Information and Knowledge Management Class 4: Knowledge Management Evolution Marielba Zacarias Prof. Auxiliar DEEI FCT I, Gab 2.69, Ext. 7749 [email protected] http://w3.ualg.pt/~mzacaria
Information and Knowledge Management
Class 4: Knowledge Management Evolution
Marielba ZacariasProf. Auxiliar DEEI
FCT I, Gab 2.69, Ext. [email protected]
http://w3.ualg.pt/~mzacaria
SummaryKnowledge as an asset
Origins of the knowledge worker
Types of Intellectual Capital
Initial definition of the types of knowledge
Knowledge Management vs Re-engineering
Web 2.0 Tools
Document sharing
Origins
Born with language
Formally emerges from developing
formal procedures
products
“leverage” or “know-how” embedded within work practices
Origins• post-war
• knowledge created during II world war
• proliferation of
• universities
• more knowledgeable workers
• creates knowledge society
• need to manage such knowledge
At that time..• USA Organizations
• bureaucratic
• hierarchical structures
• high formalization, segmented, centralized
• impersonal environments
Europe and Asia• Post-war reconstruction
• New ways of organizing and managing organizations
• employes more involved in defining and planning businesses
• managers & employees got together
• focus on quality
In USA..• Market share starts coming down
• Perception of inefficiencies, fragmentation and resistance to change
• Middle of the 90s
• Formal knowledge management practice
• first in academy...
“Knowledge Worker”
• Peter Drucker
• Landarmarks of Tomorrow (1959)
• Creates the term “Knowledge worker”
• New class of employee from industrial worker (white collar vs blue collar)
• with unprecedented education levels
Tacit vs Explicit• Michael Polanyi
• The tacit dimension (1966)
• Difference between tacit and explicit knowledge
• Focus on knowledge
• not only as a product..
• but also as a process (acquisition and deployment)
• Enfasis on tacit knowledge
• Does not exist without human interaction (social process)
• Is MORE than Information Management
Shared Principles
• J. Peters and Robert H. Waterman
• In Search for Excellence (1982)
• Succesful organizations in competitive environments
• Shared values and practices regardles of their size, mission, product and client base
The value of IT
• Paul Strassmann
• Information payoff (1985)
• Shows the impact of IT on productivity
• Importance of means to measure and assess the value of human capital
• The concept of knowledge as an identifiable and quatifiable asset emerges
Re-engineering
• Michael Hammer and James Champy
• Reingeneering the Corporation (1992)
• The situation is so desperate that the only solution is to forget everything and redesign the organization from scratch (white sheet)
• The process paradigm is introduced
Process Paradigm
vendas
contabilidade
produção
Gerar ordem
Emitir ordem
Verificar crédito
Aprovar crédito
Gerar factura
Assembl. produto
Enviar produto
The case of Ford
vendedor
vendedor
Contas a pagar
Copia ordem compras
Ordem compra
Nota de envio
factura
pagamento
materiais
mat
eriai
s
Contas a pagar
compras Ordem compra
Sistema
Results
• Showed that
• Procedures & rules not effective any more
• Renovated several enterprises
• Several failures
• A lot of firings
Re-engineering forgot..
• Replacing outdated knowledge for knowledge that would be quickly outdated
• Essential knowledge management principles
• continuous improvement and learning
• focus on people as knowledge sources
Knowledge as an asset• Acknowledgement of
• quality
• customer satisfaction
• innovation
• critical assets
• Innovation as an essential source of competitive advantage
The continuity principle• In contrast to re-engineering, knowledge
management
• assumes continuous monitoring
• foster continuous change
• aims at continuous innovation
• Continuity understood as a the required change frequency to satisfy market needs
New Roles• CKO (Chief Knowledge Officer)
• The Knowledge Creating Company
• Nonaka 1995
• SECI model
• 1995
• Knowledge Management peak of popularity
The role of IT• Scanning of
• Explicit but unstructured knowledge
• Document Management
• for explicit knowledge
• Workflows
• Process Management
• systemic knowledge
• Process analysis and improvement
• Data & Text mining