.1 Introduction
Knowledge resources are the core objects of organizational knowledge management. For an organization, first of all, according to the organizational business strategy and core business, it is necessary to identify the knowledge resources within the organization, analyze the existing knowledge status and future knowledge needs within the organization. It can be analyzed from three perspectives: knowledge type, knowledge domain, and knowledge expression, as shown in Figure 3.
6.2 Knowledge Type
Knowledge can be divided into factual knowledge (know-what), principle knowledge (know-why), skill knowledge (know-how), and interpersonal knowledge (know-who). See the annual report "Knowledge-based Economy" L3 released by the Organization for Economic Cooperation and Development (OECD) in 1996.6.3 Knowledge Expression
Knowledge is divided into explicit knowledge and tacit knowledge according to whether it is expressed. Within the organization, the goal of knowledge management is to express the tacit knowledge of organizational experts, store it in paper or electronic files, databases, film, tapes, etc., and establish an internal knowledge base of the organization, which is conducive to the sustainable development of organizational knowledge and knowledge sharing and reuse. 6.4 Knowledge Domain
Based on the source of knowledge, it is divided into internal knowledge and external knowledge of the organization. Internal knowledge refers to the knowledge required to support business operations within the organization, including product internal control standards, core technologies, production processes, sales channel networks, customer service knowledge, etc. External knowledge refers to the knowledge of external organizations or individuals that are closely related to the development of the organization itself. According to the nature of the organization, it can be divided into knowledge of customers and suppliers, partners, government, media, authoritative institutions, competitors, authoritative experts, etc. Neutral Knowledge
Factual Knowledge
Principle Knowledge
Skill Knowledge
Interpersonal Knowledge
Knowledge Expression
Figure 3 Knowledge Resource Crystal
7 Knowledge Process and Activities
7.1 Knowledge Identification
Knowledge identification is a key task in knowledge management activities. Knowledge management should first analyze knowledge needs based on goals, including analysis of existing knowledge and analysis of future knowledge. It is applicable to strategic knowledge needs at the organizational level and daily knowledge needs at the individual level. 7.2 Knowledge Creation
Knowledge creation is the knowledge innovation part of knowledge management activities. For organizations, the innovation process is usually the knowledge creation process in terms of products or services, and technical research is carried out by the expert group of the R&D department. At the same time, innovation requires the active participation of all employees to improve all aspects of the business operation process, and the innovation process is not limited to the R&D department. 7.3 Knowledge Acquisition
Knowledge acquisition emphasizes the organization and accumulation of existing knowledge within the organization or the acquisition of existing external knowledge. For organizations, they should collect and organize various knowledge and make the precipitated knowledge have reusable value. At the same time, they can also directly break through the original accumulation of knowledge in a certain field through mergers, acquisitions, purchases, etc. to obtain the required knowledge, or introduce corresponding talents in a targeted manner. 7.4 Knowledge Storage
Establish a knowledge base in the organization and store knowledge within the organization. The knowledge base should include explicit knowledge and implicit knowledge stored in people's minds. In addition, knowledge can also be stored in the organization's activity procedures. 7.5 Knowledge Sharing
The process of transferring, transmitting and communicating knowledge in an organization. Knowledge sharing spreads the knowledge of individuals or departments to the organizational system. Knowledge sharing can be obtained through inquiry, training, seminars or other means between people or departments within the organization. 7.6 Knowledge Application
Knowledge can only add value when it is applied in an organization. Knowledge application is the link to realize the value of the above knowledge activities, determines the organization's demand for knowledge, and is the reference point for knowledge identification, innovation, acquisition, storage and sharing. 8 Supporting Elements of Knowledge Management
8.1 Organizational Structure and System
Knowledge management activities are an integral part of the organization's business processes. Knowledge management activities should be value-added, clear, communicable, a)
understandable and acceptable.
b) The organization should formulate knowledge management operation procedures and set work roles and responsibilities related to knowledge activities. The organizational system of organizational knowledge management includes: organizational structure of knowledge management, process and operation system of knowledge management, and knowledge management assessment and incentive system.
8.2 Organizational Culture
a) The organization should provide an environment and atmosphere for communication and exchange between owners of different business areas and different knowledge. Knowledge depends largely on individuals. It is necessary to form an organizational culture with mechanisms such as motivation, belonging, authorization, trust and respect within the organization so that all employees can create, accumulate, share and apply knowledge. The organization should create a good cultural atmosphere for all employees, including decision-makers, managers, operators, etc., to participate in knowledge sharing and innovation.
While encouraging employees to share personal knowledge, the organization should promote employees' personal development within the organization through various forms such as practice communities, common interest groups, academic exchanges, and seminars. 8.3 Technical Facilities
a) The practice of knowledge management requires the support of technical infrastructure. Today's information and communication technology makes it increasingly convenient to obtain, publish and search for knowledge. Technical facilities should be committed to supporting different aspects of knowledge activities. Such technologies include data mining and knowledge discovery, semantic web, knowledge organization system, etc. Technical facilities should meet functional requirements and be easy to use, appropriate and standardized so that knowledge management can truly operate.
