Concept Of Knowledge And Learning In Organization Business Essay Example

which helps them better understand and serve the needs of different cultures through observation and research. Their unique selling point in the Personal computer market is their affordable prices and high-quality products compared to other global competitors. However, this did not apply to their mobile products introduced in August 2010. Dell admitted that their mobile products failed greatly in the US market, leading to the end of their line. Nonetheless, this failure did not deter the multinational company as they continue to succeed despite significant misdirection.

Dell has expanded globally with the brand slogan "The power to do more." They have also cultivated an image of being an attentive and responsive company committed to serving diverse communities and providing tailored technological solutions. Dell is well-known for its direct data collection from its web-based customer network, allowing them to constantly monitor and adapt to market demands. Recognizing the importance of gathering sufficient market information, Dell learned from their difficult experience in the mobile market.

In 2007, after twenty-three years of operations, news emerged about Dell's plans to enter the Mobile market (Lester, 2007). By 2009, Dell released the Dell Streak—a smart phone/tablet hybrid—and later introduced Aero as its first mobile/android phone.

Types of Knowledge and cognition transportation in Dell

The idea of KM was not new to Dell by 2007, as it had been documented in literature as early as 1999. Two research works, one conducted by Dr. Pearlson and Dr. Yeh of the University of Austin in 1999, and another by Gajic and Ribbon in 2010, were particularly helpful in understanding how knowledge management evolved at Dell. Dr. Pearlson and Dr. Yeh recognized that Dell's success was a result

of their excellent management of information and knowledge. They emphasized Dell's ability to continuously learn, create knowledge, and use it for customer value. They believed that managing knowledge was a crucial aspect of Dell's organizational culture (Yen, 1999).

Using available literature, this exploration will examine the strategies, methods, and technology implemented at Dell to leverage intellectual resources and expertise for improved human performance and competitiveness.

The transfer of knowledge within and outside corporate environments can raise ethical concerns that need to be addressed when sharing knowledge between companies, customers, or within an organization itself. This is because marketing strategies, demand levels, and authority may differ from market to market or individual to individual.

Considering different modes of knowledge transportation becomes important when introducing a new product to the market or entering a completely new market segment.Dell's website serves as an effective means of sharing corporate knowledge, allowing them to retain valuable information. Additionally, Dell believes in promoting diversity by hiring individuals from different cultures, countries, and ethnicities. This diverse workforce helps develop strong customer relationships with a global audience. Nonaka's theories state that knowledge can be created and shared through collaborative and social processes, as well as individual cognitive processes like reflection. Transfer of tacit knowledge also occurs through socialization. The SECI model is applicable to Dell for knowledge transfer and acquisition at various levels. To facilitate this exchange of knowledge, Dell has developed an online interface where users can interact and exchange information in real-time. They have successfully implemented a social media system within the organization to understand both internal and external customer needs. Various tools such as face-to-face meetings, teleconferencing meetings, live sessions, shadowing, mentoring, templates,

sharepoint, ad hoc phone calls, emails Corporate Messenger and intranet are used for knowledge management at DellThe choice of tools for knowledge transfer within an organization depends on various factors such as culture, managerial strategies, company size, geographical dispersion, and IT infrastructure. The selection of these tools also considers the type of knowledge (explicit or tacit) being conveyed and whether personalization or codification is preferred.

Dell exemplifies a learning organization by actively encouraging its employees to embrace the concept of continuous learning and development. The company promotes proactive behavior, creativity, and challenges among its workforce. Furthermore, Dell leverages internalization to facilitate knowledge transfer by encouraging users to contribute their ideas and opinions. This creates a platform where explicit knowledge can be converted into tacit knowledge.

Throughout its history, Dell has successfully transformed proposed positions and concepts into tangible designs. To support this process, the company's intranet serves as a vital source of highly coded and articulated knowledge. Share-point is utilized in transforming tacit knowledge into explicit knowledge. Acting as a web-based storage template specifically designed for project management methodology activities, Share-point also functions as a departmental repository that facilitates organizational learning from past experiences.

To exchange informal written information within Dell, electronic messages and Microsoft Communicator are used as corporate messengers. These tools enable effective communication of both explicit and tacit knowledge within the organization while maintaining flexibility in exchanging information electronically.While knowledge must be written down in order to be transmitted, it is also possible to personalize communication and exchange information through various channels (Robbon, 2010). Dell encourages its employees at all levels to contribute and participate in product development, transforming everyday tasks into learning opportunities that

can enhance their careers. This approach, known as externalization, enables employees to effectively communicate their perspectives within the organization by converting implicit knowledge into explicit knowledge. Dell employs personalized strategies such as web-based tele-conferencing and mentoring to teach complex subjects like reports or applications. Face-to-face meetings, sessions, and ad-hoc phone calls are also common practices for sharing tacit knowledge among team members and other departments (Robbon, 2010).The key factors that enable effective knowledge management at Dell include people, organizational structure, organizational culture, information technology, and change management. However, despite Dell's extensive research and knowledge database, their mobile devices failed in the market due to targeting a different sector and customer base when entering the mobile market. The question remains whether Dell effectively implemented change management and market penetration when launching their mobile products.

