Tập trung vào sự liên kết kinh doanh Đội Quản lý nguồn nhân lực với các nhu cầu của từng dự án • khách hàng vốn. Tập trung vào hiệu quả của từng doanh nghiệp trong việc sắp xếp các mối quan hệ khách hàng của mình với dự án cần • vốn kết cấu. | 208 STEP-BY-STEP GUIDE TO THE CICM MODEL Representatives Customers 1 2 4i -- 5 6 7 --- Knowledge flow 1 2 3 . 4 5 6 7 8 EXHIBIT Knowledge Flows with Customers resentative of a division with its customers. Mapping such flows enables gap analysis of the social or relational capital or in other words the interaction between the human and customer capitals in producing knowledge. This enables detection of gaps in the contact points. For example if customer 1 is a valued customer in terms of knowledge resources then more contact points should be established to build the knowledge base in that area. Another example is representative 8 whose extensive number of contacts shows experience and thus richness in tacit knowledge in a certain area of knowledge. These maps are critical for organizations in the service industry where a lot of learning takes place from contact with major or what Sveiby calls image-enhancing customers. Following the audit exercise top management should use the audit report to devise the appropriate knowledge strategies to fill the identified gaps and create new knowledge. Process 4 Strategizing Knowledge Management As explained under the LAD classification of gaps the type of the knowledge gap determines the choice of the procedure that is best suited to fill that gap and hence provides guidance as to the suitable knowledge strategy. In Chapter 5 four knowledge strategies are identified for filling knowledge gaps from internal sources through Under this process guidance is provided on the use of these strategies. The first step outlines what each of these strategies can be used to achieve and the way it affects the design of the KM program. Step 1 Identify Knowledge Strategies to Fill Gaps. The knowledge strategies referred to here are Best practices strategies for leveraging existing knowledge resources. These resources though mainly explicit are usually created through codifying tacit knowledge into forms that can be replicated. Under .
