Académique Documents
Professionnel Documents
Culture Documents
GROUP 5
Knowledge Management
Dave Owens
T.J. Vogt
Chatchawan Wongwattanakit OT
Yueping Wang
Knowledge Management
(8)
Knowledge Management
Agenda
Questions/
Discussion
What is KM?
Summary
Key Concepts
Knowledge
Management
KM in the Army
Implementation &
Maintenance
Other KM
Cases
PwC, LRC
KM in China
3
Knowledge Management
Knowledge Management
(9),(10)
Knowledge Management
Knowledge Hierarchy
Knowledge Management
Tacit Knowledge
Tacit
This type of
knowledge exists in
peoples heads, not
articulated or
documented
Explicit Knowledge
Knowledge
Information
Data
Explicit
This type of knowledge
can be
Processed by information
systems
Codified and recorded
Archived and protected
Knowledge Management
KM Significance
Knowledge assets have often become more important to companies than
financial and physical assets and are often the only way for a company to
distinguish itself from its competitor & gain competitive advantage
Lost knowledge given the enormous of baby boomers that will be changing jobs
or retiring in next few years cause productivity cost of an employee leaving 85%
of their base salary due to their replacements mistakes, lost knowledge and
lost skill( Beazley et al, 2002)
(25)
Knowledge Management
Knowledge Management
(9)
Knowledge Management
Knowledge Cycle
Innovation Cycle
KM Cycle
Collect
Codify
Identify
Embed
Product/
Process
Diffuse
Create
Use/Exploit
Classify
Knowledge
Repository
Access
Organize/
Store
Share/
Disseminate
10
Knowledge Management
Seven Levers
Customer Knowledge - the most vital knowledge
Knowledge in Products - smarts add value
Knowledge in People - but people walk
Knowledge in Processes - know-how when
needed
Organizational Memory - do we know what we
know?
Knowledge in Relationships - richness and depth
Knowledge Assets - intellectual capital
(9)
11
Knowledge Management
Maintaining KMS
KM
Whos Responsible?
12
Knowledge Management
Sodexhos SuperSleuth
Cash reward for employees submitting
sales leads
Led to over $90 million in sales volume
(20)
13
Knowledge Management
Common Misconceptions
Smaller companies, who often claim that they cant afford
to undertake KM activities, are wrong on two counts!
1.Knowledge is just as important, if not more so, to a smaller company
trying to compete in the rapidly changing global marketplace. Smaller
companies must capture, assimilate, and capitalize on every
advantage they can find, including KNOWLEDGE
2.Smaller firms have the advantages from Culture and Organizational
structure in place that is much more conducive to implementing
knowledge management effort such as type of environment, which is
predicated more on social relationship, familiarity and trust between
employees
A little Knowledge that acts is worth more than much knowledge that is
idle.(Kahlil Gibran)
(25)
14
Knowledge Management
Whos Responsible?
Everyone:
Managers/Supervisors
Leaders as knowledge champions
The Knowledgeable
Not a problem of knowing, but of access
End Users
Feedback
Psychological barriers
(13), (14)
15
Knowledge Management
Role of IT in Implementation
The biggest contributor to this brilliant growth of the knowledge
management system is information technology.
(15),(16)
16
Knowledge Management
(19)
17
Knowledge Management
Macro-environment
External Factors
Globalization
Technology
E-companies
(19)
18
Knowledge Management
Organizational Climate
Structure
Formal Structures
Informal Structures
Grapevine/Underground
Cliques
Strategy/Goals
Culture
The difference between, ...what is formally
agreed and what actually takes place.
(19)
19
Knowledge Management
Technical Climate
Infrastructure
Response to change
Resistance to
change/Conflict
Listen to negative
feedback
Conflict leads to
improved ideas
(13),(19)
20
Knowledge Management
Technical
System
Standardization
Compatibility
Usability
(13),(19)
21
Knowledge Management
Informational
Info fatigue
Infofamine
Infoglut
According to Lee et al,
...users do not know
how to utilize effectively
the vast pool of
information.
(16),(19)
22
Knowledge Management
Personal
Knowledge roles
Motivation
Learning networks
(19)
23
Knowledge Management
Maintaining KM Systems
Psychological Barriers
Ook Lee study
103 questionnaires from Korean KMS users
93 respondents were reluctant to say that a knowledge
management piece was not valid
(17)
24
Knowledge Management
Maintaining KM Systems
Use it or lose it
Cook compares KMS to draining battery
Share knowledge
Knowledge is individual power, not group power
(13)
25
Knowledge Management
Maintaining KM Systems
Incentives
Financial
Big Idea
Pub Money
Organizational Sociology
Know your audience
Be flexible
No single recipe for success
(13)
26
Knowledge Management
27
Knowledge Management
(4)
28
Knowledge Management
29
Knowledge Management
American
Chinese
Rules and Regulations are written broad Rules and Regulations are written very
but what is written is enforced very
strictly but enforcement is selective
strictly
(2), (3)
30
Knowledge Management
Presents are
usually
opened in
front of the
giver
Presents
are usually
opened in
private
31
Knowledge Management
U.S.
