1 Knowledge Management Notes for DSS SOM 485 September 2007 Abe Feinberg.

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Knowledge Management Knowledge Management Notes for DSSNotes for DSS

SOM 485SOM 485

September 2007September 2007

Abe FeinbergAbe Feinberg

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KM USESKM USES

• Decision Making• Planning/Strategies• Innovation• Design• Competition• Product/Process Design• Customer Relations• Education

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Dalkir Chapter 1Dalkir Chapter 1IntroductionIntroduction

• Organization in the knowledge age learns, remembers and acts.

• KM initially defined as the process of applying a systematic approach to the capture, structure, management and dissemination of knowledge throughout the organization for spped, reuse best practices and reduce costly rework.

• Add value through reuse and innovation

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Dalkir Chapter 1 IntroductionDalkir Chapter 1 IntroductionSome KM Objectives, etc.Some KM Objectives, etc.

• Smooth Transitions and Minimization of K loss for Quits, Transfers and Retirements

• Identify critical resources and K areas• Build up a toolkit of methods to stem k losses• Interdisciplinary Nature of KM• Tacit vs. Explicit K • Levels of Intellectual Capital: Strategic-Tactical-

Operational

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Dalkir Chapter 1 IntroductionDalkir Chapter 1 IntroductionWhy KM is ImportantWhy KM is Important

• Globalization of business

• Leaner Organizations

• Corporate Amnesia

• Technological Advances

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Dalkir Chapter 2 KM CycleDalkir Chapter 2 KM Cycle

• 6 views of the cycle • Wiig: Create, Source, Compile, Transform,

Disseminate, Apply, and Realize Value (Build, Hold, Pool, Apply)

• Bukowitz and Williams: Get, Use, Learn, Contribute, Assess, Build/Sustain and DIVEST

• Meyer and Zack: Acquire, Refine, Store, Distribute and Present

• Strategic Implication: Retain and Share K

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Dalkir Chapter 4Dalkir Chapter 4Knowledge Capture & CodificationKnowledge Capture & Codification

• Known-Unknown Matrix: Danger is in the Lower Right Corner “Don’t Know that we Don’t Know”

• Capturing Tacit Knowledge: interviews, surveys, questionnaires, observation, or simulation.

• Storytelling; IBM and Xerox • Templates: Learning History p.92 and K

Acquisition Session p, 95• Decision Trees: see p. 99• Key point is that the more tacit K is, the more

valuable it is

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Dalkir Ch. 5Dalkir Ch. 5K sharing and CoP’sK sharing and CoP’s

• K Sharing follows Acquisition and Codification• Social Network Analysis (SNA) is used to

identify connections with direction and volumes p. 117 Fig. 5-3

• CoP Types include: Member to Member Content, Member to Member Interaction, Events and Outreach p.125

• CoP Roles include: visitors, novices, regulars, leaders and elders

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Dalkir Ch. 5Dalkir Ch. 5K sharing and CoP’sK sharing and CoP’s

• Best Practices begin with a good idea, then good practice, then local best practice and finally industry best practice or benchmark

• K Sharing increases Human Capital• Sharing benefits include: standardization,

avoiding mistakes, leveraging best practices, reducing time to achievement, building reputation, and improving strategic capabilities

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Hislop Ch. 4 Hislop Ch. 4 Motivating Knowledge SharingMotivating Knowledge Sharing

• Conflict• Status• Equity Fairness• Trust• Organizational Commitment/Culture• Reward/ Recognition• Visibility to Top Management

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Hislop Ch. 5 Hislop Ch. 5 Communities of PracticeCommunities of Practice

• Objective• Focus of efforts• Membership• Governance• ______• External system• Time Frame

• Internally Negotiated• Collective Practice/K• Voluntary• Consensually

Negotiated• Self Managed• Indefinite

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Hislop Ch. 6Hislop Ch. 6Intercommunity K ProcessesIntercommunity K Processes

• Limits include Cultural Differences

• Systems of Measure: English vs. Metric

• Trust and Social Relations

• Private vs. Public Sector (CPM vs. PERT)

• Inter-organizational Relations are Key

• Link at the Top is Critical for Success

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Hislop Ch.7Hislop Ch.7Power, Conflict and K ProcessesPower, Conflict and K Processes

• Conflict, Power and Politics; p. 91 Weberian-based– Traditional (automatic)– Affective (emotion shaped)– Value Rational (action oriented to values)– Calculative (Instrumental rationality)

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Hislop Ch.7-PowerHislop Ch.7-Power

• Power properties of Knowledge– Scarcity– Satisfy wants/needs– Shortage of alternatives

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Hislop Ch.7Hislop Ch.7Power ResourcesPower Resources

• Physical

• Economic

• Administrative K

• Technical K

• Normative (Individual Beliefs and Values)

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Coakes PrimerCoakes Primer

• What is Knowledge? – Acquaintance with facts, truths or principles– Familiarity or conversance with a topic– State of knowing/perception– Body of facts and truths accumulated over

time– enlightenment

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Coakes Primer 2Coakes Primer 2

• Web of Relationships View

• Explicit vs Tacit Knowledge– Explicit: documented, archived or codified– Tacit: application of multiple intelligences– Start with web of social and cultural relations

within the organization

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Coakes Primer 3Coakes Primer 3

• What is the KM Payoff?

