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Hazel Hall's invited paper, co-authored with Melanie Goody, presented at the European Business Information Conference, 2005, Seville, Spain, 1-3 March 2005. The full text of the presentation is available from http://drhazelhall.files.wordpress.com/2013/01/hall_ebic_05.pdf. This was later developed into a refereed journal article accessible from http://jis.sagepub.com/cgi/content/abstract/33/2/181. The material presented here draws on the findings of Hazel Hall's doctoral research, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
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EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Devising practical interventions to promote knowledge sharing in corporate environments
Setting the context: how research informs practice
Presentation by Dr Hazel Hall, Napier University
Setting the context: how research informs practice
Presentation by Dr Hazel Hall, Napier University
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuse
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuse
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuse
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuseCUL
TURE
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuse
Research literature identifies desired outcomes of knowledge sharing
Improved organisational learning New knowledge creation and innovation Knowledge reuseCUL
TURE
Or “culture”…?
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Huysman & De Wit (2002)
Large distributed organisation High expectations of national intranet as
focus for knowledge sharing, linked into global intranet
Decentralised management of intranet resources
Distributed knowledge managers 1997-
Huysman & De Wit (2002)
Large distributed organisation High expectations of national intranet as
focus for knowledge sharing, linked into global intranet
Decentralised management of intranet resources
Distributed knowledge managers 1997-
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Huysman & De Wit (2002)
Large distributed organisation High expectations of national intranet as
focus for knowledge sharing, linked into global intranet
Decentralised management of intranet resources
Distributed knowledge managers 1997- Low interest in knowledge sharing High interest in billable client work
Huysman & De Wit (2002)
Large distributed organisation High expectations of national intranet as
focus for knowledge sharing, linked into global intranet
Decentralised management of intranet resources
Distributed knowledge managers 1997- Low interest in knowledge sharing High interest in billable client work
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Orlikowksi (1996)
Large distributed organisation High expectations of Lotus Notes as focus
for knowledge sharing
Orlikowksi (1996)
Large distributed organisation High expectations of Lotus Notes as focus
for knowledge sharing
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Orlikowksi (1996)
Large distributed organisation High expectations of Lotus Notes as focus
for knowledge sharing Low interest in knowledge sharing High interest in billable client work
Orlikowksi (1996)
Large distributed organisation High expectations of Lotus Notes as focus
for knowledge sharing Low interest in knowledge sharing High interest in billable client work
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Your organisation (2005)?
Large distributed organisation? High expectations of technology as focus for
knowledge sharing? Low interest in knowledge sharing? High interest in billable client work?
Your organisation (2005)?
Large distributed organisation? High expectations of technology as focus for
knowledge sharing? Low interest in knowledge sharing? High interest in billable client work?
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
“Culture”
The context in which it is hoped that knowledge sharing will be engendered is stronger than the technology and staff provided for the support of knowledge sharing activity
“Culture”
The context in which it is hoped that knowledge sharing will be engendered is stronger than the technology and staff provided for the support of knowledge sharing activity
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Kling & Scacchi (1982)
Operation and enhancement of computer implementations are compromised
shifting technical relationships fluid, complex social relationships
Kling & Scacchi (1982)
Operation and enhancement of computer implementations are compromised
shifting technical relationships fluid, complex social relationships
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Assumptions
Developers and users act in a rational manner
Initiatives will be adequately resourced
Key players command social and political power to motivate widespread adoption
Assumptions
Developers and users act in a rational manner
Initiatives will be adequately resourced
Key players command social and political power to motivate widespread adoption
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Assumptions
Developers and users act in a rational manner
They work according to specific, personal, short-term agendas
Initiatives will be adequately resourced Time and money is squeezed
Key players command social and political power to motivate widespread adoption
Often they don’t
Assumptions
Developers and users act in a rational manner
They work according to specific, personal, short-term agendas
Initiatives will be adequately resourced Time and money is squeezed
Key players command social and political power to motivate widespread adoption
Often they don’t
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Assumptions
Developers and users act in a rational manner
They work according to specific, personal, short-term agendas
Initiatives will be adequately resourced Time and money is squeezed
Key players command social and political power to motivate widespread adoption
Often they don’t
Assumptions