CHINA
View of
knowledge
Key
assumption
Knowledge is mostly
objective and can be made
explicit
Knowledge
management
role
Knowledge workers
Senior manager are responsible for
capture, codify , and share knowledge management
knowledge from experience
Communicati
on process
collection, distribution,
One-way flow of information (from
reuse, and measurement of superior to subordinate) and by
existing codified knowledge guanxi net
and information in whole
organize
(5)
32
Knowledge Management
guanxi in China
Social ties -- interaction frequency, degree of
intimacy and trust
Its not what you know, its who you know.
Business guanxi (personal relationships in
Chinese market)
Government guanxi (personal relationships
with government officials in different levels
and bureaus).
(5)
33
Knowledge Management
Could we combine
two styles of
knowledge into an
integral whole
34
Knowledge Management
(5)
35
Knowledge Management
(1)
36
Knowledge Management
37
Knowledge Management
PricewaterhouseCoopers
PwC: The PricewaterhouseCoopers Law Firm & Law Department Service Group
The Worlds largest professional service organization:
Service and Help general counsel and law firm executive management solve
complex business problems
Measurably enhance their ability to build sustainable shareholder value
Manage Risk
Improve quality and performance by providing services based on quality and
integrity
PwC includes the member firms of PricewaterhouseCoopers International Ltd.,
(21)
38
Knowledge Management
(21),(22)
39
Knowledge Management
The Study
=
40
Knowledge Management
70% of law firm respondents and 63% of Law Dept. respondents reported
having KMS in place indicated that they use KMS either frequently or all
the time
The survey indicated that their KM program either meets or exceeds their
targeted ROI
85% of the law firms
78% of the law dept.
The Avg. budget to support KM initiative was reported at 4.7% of the total
legal spend.
Quality, speed and cost containment are what a majority of legal
professionals are seeking from their KM solution providers.
The most common standards to measure the value of KM programs are
productivity enhancement and cost reduction.
(21),(22)
41
Knowledge Management
42
Knowledge Management
A global bank spanning 70 countries abandoned their KMS before it was ever rolled out.
A European manufacturing company successfully implemented a KMS, but it was rarely used.
A pharmaceutical company implemented a KMS that could not be easily adapted to specific context of each work group
(21), (26)
43
Knowledge Management
Many companies find that their departments have different takes on what
the project means or what it is trying to achieve
Many KM program leaders are ignorant when it comes to the complexity
of these micro-political processes
Even though some firms are implementing KM programs with support
from senior management, it can still fail as a result of lack of support
Some organizations do not achieve adequate ROI from KM as they are
failing to measure effectively
Many companies professed to suffer from information overload and a
shortage of time with which to both share and utilize knowledge
Many firms rely too heavily on consultants who position themselves in
highly influential positions within the organization
Many initiatives fails as they only enjoy superficial support from the top
management
(21)
44
Knowledge Management
(23)
45
Knowledge Management
Energy firm Schlumberger Ltd. reported an estimated 668% ROI on a $72 million
investment in KM over a period of six years
Chevron Corporation estimates that it saved an initial $150 million, plus at least
another $20 million annually by instituting a best practices program
(21),(23),(25)
46
Knowledge Management
Keys to successful KM
As is the case with many new practices in workplace:
Getting employees on board from day one and making sure they realize
exactly how KM program is to impact on their routines and bring benefits
for the organization as a whole is pivotal
Make sure KM becomes a fundamental aspect of the way you do business
Be sure your KM implementation is less about reporting and more about
sharing knowledge
Knowledge is a company asset, hidden, until the knowledge worker releases it.
The key to generating the best returns from your KM Program is to implement a
well-planned methodology and ensure that your organization facilitates this release
of information.
-Mike Bagshaw, Development Director at Trans4mation Training Ltd,
(24)
47
Knowledge Management
48
Knowledge Management
49
Knowledge Management
50
Knowledge Management
(7)
51
Knowledge Management
52
Knowledge Management
Summary
Key Concepts of KM
Explicit Knowledge
Tacit Knowledge
Implementation, Maintenance
China
KM cases, advantages and disadvantages
Army KM
53
Knowledge Management
Questions
54
Knowledge Management
Sources
(1) Communications of the ACM ,Volume 48, Number 4 (2005), Pages 73-76 ,Knowledge management in China, Glen R.
