Strategic communications and knowledge management

Roussi Marinov,Ph.D. Associate professor of Information Science,

In this book we are developing new information platforms for communication problems solving using modern knowledge approaches. One the most remarkable things that increase productivity and efficiency of institutions is the knowledge, communication and content management. Knowledge and content management is a communications strategic tools in the new information age. If we want to have more effective and coordinated communications in ours companies we must develop new communication techniques for managing and synchronizing information flows within and out of organization. The communication content must be related to organization mission, strategic vision and goals, CEO decisions making process, and professional competence of the employees. Knowledge Management seeks to make the best use of the knowledge that is available to an organization, creating new knowledge in the process. According WWW Virtual Library on Knowledge Management KM refers to the critical issues of organizational adaptation, survival, and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." These strategic instruments and initiatives are also corresponding with knowledge representations and ontology management in the institutions. From another point of view ontology media is a most powerful

technological and semantic platform, which help modern organizations to achieve their strategic objectives. Experts argue that information is a flow of messages, while knowledge is created by that very flow of information anchored in the beliefs and commitments of its holder. Organizational knowledge is frequently categorized into typologies. For example, Nonaka and Takeuchi (1995) identify tacit and explicit knowledge; Choo (1998) sees three different types of knowledge (tacit, explicit, and cultural); and Boisot (1998) describes four types (personal, proprietary, public knowledge and common sense). Tacit knowledge seems to be the primary concern of KM writers and has been a great deal of discussion in the literature about its nature. Tacit knowledge is defined as action-based, entrained in practice, and therefore cannot be easily explained or described, but is considered to be the fundamental type of knowledge on which organizational knowledge is built. For Michael Polanyi, tacit knowledge cannot be expressed because "we know more than we can tell". Polanyis epistemology objectified the cognitive component of knowledge learning and doing by labeling it tacit knowledge and for the most part removing it from the public view. Learning and doing became a 'black box' that was not really subject to management, the best that could be done was to make tacit knowledge explicit. Its failure to provide any theoretical understanding of how organizations learn new things and how they act on this information meant that first generation Knowledge Management was incapable of managing knowledge creation. Therefore we cannot articulate what we know with words because we are not fully conscious of all the knowledge we possess. It resides and remains in the human mind. Nonaka and Takeuchi argue, tacit knowledge can be transmitted through social interactions or socialization, and made explicit through externalizationalthough they agree with the idea that tacit knowledge is somewhat hidden. These very different perspectives are a reflection of different backgrounds.

The others subject of the book is also describing: e- learning and interactive system using for managing contemporary network institutions. The book contents the following parts: Strategic communication approaches; Leadership communications; Communication management; Knowledge management; Integrating ontology e-learning system.