EC company overview on the use of knowledge
Modern businesses use knowledge as a critical tool for competitive advantage. According to Igbinovia and Ikenwe (2017), knowledge evolves in individuals’ minds through an intricate combination of experiences, information, and data. Capturing knowledge is the first and most crucial element of knowledge management. Knowledge capturing has three fundamental phases: identifying, locating, and collecting (Geisler & Wickramasinghe, 2015). Knowledge capturing has two vital elements: knowledge mapping and technology use (Igbinovia & Ikenwe, 2017). Managers can organize sessions where workers can share their experiences and insights and preserve this knowledge for others. EC can adopt different knowledge capture strategies, such as distilling gathered knowledge, considering end audience, identifying knowledge holders, and creating ownership in knowledge capture activities.
The second phase of knowledge management is collecting knowledge. Managers must organize interviews between Inge and other professionals to enable this worker to share background knowledge and highlight specific on-the-job skills and duties. Interviews can would allow workers to share knowledge and information that successors require to become successful in their duties (Razmerita, Phillips-Wren, & Jain, 2016). The described know-how may include valuable resources, procedures, and general information on daily activities. EC can organize research activities where researchers collect data based on observations. Moreover, various technologies, including cameras, can help EC collect raw data that could assist other professionals in this corporation.
EC must store knowledge properly to avoid losses that might be costly for this company. Knowledge storage involves three core activities: capturing, transcribing, and coding expertise (Igbinovia & Ikenwe, 2017). Establishments should create knowledge repositories and train workers on how to store and share knowledge from these databases. Some companies are building data warehouses, allowing executives to manage information resources (Abusweilem & Abualoush, 2019). Data warehouses serve as data-driven analytical storage systems that preserve and consolidate heterogeneous data. EC can record conversations between Inge and his colleagues and store these visual and audiovisual files for posterity. Other storage sources that the firm can use are documents, magazines, and books. Executives should ensure that subordinates update the respiratory and prevent loss of crucial files.
Impact of these Actions on the Company Performance
The described knowledge management activities can increase organizational performance. Experts have affirmed that knowledge management has become the lifeline of most corporations (Saqib, Udin, & Baluch, 2017). The processes of capturing, collecting, and storing knowledge can serve as a crucial vehicle for continuous innovation and progress (Saqib et al., 2017). During the data capturing and collection phases, workers can engage with experienced individuals and understand how to execute their daily duties. During engagements and brainstorming activities, professionals can learn new ways of improving operational effectiveness and efficiency to raise performance. Knowledge sharing can help EC foster existing relationships and build new ones that would improve job performance.
Collecting Information from Inge
Significantly, EC can adopt various approaches to collect information from Inge. As suggested, the most appropriate method is to organize interviews between Inge and other workers. For example, Dwight can interview Inge and record the entire session using a camera or voice recorder. Moreover, EC can organize on-site observations where new workers observe how Inge completed various tasks. The company can also use black boarding and brainstorming sessions to collect raw data from Inge. EC may use questionnaires to gather primary data from Inge and store these responses to guide other workers.
The Knowledge and the Hiring Process
The knowledge that EC collects from this worker can guide executives during recruitment activities. Hislop, Bosua, and Helms (2018) suggest that knowledge management can guide human resource professionals to select workers whose values are compatible with the overall corporate culture. Inge’s information could reveal the right personalities that EC require to manage online returns and customer relations departments. Inge may disclose the skills and competencies that future candidates must possess to succeed in the listed divisions. Significantly, the insights that Inge shares could help Dwight and Ike recognize intrinsic and extrinsic rewards that could help EC attract and retain talented workers.
Knowledge Management and Inge’s New Role
Knowledge management activities could influence Inge’s new role in the marketing department. Inge might become more influential since she has vast experience, and other workers may consult her regularly. Consequently, Inge might find herself handling multiple tasks that are unrelated to her marketing role. For example, some customer relations department employees might request Inge to join them during barnstorming activities. Inge could experience disruptions during such arrangements and may fail to complete his duties. Despite this, the knowledge management process could help Inge understand her marketing role better. For instance, Inge might comprehend her values, skills, and competencies as she engages with others during interviews and other knowledge collection and storage activities.