Method of Research

Knowledge Management in Practice: An Exploratory Case Study by Shan L. Pan & Harry Scarbrough

Presented by: Jonathan Cullum Kelly Powell & LaPortia James

Case Study of Buckman LaboratoriesIntroduction: Researchers have outlined the theoretical case for knowledge management.

Claim: with product life-cycles shortening and technologies becoming more imitable, organizational knowledge emerges as a competitive advantage by virtues of its tacitness, difficult in being copied, and immobility.Problem: Difficult to relate to businessPartly due to the very qualities of tacitness which lend this importance is an elusive item for practitioners.

Absence of a framework for managing knowledge is becoming a more critical problem for managersAn attempt to shed some light

2 Specific objectives:Develops an analysis of knowledge management from an integrated socio-technical perspective.

Study uses case study of Buckman Laboratories to examine the dynamics of successful knowledge management practices, and to consider the extent to which these practices can be used by other companies.

Towards a Socio-technical Perspective on Knowledge ManagementIn proposing the socio-technical perspective there are some considerations.

1- number of studies recognizes holistic view (more than sum of parts) between social and technical factors.2- refocuses attention on the work process itself3- compatibility between social and technical subsystems is the key to meeting the needs of customers4- provides a suitably synthetic analytical space to consider all factors in a even-handed way.Socio-technical perspective (aka STS) definedDescribes a method of viewing organizations emphasizing the interrelated functioning of the social and technological subsystems of the organization and the relation of the organization as a whole to the environment in which it operates.Analyzing Knowledge ManagementSocio-technical thinking originated from the systems perspective on organization.

More recently analyses stress the interplay between technology and the organization.Relevancy Need to distinguish between different types of knowledge- tacit and explicit

Explicit knowledge is systematic and hard data.

Tacit knowledge- resides in the heads of those workingStructuring of Knowledge Management SystemsThree major layers or interaction:Infrastructure: hardware/software enabling contactInfostructure: formal rules governing exchange of networkInfoculture: stock of background knowledge Method of ResearchQualitative approachSingle Case StudySemi-structured InterviewsOn-site Observations (6 Weeks)Secondary Data

Case Study:Buckman LaboratoriesOrganizational BackgroundManufacturer of specialist chemicals for aqueous industrial systems$300 million company (Sept 1999)International 102 countries1000 specialty chemicals

KNETIXCustomer knowledgeCompetitive intelligenceProcess knowledgeProduct knowledgeCorporate KnowledgeFactual corporate knowledgeTechnological know-howMarket know-howBehavioral corporate knowledgeSocial interaction of individuals and organizationsProprietary knowledgeCodified

KM DevelopmentHistorical (1945-1991)International expansionProblem-solvingKnowledge visionTransformative (1992-1998)Knowledge sharingOrganizational learningAnalysis of InfrastructureKnowledge ArchitectureElements: humans, organizational entities, documents, books, other knowledge repositories, and operating entitiesProcess: Knowledge Management Transfer DepartmentKNetix: connecting knowledge suppliers and users worldwideOrganizational Knowledge Repository (Memory)KNetix: electronic forums, bulletin boards, virtual conference rooms, libraries, and e-mailAnalysis of InfostructureKnowledge sharing process

Analysis of InfostructureGlobal AccessRegion-focus ForumsTechForum (US)EuroForum (Europe)LatinoForum (Latin America)AAAForum (Asia, Australia, & Africa)

Analysis of InfocultureCulture promotes knowledge sharingKnowledgeable experts at all levels of the corporation can interact, share new ideas, and problem solve

Remember!!!!For a knowledge management project to be successful, an organization MUST have a knowledge-enterprising culture.Infoculture cont.A knowledge-enterprising culture is difficult to build from scratch, but at Buckman management was proactive in the effort There was a 90% cultural change

Re-LearningBuckman used a process of re-learning to achieve a knowledge enterprising cultureEmployees who share knowledge are the most influential and others would seek their advisement

TrustA top executive in the company explained that trust is a huge part of knowledge sharing. Stop hoarding knowledge and start sharing it within the company (369).According to this executive, The most valuable employee is one who becomes a source of knowledge and actively shares that knowledge with other people.Infroculture final thoughtsEveryone is encouraged to become knowledge entrepreneursEncourages employees to take risks, innovate, and quit asking for instructionsKnowledge Entrepreneurship is rewardedInnovations and inquiry are promotedTop Management in Knowledge EntrepreneurshipMUST have a shared visionManagement must coordinate this visionThis provides focus and energyGives meaning to everyone (individual role)Provides a picture of the companys future

Implementing Vision A combination of perceptions and employees attitudes are necessary in conjunction with leadership.The study showed that Buckman top management acted as role models for learning and knowledge sharingFacilitating changes in the area of knowledge management requires proactive entrepreneurial support from the top.About BobPioneering figure in knowledge managementTrained in chemical engineering and businessJoined his fathers companyFascinated by organizational dynamics and the challenges computers could presentTrustBob Buckman accredits trust as being a main ingredient to successful knowledge sharingYou cannot empower someone that you do not trust and who does not trust you (370).Use rewards and sanctions to overcome resistance

Communities of Practice at BuckmanEvolved informally by those using virtual systems to solve problemsSmall sub-groups of people, built around participationSharing knowledge outside the community is difficult to enforce Managers have a hard time understanding and building a system around this process

Buckmans StrategyPart One- Efficiently deliver a solution to increase customer satisfaction and confidence in a supplier.Part Two- Employees should be empowered with knowledge in order to satisfy customer needs better than the competitorIf you work at Buckman.Learn as much as possibleContribute Knowledge to the systemParticipate in distributing knowledge to customersIn the long run, customers receive the benefitKnowledge Management StrategyFor success, a clear and conscious strategy is necessarySince the 1980s Buckman has consciously decided to compete in terms of knowledgeTodays ChallengeNew arrangements and roles of the company, not technology, challenge knowledge managementConclusionKnowledge management involves more than technologyMust have a culture with new roles and constructsChanges the structure of the organization, including communication patternsIntegrate knowledge with business objectivesLocationsNorth AmericaEurope/Middle EastLatin America AfricaPacific RimProducts

Pulp, Paper, TissueRepulping and deinkingProducts targeted to the middle market water treatment segmentBreakthrough chemistries for the leather industry

KNetixA single communications network which incorporates all of Buckmans knowledge and experience, and allows employees to focus all capabilities on customers challenges (buckman.com).Thanks For Listening!!Any Questions?

Customer Questions/ConcernsTechnical-sales People/Field-based associatesPosted to forumSubject matter expertForum SpecialistVolunteer Section Leaders