Developers and users act in a rational manner
They work according to specific, personal, short-term agendas
Initiatives will be adequately resourced Time and money is squeezed
Key players command social and political power to motivate widespread adoption
Often they don’tCULTUR
E
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Alternative assumptions of a “system”
More than a set of neutral technical components
Form of social organisation Subject to limitations of available resources
funding, political power, staffing Competes for resources
Alternative assumptions of a “system”
More than a set of neutral technical components
Form of social organisation Subject to limitations of available resources
funding, political power, staffing Competes for resources
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Ties to perspectives of organisational theorists – Ciborra (2002)
“Bricolage” Consequential shifts in deployment Organisations as “hosts” to “guest” systems
Ties to perspectives of organisational theorists – Ciborra (2002)
“Bricolage” Consequential shifts in deployment Organisations as “hosts” to “guest” systems
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
“Culture” refers to power relationships
Identification in KM (Ekbia & Kling, 2003)
Means of investigation: Actor-network theory
Human and non-human actors Relationships between actors, and potential
actors, within a network Acknowledgement of existence of competing
actor-networks
“Culture” refers to power relationships
Identification in KM (Ekbia & Kling, 2003)
Means of investigation: Actor-network theory
Human and non-human actors Relationships between actors, and potential
actors, within a network Acknowledgement of existence of competing
actor-networks
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
External consultants
Senior staff with KM responsibilities (not KM specialists)
Potential actors in a KM actor-networkKnowledge sharing as a concept
Intranet
Repositories
Shared collaboration space
Mission statements
Specialist KM staff members in centralised unit
Specialist KM staff members in distributed across business units
Senior sponsors of KM (not KM specialists)
External systems vendors
Intranet usage statistics
“Ordinary” staff (not KM specialists)
KM strategy
KM as a concept
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
A KM actor-network
Specialist KM staff in business units
Specialist KM staff in business units
Director of KM Director of KM
Intranet manager
Intranet manager
Policy documentationPolicy documentation
Partner for KMPartner for KM
Specialist KM staff members in centralised unit
Specialist KM staff members in centralised unit
“Ordinary” staff“Ordinary” staff
IntranetIntranet
KM as a concept
KM as a concept
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Misunderstandings of KMScenario 1: excessive promotion of a technical
artefact
KM = system System = KM
May be reinforced by excessive promotion of other actors, e.g. intranet usage statistics
Misunderstandings of KMScenario 1: excessive promotion of a technical
artefact
KM = system System = KM
May be reinforced by excessive promotion of other actors, e.g. intranet usage statistics
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Misunderstandings of KMScenario 2: policy documentation
If too weak ignored staff do not learn what KM comprises
If too strong raised expectations confusion when expectations are not realised
Misunderstandings of KMScenario 2: policy documentation
If too weak ignored staff do not learn what KM comprises
If too strong raised expectations confusion when expectations are not realised
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Misunderstandings of KMScenario 3: designated KM staff
If perceived as low-level administrators KM perceived as non-critical support activity
If “visible” activities appear to be IM KM seen as passing management fad, attempt to glamorise IM
Competing actor-networks may recruit isolated KM staff in business units, or they may set up competing networks themselves
Misunderstandings of KMScenario 3: designated KM staff
If perceived as low-level administrators KM perceived as non-critical support activity
If “visible” activities appear to be IM KM seen as passing management fad, attempt to glamorise IM
Competing actor-networks may recruit isolated KM staff in business units, or they may set up competing networks themselves
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Misunderstandings of KMScenario 4: balance in KM expertise
If key KM staff share common background undue focus on particular approach to KM
Example: LIS codification
Misunderstandings of KMScenario 4: balance in KM expertise
If key KM staff share common background undue focus on particular approach to KM
Example: LIS codification
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Limitations of KM actor-networksImperfect environments
In most organisations the core (revenue-earning) business is focused on activities not obviously related to KM
Status of professionals closely aligned to core business is higher than that of KM professionals
Other actor-networks are fierce competitors
Limitations of KM actor-networksImperfect environments
In most organisations the core (revenue-earning) business is focused on activities not obviously related to KM
Status of professionals closely aligned to core business is higher than that of KM professionals
Other actor-networks are fierce competitors
EBIC 2005March 2-5
Seville, Spain
KM, culture & compromiseHazel Hall & Melanie Goody
Devising practical interventions to promote knowledge sharing in corporate environments
Compromise, subversion and multi-channel sharing systems: devising effective strategies for promoting knowledge sharing in “imperfect” environments”
Discussion to be led by Melanie Goody, KPMG
Compromise, subversion and multi-channel sharing systems: devising effective strategies for promoting knowledge sharing in “imperfect” environments”
Discussion to be led by Melanie Goody, KPMG