Transcript Document

Slide 05.1
Chapter 05 Knowledge Management Strategy
Chaffey and Wood Business Information Management © Pearson Education Limited 2005
Slide 05.2
Objectives and outcomes
• Overall objective:
– To apply tools and models to develop knowledge
management strategies
• Learning outcomes:
– Understand the nature of organisational knowledge;
– Assess the value of organisational knowledge;
– Identify key management issues of knowledge
management;
– Select and assess the value of information systems to
knowledge management.
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Slide 05.3
Management issues
• How do we use knowledge to increase
organisational efficiency and competitiveness?
• How can ICT support a knowledge
management strategy?
• What are typical barriers to effective
knowledge management?
• How should knowledge management strategy
be aligned with corporate strategy?
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Slide 05.4
Introduction
• Knowledge has grown as a concept since it
first emerged in the 1990s.
• Realization emerged that if organizations can
manage the learning process better, then they
can become more efficient.
• Knowledge Management Strategy definition:
‘Defined and co-ordinated plan of actions to
enable core business processes using
knowledge management techniques.’
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KM Strategy Process
Figure 5.1 KM Strategy Process
Source: BIM
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Defining knowledge
• Data: Discrete, objective facts (numbers, symbols,
figures) without context or interpretation
• Information: Data which adds value to the
understanding of a subject and in context, is the
basis for knowledge
• Knowledge: The combination of data and information,
to which is added expert opinion, skills and
experience, to result in a valuable asset which can be
used to aid decision making. Knowledge may be
explicit and/or tacit, individual and/or collective
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Slide 05.7
Data, Information and Knowledge
Figure 5.2 Data, Information and knowledge
Source: BIM
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Slide 05.8
Alternative view of Data, Information &
Knowledge
Figure 5.3 Alternative view of Data, Information & Knowledge
Source: Dave Snowden IBM, Gurteen Conference 2003
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The Tacit/Explicit knowledge model
Nonaka (1995) identifies four different processes in
which knowledge is created and transferred:
1.
2.
3.
4.
Tacit to Tacit through a process of socialization
Tacit to Explicit through a process of externalization
Explicit to Tacit through a process of internalization
Explicit to Explicit through a process of combination
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Nonaka's Tacit/Explicit model
Figure 5.4 Nonaka's Tacit/Explicit model
Source: Nonaka and Takeuchi (1995)
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Knowledge in terms of function
define knowledge by type in terms of function:
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Declarative knowledge (knowledge about)
Procedural knowledge (know-how)
Causal (know why)
Conditional (know when)
Relational (know with)
Source: (Zak, 2002)
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Slide 05.12
Spender’s framework
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Individual/explicit (conscious)
Individual/implicit (automatic)
Social/explicit (objectivified)
Social/implicit (collective)
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Slide 05.13
Blackler’s five images of knowledge
• Embrained knowledge: is dependent on conceptual
skills and cognitive abilities
• Embodied knowledge: is action orientated and is
likely to be only partly explicit
• Encultured knowledge: refers to the process of
achieving shared understandings
• Embedded knowledge: knowledge which resides in
systemic routines
• Encoded knowledge: is information conveyed by
signs and symbols
Internet Article
Source: Blackler (1995)
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Slide 05.14
Defining Knowledge Management
Royal Dutch/Shell definition taken from the BSI Guide
to Good Practice:
‘The capabilities by which communities within an
organization capture the knowledge that is critical to
them, constantly improve it and make it available in
the most effective manner to those people who need
it, so that they can exploit it creatively to add value as
part of their work.’
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Slide 05.15
European KM Framework
Figure 5.5 European KM Framework
Source: Heisig & Iske (2003)
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Knowledge Management relationships
Figure 5.6 Knowledge Management relationships
Source: Bahra (2001)
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Knowledge Management Strategy
Three strategy imperatives:
1. A knowledge management strategy must be aligned
with corporate business objectives and activities
2. The strategy must enable all elements of the
knowledge processing lifecycle
3. A balance must be developed between individual and
organisational capabilities according to 1 and
identification of key processes in 2
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Slide 05.18
Analysis for KM Strategy
• What are the core aspects of our business?
• How is the industry we operate in changing?
• What are our competitors doing to differentiate
themselves in the marketplace?
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Slide 05.19
KM SWOT
• SWOT (Strengths, Weaknesses,
Opportunities, Threats) analysis:
– What areas of our business benefit from
applied, valued knowledge?
– What areas of our business lack knowledge?
– Are there opportunities to exploit knowledge?
– What competitive threats are there to
knowledge being lost or losing value?
