Knowledge management?. Knowledge Management 2008 Remko Helms Eleonore ten Thij (partly) Rachelle...

Knowledge management?

Knowledge Management 2008

Remko Helms

Eleonore ten Thij (partly)

Rachelle Bosua

.....and you!Elia Giovacchini

Tomato Stories

+ = ?

Derived from Huysman, 2006

Knowledge Management and Tomato Stories

knowledge object versus process?

management control versus facilitate?

systems condition versus solution?

Agenda

Course Overview– Content: themes related to knowledge,

management, systems– Structure + requirements

Groups: mail Elia at kmt@cs.uu.nl– Compostion and subscription

Simulation Game: Remko– Game– Report(s)

Goals

Know (= answering exam questions)– context of KM – definitions of KM– perspectives on knowledge1 – typologies of KM systems1

Relate (= etcetera)– perspectives on knowledge and KM– dimensions of knowledge and ICT

support/KM systems

To be continued....

Context of Knowledge Management 1

2000 (1990, 1950)...

Land

Capital

Labor

IntellectualCapital

<1800

VirtualMaterial

KnowledgeKnowledge

Employment in Industries

Finance

Trade

Business Services

Health

agriculture

mining

industry

public services

building

trade

catering

transport

business services

finance

government, social insurances

education

health

culture

Labor market

Context of Knowledge Management 2

Globalisation, mobility, technological changes– Network society– Horizontalization in organizations– Knowledge productivity becomes more

important– Complexity of problems; interdisciplinary

approach is needed– Initial education ≠ profession

Coenders, 2005

What is Knowledge Management 2?

Weggeman: The way in which companies create,

share, apply and evaluate knowledge in order to increase the added value ...

Knowledge Management Life Cycle

production sales r & d hrm

createcreate shareshare applyapply evaluateevaluate

knowledge gap

MVGS

Business processes

Knowledge processes?

The story of the ill performing teacher (fiction!)

Problem 1– Number of students passing exams

Solution 1– Analyze teacher’s performance

• Assignments: ok according to specialist• Exam questions: ok according to specialist• Presentation: too much too fast, non verbal behaviour

– Send teacher to presentation course• ok according to specialist• But: number of students

However: Problem 2– Report on school: assignments too rigid, exams about ‘learning-

by-heart’, poor learning capabilities organization– According to specialists

Solution 2– ?????

Knowledge Management Lifecycle?

Knowledge Gap: ‘The Story of The Ill Performing Teacher’..........– How do we establish a ‘knowledge gap’ ?– Do we know how learning is related to

organizational performance or to innovation?

Lifecycle?– Linear approach: sharing only after

creating, applying after sharing?

Knowledge: The Famous Information Pyramid

Knowledge: information that enables action, for example quantity of bread to order

Data: facts void of context, for example numbers, letters

Information: data in context, for example daily sales burgers,

inventory bread

Wisdom: knowledge on how to live well or properly (with others)

Data, information, knowledge?

Alternative point of view

Data: tttt hh eee ss aa ll I o n b?

Information: Is the salt is on the table?’

Only information if: knowledge of (the use of) English language

knowledge of the world knowledge of the situation

Perspective on knowledge and perception of knowledge

management Object = information access building and

managing knowledge stocks– Information management: (traditional) Information and

Computer Sciences

Process = knowledge flow enabling and facilitating creation and sharing (without disturbing it)– Learning, Cooperation, Change Management, HRM:

Anthropology, Sociology, Management Science, Educational Science

Capability = competencies analyzing strategic advantage know-how, creating intellectual capital– Strategy, Organizational Development, Learning:

Management Science, Economy

Management: Different approaches,

different systems

Facilitating organization

PersonalisationFlow approach:

-Formal and informal communities

-Sharing culture-’Know your colleagues’

Integral approach: flow and stock strengthen each other

CodificationStock approach:

-Intranet-Knowledge bases

-Collaboration tools

KMInfrastructure

[Source: V. Dignum]

KM approaches

Mofett, McAdam, Parkinson, 2003

Classification of KM systems

Knowledge as process

Kn

ow

led

ge

as

pro

du

ct

Expert Systems

IntranetKnowledge Maps

Semantic Analysis

Shared files

E-mail

Real-time Messaging

Discussion groups

Net-conferencing

White boarding

File managementSystems

Full Text RetrievalPush Technology

Structured DocumentRepositories Automatic Profiling

[Source: Planet Ernst&Young]

KMS Functions1. Basic KM-related functionality

– intranet, e-mail (lists), integrative functions like document storing and retrieval

2. Integrative KMS– codification support, advanced search and

retrieval, repositories, organization of knowledge structures

3. Interactive KMS– location of expertise, communication and

collaboration, online community spaces, e-learning

4. Bridging KMS– 2 + 3 + matching, recommendation,

filtering

KMS Functions integrative KM

Maier, 2002

KMS Functions interactive KM

Maier, 2002

KMS functions bridging KM

Maier, 2002

KMS : conclusions

Most large organizations do have an Intranet and/or groupware platform

Most organizations build their own KMS solutions

Integrative KMS functions predominate, but interactive and bridging KMS functions catch up

KM-related ICT systems lack integration KMS are highly complex systems Many KMS functions are implemented,

but not used intensivelyMaier, 2002

Wrap it up!

Know (= answering exam questions)– context of KM – definitions of KM– perspectives on knowledge1 – typologies of KM systems1

Relate (= etcetera)– perspectives on knowledge and KM– dimensions of knowledge and ICT

support/KM systems

Course Themes

Knowledge learning in organizations, culture&social capital, sharing in CoPs, networks

Management strategy, implementation frameworks, evaluation

KM (IS) Systems examples, fit, design issues

Course Structure

Week 17 – 26– (guest) lectures

Week 17 - 22– workshop simulation game: strategy &

implementation report

Week 21: TEST 1 Week 23 – 27

– research project: group meetings research report– planning: see assignment, website

Week 27– deadline research report

– TEST 2

Research Assignment How do organizations share knowledge, how

do they use ICT for sharing knowledge?– Select (or construct) model for researching

knowledge sharing (and one for using ICT in knowledge sharing) (implies specifiying research question)

– Select method for collecting and analyzing data (may be included in model for sharing knowledge)

– Collect and analyze data– Advice your organization

Organization/department– > 25 people, some use of ICT

Passing the course

test 1 + 2 = 50% Strategy & Implementation Report = 20% Report research assignment = 30% You pass this course when your weighed

average >= 5.5 and no mark is less than 4.5

You can do a retest if your weighed average >= 4 (and <= 5.5)

Group Work

Simulation Game, reports: groups of 3 people– subscription deadline: Tuesday 22/4 17h

(Thursday 24/4 the test game is played)

Research project: groups of 4 people– subscription deadline: Tuesday 22/4 17h

– Mail Elia at kmt@cs.uu.nl• To inform him about your group• To inform him that you are still looking for a group

www.cs.uu.nl/docs/vakken/kmt

WEBSITE: Schedule, Literature ASSIGNMENTS

WEBSITE: NEWS

E-MAIL LIST KMT@CS.UU.NL

Next Lecture Theme: Strategy Time: Tuesday 29/4 11 – 13h Place: Minaert 208 Literature:

– Grant, R.M., “The knowledge-based view of the firm: Implications for management practice”. Long Range Planning, 30(3), pp. 450-454.

– Hansen, M.T., Nohria, N., Tierney, T. (1999). “What’s your strategy for Knowledge Management”. Harvard Business Review, March- April 1999

– Binney, D. (2001). The knowledge management spectrum –understanding the KM landscape. Journal of Knowledge Management,5(1), 33-42.