GB/T23703.1—2009
References
［1］Australian National Standards
AS5037-2005 Knowledge Management
Guidelines[S]
CWA14924 Series. EU Guide to Good Practice in Knowledge Management[S]. Working Agreement of European Organizations for Standardization
[3］Organization for Economic Cooperation and Development (OECD). Knowledge-based Economy[EB/OL].http://oecd.org/dataoecd/51/8/1913021.pdf,1996.4 Knowledge Storage
Establish a knowledge base in the organization and store knowledge within the organization. The knowledge base should include explicit knowledge and implicit knowledge stored in people's minds. In addition, knowledge can also be stored in the organization's activity procedures. 7.5 Knowledge Sharing
The process of transferring, transmitting and communicating knowledge in an organization. Through knowledge sharing, the knowledge of individuals or departments is spread to the organizational system. Knowledge sharing methods can be obtained through inquiry, training, seminars or other methods between people or departments within the organization. 7.6 Knowledge Application
Knowledge can only add value when it is applied in the organization. Knowledge application is the link to realize the value of the above knowledge activities, determines the organization's demand for knowledge, and is the reference point for knowledge identification, innovation, acquisition, storage and sharing. 8 Supporting Elements of Knowledge Management
8.1 Organizational Structure and System
Knowledge management activities are an integral part of the organization's business processes. Knowledge management activities should be value-added, clear, communicable, a)
understandable and acceptable.
b) The organization should formulate knowledge management operation procedures and set up work roles and responsibilities related to knowledge activities. The organizational system of organizational knowledge management includes: organizational structure of knowledge management, process and operation system of knowledge management, and assessment and incentive system of knowledge management.
8.2 Organizational culture
a) The organization should provide an environment and atmosphere for communication and exchange between owners of different business fields and different knowledge. Knowledge depends on individuals to a large extent. It is necessary to form an organizational culture with mechanisms such as motivation, belonging, authorization, trust and respect within the organization so that all employees can create, accumulate, share and apply knowledge. The organization should create a good cultural atmosphere for all employees, including decision-makers, managers, operators, etc., to participate in knowledge sharing and innovation.
While encouraging employees to share their personal knowledge, the organization should promote employees' personal development within the organization through various forms such as practice communities, common interest groups, academic exchanges, and seminars. 8.3 Technical facilities
a) The practice of knowledge management requires the support of technical infrastructure. Today's information and communication technologies make it increasingly convenient to acquire, publish and search for knowledge. Technical facilities should be dedicated to supporting different aspects of knowledge activities. Such technologies include data mining and knowledge discovery, semantic web, knowledge organization system, etc. Technical facilities should meet functional requirements and be easy to use, appropriate and standardized so that knowledge management can truly operate.
GB/T23703.1—2009
References
［1］Australian National Standard
AS5037-2005 Knowledge Management
Guidelines[S]
CWA14924 Series. EU Guide to Good Practice in Knowledge Management[S]. Working Agreement of European Organizations for Standardization
[3］Organization for Economic Cooperation and Development (OECD). Knowledge-based Economy[EB/OL].http://oecd.org/dataoecd/51/8/1913021.pdf,1996.4 Knowledge Storage
Establish a knowledge base in the organization and store knowledge within the organization. The knowledge base should include explicit knowledge and implicit knowledge stored in people's minds. In addition, knowledge can also be stored in the organization's activity procedures. 7.5 Knowledge Sharing
The process of transferring, transmitting and communicating knowledge in an organization. Through knowledge sharing, the knowledge of individuals or departments is spread to the organizational system. Knowledge sharing methods can be obtained through inquiry, training, seminars or other methods between people or departments within the organization. 7.6 Knowledge Application
Knowledge can only add value when it is applied in the organization. Knowledge application is the link to realize the value of the above knowledge activities, determines the organization's demand for knowledge, and is the reference point for knowledge identification, innovation, acquisition, storage and sharing. 8 Supporting Elements of Knowledge Management
8.1 Organizational Structure and System
Knowledge management activities are an integral part of the organization's business processes. Knowledge management activities should be value-added, clear, communicable, a)
understandable and acceptable.
b) The organization should formulate knowledge management operation procedures and set up work roles and responsibilities related to knowledge activities. The organizational system of organizational knowledge management includes: organizational structure of knowledge management, process and operation system of knowledge management, and assessment and incentive system of knowledge management.
8.2 Organizational culture
a) The organization should provide an environment and atmosphere for communication and exchange between owners of different business fields and different knowledge. Knowledge depends on individuals to a large extent. It is necessary to form an organizational culture with mechanisms such as motivation, belonging, authorization, trust and respect within the organization so that all employees can create, accumulate, share and apply knowledge. The organization should create a good cultural atmosphere for all employees, including decision-makers, managers, operators, etc., to participate in knowledge sharing and innovation.
While encouraging employees to share their personal knowledge, the organization should promote employees' personal development within the organization through various forms such as practice communities, common interest groups, academic exchanges, and seminars. 8.3 Technical facilities
a) The practice of knowledge management requires the support of technical infrastructure. Today's information and communication technologies make it increasingly convenient to acquire, publish and search for knowledge. Technical facilities should be dedicated to supporting different aspects of knowledge activities. Such technologies include data mining and knowledge discovery, semantic web, knowledge organization system, etc. Technical facilities should meet functional requirements and be easy to use, appropriate and standardized so that knowledge management can truly operate.
GB/T23703.1—2009
References
［1］Australian National Standard
AS5037-2005 Knowledge Management
Guidelines[S]
CWA14924 Series. EU Guide to Good Practice in Knowledge Management[S]. Working Agreement of European Organizations for Standardization
[3］Organization for Economic Cooperation and Development (OECD). Knowledge-based Economy[EB/OL].http://oecd.org/dataoecd/51/8/1913021.pdf,1996.
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