Burrows, Damon L. Drummond, Maris G. Martinsons
(2) KNOWLEDGE MANAGEMENT OF HIGH-TECH FIRMS
Chung-Ming Lau, Yuan Lu and Shige Makino;The Chinese University of Hong Kong
(3) Xiaohong Chen ;State Development Research Center, PRC ;Ryh-Song Yeh ,Peking University
SOURCE: http://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN020318.pdf
(4) Inkpen, A.C. 2000. Learning through joint ventures: A framework of knowledge acquisition. Journal of Management
Studies, 37: 1019-1043.
(5) Hoskisson, R.E., Eden, L., Lau, C. M., & Wright, M. 2000. Enterprise strategies in emerging economies. Academy of
Management Journal, 43: 249-267.
(6) Army Regulation 25-1 Army Information Management
(7) LTC William Nelson, Deputy Director GA&CKO, Office of Army G6, interviewed by phone by Dave Owens,
October 2007.
(8) Richard Sapio, CEO of Mutual Capital Alliance, interviewed in person by Dave Owens, 22 September 2007
(9) Skyrme, David J, Developing a Knowledge Strategy STRATEGY, January 1998,
http://www.skyrme.com/pubs/knwstrat.htm
(10) Corral, Sheila, Are We in the Knowledge Management Business? ARIADNE, February 1999,
http://ariadne.ac.uk/issue18/knowledgemgt/
15
Knowledge Management
Sources
(11) KNOVA, 10 Principles for Knowledge Management Success, Gartner INC., April 2003
(12) Ferran-Urdaneta, Carlos, Organizational Structures for Knowledge Management, Boston University Systems
Research Center, 1999
(13) Cook, P. (1999). I heard it through the grapevine: making knowledge management work by learning to share
knowledge, skills and experience. Industrial and Commercial Training , 31 (3), 101-105.
(14) Gottschalk, P., & Holgersson, S. (2006). Stages of knowledge management technology in the value shop: the case
of police investigation performance. Expert Systems , 23 (4), 183-193.
(15) Kulkarni, U. R., Ravindran, S., & Freeze, R. (2006). A Knowledge Management Success Model: Theoretical
Development and Empirical Validation. Journal of Management Information Systems , 23 (3), 309-347.
(16) Lee, H.-S., Chae, Y.-I., & Suh, Y.-H. (2004). Knowledge Conversion and Practical Use with Information Technology in
Korean Companies. Total Quality Management , 15 (3), 279-294.
(17) Lee, O. (2006). Psychological Barriers to Maintaining Knowledge Management Systems. CyberPsychology &
Behavior , 9 (3), 367-368.
(18) Moffett, S., & McAdam, R. (2006). The Effects of Organizational Size on Knowledge Management Implementation:
Opportunities for Small Firms? Total Quality Management , 17 (2), 221-241.
Knowledge Management
Sources
(19) Moffett, S., McAdam, R., & Parkinson, S. (2003). Technology and people factors in knowledge management: an
empirical analysis. Total Quality Management , 14 (2), 215-224.
(20) Ward, T. (2007). Does Your Intranet Pay Its Way? SCM , 11 (2), 10.
(21) When knowledge adds up to nothing: Why knowledge management fails and what you can do about it, Journal
of Development and Learning in Organizations (2003), Vol. 17 Issue:1 Page: 32-35
(22) News & Legal Editors from Legal Research Center KM Study (2003) Legal Knowledge Management Improves
Quality and Speed of Service, Reduces Costs and Delivers High ROI, According to Landmark
PricewaterhouseCoopers, Business Wire, June 9, 2003.
(23) Braganza, A., Mollenkramer, G.J. (2002), Anatomy of a failed knowledge management initiative: lessons from
PharmaCorps experience, Knowledge and Process Management (UK), Vol. 9 No.1,.
(24) Storey, J., Barnett, E. (2000), Knowledge management initiatives: learning from failure Journal of Knowledge
Management, Vol.4 No.2, .
(25) Yeldon, Eugene F., Synrad INC, Albers, James A., Pacific Lutheran University, Journal of Knowledge Management
Practice, The Business Case for Knowledge Management, August 2004
(26) Chua, A., & Lam, W. (2005). Why KM projects fail: a multi-case analysis . Journal of Knowledge Management , 9 (3),
6-17.
Knowledge Management
Implementation