In terms of learning characteristics, maintaining a large corporate knowledge database is a challenging task that requires effective handling to prevent mismanagement and neglect. Prioritizing screening and managing existing knowledge within the organization is essential. Dell empowers its employees to develop their skills and careers through traits such as leadership, employee promotion, and creativity. By improving employee performance, overall company performance is enhanced. Dell continuously enhances learning within the environment through various training and employee development programs. They have also overcome geographical barriers by diversifying their workforce and emphasize teamwork in achieving organizational goalsDell Computers operates as a matrix organization with project teams assigned for specific tasks, enabling them to create a collaborative learning atmosphere that caters to the needs of different individuals. This level organizational structure and open-doors culture have resulted in positive outcomes for employees, who feel free to approach individuals

from all levels of the company to seek knowledge (Ribbon et al., 2010). However, it is uncertain whether Dell has effectively utilized this knowledge for profitable actions.

Learning companies generate knowledge by evaluating their successes and failures, systematically analyzing them, and recording and applying the lessons learned in a way that benefits the organization (Marquardt, 2002, p.151). The strategic importance of knowledge management lies in both external and internal factors that enhance creativity and individual thinking while contributing to organizational performance. In today's competitive corporate world, understanding the strategic significance of knowledge management is crucial for gaining a competitive advantage over rivals.

Dell recognized the potential of the internet for growth and expansion when they launched their website despite its limited initial user base.As the world became more interconnected, Dell successfully established a multinational corporate network worldwide. The Dell website enables users to engage, provide feedback, and explore products without any hindrance, offering a substantial amount of content in a short time compared to traditional shopping methods. This online system benefits Dell by acquiring knowledge from various feedback channels to understand customer needs. Furthermore, Dell's learning culture acts as a platform for internal and external users to comprehend, develop, and innovate.

However, there are still underdeveloped countries lacking internet access or similar technology. This presents an untapped market opportunity for Dell. Nevertheless, the internet and technology have become crucial in everyday life and the business world. Thus, Dell can expand its operations to create a wider business network that caters to both business-to-business and business-to-consumer transactions on a global scale.

The ultimate objective of knowledge management is enhancing organizational performance. Evaluating the value of knowledge management initiatives within organizations

primarily relies on anticipating improvements and advancements. However, many companies neglect their KM efforts because they fail to assess and determine their potential impact on overall revenue and productivity in the long run.Dell, a successful company in the PC market, initially demonstrated good knowledge management practices when they entered the PC market in 1984. They conducted thorough research and effectively marketed their products to meet customer demands. However, Dell's entry into the mobile market did not yield the same level of success. Insufficient allocation of resources and research led to their failure to compete against established leaders like Apple and Samsung in this new sector. Dell's lack of utilization and evaluation of knowledge resulted in the failure of their mobile products, negatively impacting their brand image. Headlines such as "Dell only speaks PC" and "Doomsday for Dell" suggested that continued failures outside of PCs would lead to their demise (Van Camp, 2012). The launch of the Dell Aero and Streak Tablet raised questions about Dell Inc.'s performance at that time. Despite having a strong reputation in the PC market, customers had high expectations for Dell's mobile products but were disappointed by poor response times and lack of uniqueness compared to other devices. It appears that Dell did not adequately prepare for the mobile sector before launching these products, underestimating competition and failing to conduct effective market research. Consequently, their products failed particularly in the US market.Dell faced a crisis with their PC line when they had to recall 4.4 million laptop batteries in 1993 and 2006 due to overheating and fire risks. Despite the potential loss of customers, the recall actually benefited Dell as it

helped maintain their brand image. However, in 2006, HP's launch of laptops caused Dell to lose a significant portion of the PC market. Dell was unprepared for this competition and failed to assess it, resulting in them falling behind. Nonetheless, they did manage to retain their knowledge in the PC market and became a well-known provider by implementing knowledge management strategies and emphasizing organizational decision-making. In contrast, their performance in the mobile products market suffered because they lacked similar knowledge and prioritization of innovation compared to competitors. Since 1999, Dell's PC revenues have been decent but rivals quickly surpassed them and became industry leaders due to their greater investment in research and development (R&D). While Dell only allocated 1% towards R&D spending, competitors like Apple dedicated over 3%. Overall, Dell lacked the necessary expertise required for effective competition in innovation and entry into the mobile market.Dell is currently making efforts in research and development to change the perception that they are not innovative. However, these efforts will take time to show results. Dell's increased spending in 2012 is a positive start, but it is just the beginning. The main reason for Dell's struggle in dominating the PC market is their lack of adaptation and innovation. In today's competitive market, Dell needs to manage change and adjust to technological advancements and innovations in order to gain an advantage. Despite their success in the PC market, companies like Apple, Oracle, IBM, and Hewlett-Packard still dominate. Analyst Shaw Wu suggests that unless Dell takes more aggressive steps, they will remain a small player with limited growth potential. In conclusion, Dell needs to continue investing and adapting if they

want to succeed in the PC market.