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Slide 05.20
Knowledge Audit
Definition: ‘a systematic review, typically
based on questionnaires, interviews or
narrative techniques of the knowledge within
an organisation. Often also includes a
systematic mapping of knowledge interactions
and flows within and between organisations,
teams and individuals.’ (European Framework)
Source: Mekhilef et al. (2003)
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Knowledge Audit process
Figure 5.7 Knowledge Audit process
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ASHEN model
• ASHEN model focuses on what Snowden describes
as Knowledge Disclosure Points. These are any
events or activities that reveal knowledge through
use:
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Decisions
Problems resolution
Solution creation
Judgement
Learning points
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ASHEN Categories
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Artefacts
Skills
Heuristics
Experience
Natural Talent
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Knowledge Maps
• A visual representation of organisational knowledge
assets, flows and relationships.
• Social Network Analysis [SNA] [DK – See this]
– ‘the mapping and measuring of relationships and flows
between people, groups, organizations, computers or
other information/knowledge processing entities. The
nodes in the network are the people and groups while
the links show relationships or flows between the
nodes. SNA provides both a visual and a mathematical
analysis of human relationships’ (Krebs, 2002)
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Slide 05.25
Kite Network Map
Figure 5.8 Kite Network Map
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Knowledge value chain
Figure 5.11 Knowledge value chain
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Slide 05.27
Knowledge value chain: types of knowledge
Figure 5.12 Knowledge value chain: types of knowledge
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Mapping activities against knowledge
Figure 5.13 Mapping activities against knowledge
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Slide 05.29
Gap analysis
• Knowledge gap: what the organization must
know and the what the organization knows
• It was first proposed by Phillip J. Tichenor and
his colleagues.
• Strategic gap: What the organization must do
and what the organization can do
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Slide 05.30
Strategy selection
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Codification versus Personalization
Explorer versus Exploiter
Aggressive versus Conservative
Technocratic versus Economic versus
Behavioural
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Aggressive Vs Conservative Strategy
Figure 5.14 Aggressive Vs Conservative Strategy
Source: Zak (2002)
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Strategy options:Communities of Practice
Definition: ‘A group (often inter-disciplinary)
linked by their shared interest in a subject
area, the group will organically evolve over
time in terms of membership and scope. The
purpose will be to learn and share.’
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Slide 05.33
Communities of Practice
How communities of practice differ from other forms
of organisational structure:
– Formal departments: clearly defined boundaries,
permanent, structured around organisational goals
– Operational units: clearly defined boundaries,
permanent, structured around ongoing operations and
processes
– Project teams: clear boundaries, though may work
across departments and operational units, limited
lifespan, structured around project goals
– Communities of practice: fuzzy boundaries, delineated
across the organisation. Organic evolution
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Slide 05.34
Communities of Practice
Figure 5.15 Communities of Practice
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Competitive Intelligence
• Four phases of the Competitive Intelligence cycle:
1. Identification of key decision makers and their
intelligence needs
2. Collection of information
3. Analysis of information and upgrading it to
intelligence
4. Dissemination of intelligence to decision makers
Source: Miller (2001)
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Slide 05.36
Story and narrative management
Stories can be important for the following reasons:
1. They can be used as a way for a company to obtain
information about its customers, their needs, and the
contexts of use for their products
2. They can be a useful way to share information within
a company
3. They can be used to help explain how and why
products and services might be used
4. Stories about products, services, and practices can
be shared by customers
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Slide 05.37
Storytelling and narrative process
Figure 5.17 Storytelling and narrative process
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Slide 05.38
Using Information and Communications
Technologies (ICT) to enable knowledge
management
• ICTs cannot manage knowledge on their own
• ICTs can provide access to the right mix of
data and information
• ICTs should enable workers to extract, create,
share and transfer knowledge
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Slide 05.39
ICT options
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Intranets and extranets
Expertise databases and Corporate yellow pages
Collaborative Tools
Corporate portals
Customer Relationship Management systems (CRM)
Document Management/Content management
Systems
• E-learning
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Slide 05.40
Roles and competencies for KM
When assessing capabilities for knowledge
management the following capabilities need to
be considered (TFPL, 2003):
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Strategic and business
Management
Intellectual and learning
Communication and interpersonal
Information management and IT
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Slide 05.41
KM Roles
• Chief Knowledge Officer
– The organisational knowledge management
champion, will provide the KM vision and
strategy
• Knowledge manager
– Manager who will implement the knowledge
management strategy
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Slide 05.42
Rewards and incentives for knowledge
management
• Tangible rewards
– Economic
– Reciprocal access gained to information and
knowledge
• Intangible rewards
– Employees will enjoy seeing the positive
results of their knowledge sharing
– Enhanced reputation and personal satisfaction
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