• Faster decisions, improved efficiency and effectiveness, develop innovative products and services, and ultimately improve the organization’s revenues and profit

• Improve the organization’s longevity and chance of survival

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Coakes Primer 4Coakes Primer 4 Successes Successes

• Sieloff on p. 419 cites HP Success: with key of encouraging innovation and sharing of knowledge throughout the company

• Newell et al. cite linkage of KM and ERP systems that were simultaneously deployed, the key was complementarity of the two systems

• Pfeffer et al. p. 421 state that KM works best when K generators also store, explain, and coach others through implementation

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Coakes Primer 5Coakes Primer 5FailuresFailures

• Venture Capital Startups• Management is Critical• Chance of Success is Critical Too• Need Specific Objectives, Focus on Strategic

Priorities, and Top Management Involvement• Personal Experiences

– Digital Audio– Decision Analysis Software– Cell Life Extension

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Coakes Primer 6Coakes Primer 66 Traits of Successful CoP’s (p. 423)6 Traits of Successful CoP’s (p. 423)

• Clear business value proposition

• Dedicated Skilled Leader

• Coherent, Comprehensive K-Map for Core

• Easy-to Follow K sharing

• Appropriate Technology to Facilitate Sharing

• Communication and Training Plans for those Outside of the CoP

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Coakes Primer 6Coakes Primer 64 More Traits of Successful CoP’s (p. 423)4 More Traits of Successful CoP’s (p. 423)

• Update, Dynamic Roster of CoP Members

• Key Metrics of Success to Show Results

• Recognition Plan for Participants

• Agenda of topics for Early Months of Existence

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Coakes Primer 7Coakes Primer 7K Culture (Chait article p. 431)K Culture (Chait article p. 431)

• Valuing Knowledge and Placing it at the Customer’s Disposal

• Democratizing Knowledge by De-linking it from Individuals

• Valuing Diversity by recognizing no age, experience, race or gender hegemony

• Accepting a new role for Management• Focusing on the knowledge grid (see p. 79

in Dalkir)

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KM Tools Dalkir Chapter 8KM Tools Dalkir Chapter 8Technology Classifications (Rollet)Technology Classifications (Rollet)

• Communication• Content Creation• Adaptation• Personal Tools• Networking

• Collaboration• Content Management• E-Learning• Artificial Intelligence

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KM Tools Dalkir Chapter 8KM Tools Dalkir Chapter 8Major Tools & Technologies p. 220Major Tools & Technologies p. 220

• K Creation and Capture

• K Sharing and Dissemination

• K Acquisition and Application

• Content Management

• Networking Technologies

• Artificial Intelligence Technologies

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KM Tools Dalkir Chapter 8KM Tools Dalkir Chapter 8More ToolsMore Tools

• Data Mining• Blogs• Groupware and Collaboration• Wikis• Networking• Filtering (p. 237)• Adaptive Techologies• Mercedes Benz assistance Center p.242

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KM Tools Hislop Chapter 8KM Tools Hislop Chapter 8Info. & Comm. Techs. (ICT’s)Info. & Comm. Techs. (ICT’s)

• ICT Applications– Search Search– Create e.g., CAD– Utilize Decision Support

Systems– Share Intrranets, e-mail– Integrate Groupware

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KM Tools Hislop Chapter 8KM Tools Hislop Chapter 8Concerns re; Objectivist ViewConcerns re; Objectivist View

• Codification of Tacit Knowledge

• Are Tacit and Explicit K Inseparable

• Fragmentation of the Organization

• Contect dependence of K

• Ability to Collect K Centrally

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KM Tools Hislop Chapter 8 p. 113 KM Tools Hislop Chapter 8 p. 113 Communications Media CharacteristicsCommunications Media Characteristics

• Face-to-Face Interaction

• Video Conferencing Plus File Sharing

• Telephone

• E-Mail

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ReferencesReferences

• Coakes,Elayne, “Knowledge Management-A Primer,” Communications of the Association for Information Systems, Vol. 4, 2004, pp. 406-489.

• Dalkir, Kimiz, (2005), Knowledge Management in Theory and in Practice, Elsevier Butterworth Heinemann, ISBN 0-7506-7864-X.

• Hislop, Donald, (2005), Knowledge Management in Organizations - A Critical Introduction, First Edition, Oxford University Press, ISBN 0-19-926206-3.