Xerox Corporation is an American multinational document management corporation that produced and sells a range of color and black-and-white printers, multifunction systems, photocopiers, digital production printing presses, and related consulting services and supplies. Xerox is headquartered in Norwalk, Connecticut though its largest population of employees is based in and around Rochester, New York the area in which the company was founded. Xerox Corporation established its identity in the late 1980s as “The Document Company”. The objective is to make people’s life easier and the main way to do is to make office working easier by using the production of the company.
The article is about how Xerox Corporation using knowledge management from the start. The organizational had a hunch – by looking at the growing knowledge management movement in 1995 – that knowledge management would be a natural extension of document management. Xerox built a library of case studies describing the knowledge activities of other organizations and divided it into 10 distinct areas : a) sharing knowledge and best practices; b) instilling responsibility for knowledge sharing; c) capturing and reusing past experiences; d) embedding knowledge in products, services and process; e) producing knowledge as a product;
f) driving knowledge generation of innovations; g) mapping networks of experts; h) building and mining customer knowledge base; i) understanding and measuring the value of knowledge; and j) leveraging intellectual assets. Xerox has spent considerable resources and time to understand the collective knowledge around the subject through its firsthand research, consortium work, and sponsorship of research. Eureka is a grassroots effort that started from a business necessity to share capital and this knowledge base allow Xerox service organization to create and reuse intellectual capital among its 25,000 reps worldwide. Eureka was developed so once somebody spends a lot of time developing this expensive answer, it gets share, and other employees don’t have to repeat it.
1 st year - putting aside the concern that the effort might be a waste of time, because no one knew how important knowledge management was going to be. Later, challenge transitioned to building a community and pulling together community sharing. Xerox’s next goal is to encourage knowledge sharing among all 90000 employees as part of their every work, a new cultural dimension is being launched to keep the knowledge momentum.
1)INTRODUCTION OF KNOWLEDGE MANAGEMENT This article is related to this topic as the process is using the same systematic process. 2)K-IDENTIFICATION: THE ORIGIN OF KNOWLEDGE As K-Identification is about understanding relation, understanding pattern and understanding principles, Xerox is also implementing that to make their knowledge management successful. The way of process that Xerox is implementing according to this article including:- Level 1: Know What – represents cognitive knowledge. Level 2: Know How – represents the ability to translate bookish into real world results, problem-solving in nature. Level 3: Know Why - represent a system’s understanding, being able to compete beyond rules that might be common knowledge. Level 4: Care Why – represent self-motivated creativity existed in a company, KM no longer support. CreationExploitationDistribution Create and retain greater value from core business competencies
3)Fundamental Processes of Knowledge Management The process of knowledge management has also been found in the Xerox Corporation by explaining how their knowledge management is acquire, sharing and utilize. 4)K-Creation This topic is related as Xerox also implementing the knowledge management, who are the knowledge management team and also the knowledge management tools that they are using in order to ensure the process of implementing knowledge management successful in their organization.
knowledge management is important as nowadays knowledge are the critical asset to survive in this era. In an organizational context, data represents facts or values of results, and relations between data and other relations have the capacity to represent information. In an organizational context, data represents facts or values of results, and relations between data and other relations have the capacity to represent information. Patterns of relations of data and information and other patterns have the capacity to represent knowledge. Referred knowledge management as would be the capture, retention, and reuse of the foundation for imparting an understanding of how all these pieces fit together and how to convey them meaningfully to some other person.