Prepared by : Eman Rashed Managing Knowledge
Prepared by Eman Rashed
Managing Knowledge
Types of Knowledge
5 of 11
You can make sharing part of the way you workby doing things that are just a little different from what you currently do
6 of 11
Review your email and files for information you frequently refer to or that you often send to people Organize your ldquovirtual filing cabinetrdquo so that you can quickly find that information when you need it This will save your time allow you to be more responsive and make people happier
7 of 11
2 HelpWhen yoursquore talking to people listen for opportunities to help them by sending them the information yoursquove organized Answer questions and promise to follow up with additional information Now yoursquore getting even more return on the time you invested
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Types of Knowledge
5 of 11
You can make sharing part of the way you workby doing things that are just a little different from what you currently do
6 of 11
Review your email and files for information you frequently refer to or that you often send to people Organize your ldquovirtual filing cabinetrdquo so that you can quickly find that information when you need it This will save your time allow you to be more responsive and make people happier
7 of 11
2 HelpWhen yoursquore talking to people listen for opportunities to help them by sending them the information yoursquove organized Answer questions and promise to follow up with additional information Now yoursquore getting even more return on the time you invested
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
5 of 11
You can make sharing part of the way you workby doing things that are just a little different from what you currently do
6 of 11
Review your email and files for information you frequently refer to or that you often send to people Organize your ldquovirtual filing cabinetrdquo so that you can quickly find that information when you need it This will save your time allow you to be more responsive and make people happier
7 of 11
2 HelpWhen yoursquore talking to people listen for opportunities to help them by sending them the information yoursquove organized Answer questions and promise to follow up with additional information Now yoursquore getting even more return on the time you invested
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
6 of 11
Review your email and files for information you frequently refer to or that you often send to people Organize your ldquovirtual filing cabinetrdquo so that you can quickly find that information when you need it This will save your time allow you to be more responsive and make people happier
7 of 11
2 HelpWhen yoursquore talking to people listen for opportunities to help them by sending them the information yoursquove organized Answer questions and promise to follow up with additional information Now yoursquore getting even more return on the time you invested
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
7 of 11
2 HelpWhen yoursquore talking to people listen for opportunities to help them by sending them the information yoursquove organized Answer questions and promise to follow up with additional information Now yoursquore getting even more return on the time you invested
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
8 of 11
3 Reach outYou can find even more opportunities to help by reviewing what yoursquove organized and thinking of people who could benefit from that information Reach out to them so that you can help them save time make things happen and build stronger relationships
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
9 of 11
4 Prepare
Now yoursquove saved even more time Use some of that time to prepare by writing down notes that might be useful someday
Donrsquot wait until you finish a project Write your notes while yoursquore working It will help you clarify your thinking record your decisions and be more productive
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
10 of 11
5 Publish
Put your notes in an access-controlled database if you need to or publish your notes as widely as you can
The more people can help themselves the more efficiently you can work and the bigger difference you can make
Herersquos where the magic happensYou have notes You know theyrsquore usefulNow make it easy for other people to find them
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
11 of 11
6 ImproveReview your processes Improve your organizational systemSmoothen the way you work Compounded over time little changes can be powerful
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Effective CommunicationGood language communication skills and a
good understanding of cross-culture
Flexible Structure And Design Flat structure Horizontal Communities
Cross Functional Teams hellipetc
Trust CultureThe relationship between individuals and
groupsare open and honest and supported
throughperformance related incentives and rewards
Process And Strategies Clear process - Learning strategies
Information Technology Solid IT Infrastructure
Life inside Google
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
1- Conceptual mindset related issues We need to create a culture of sharing - Often knowledge is seen
as power and in a competitive environment there could be a tendency to hoard knowledge
We should move from hoarding of knowledge to gain power to sharing of knowledge to gain powerldquo
2- Operational issues Time - KM should not be seen as a separate initiative but should be
integrated into current workflow as a more effective way to achieve business results
3- Cultural issues such as language and material culture which have been also
identified as important factors
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
In this competitive knowledge economy our most valuable asset is the knowledge asset [eg Microsoft]
Expected outcomes of an organization with KM Improve performance productivity and
competitiveness Improve decision making Reduce research costs and delays More innovative organization
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
HR has a pivotal role to play in the KM movement Key HR processes -- Corporate Education Performance
Management and nurturing culture have a very significant role in the development of the knowledge-based enterprise
Talent management which is the domain of HR and knowledge management are closely interrelated
Cross Functional Team
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Job rotations Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development but also provide an important vehicle for transfer of knowledge and best practices
Networked organization HR should play a key role in developing such a
networked organization through facilitation of knowledge communities teams
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Training Learning and knowledge are inter-linked
E- Learning is made available through company web sites (Intranets) and even through CD-ROMs It allows the learner to enroll into courses or programs of their choice
Culture change KM requires HR to create a culture of sharing supported by incentive system
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the companyrsquos values and if those who transfer know-how to other units are presented as heroes
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Knowledge intensive
organisations
Labour intensive
organisations
Physical capital
intensive organisations
PSFs
Non- PSFs
Products Services Products Services Products
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Knowledge management systems are meant to organize and share knowledge within a firm but more often than not their scope has become too large to manage and keeping the KM systems up-to-date and useful has been an enormous challenge
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Insufficient Adaptiveness
SOLUTION ADAPTATION
CREATIVE PROBLEM SOLVING
CLIENT-DRIVEN
Lack of coordination amp discipline
External Strategic Focus
Internal Resource
Orientation
Client relationsCreative problem solving
Adaptation of ready solutions
Organizationally controlled resources
Team-based (individual ampcollective)
Individually controlled resources
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Tensions between two or more of these configurations
bullClient drivenbullProblem solvingbullSolution adaptation
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Tensions between two or more of these configurations
bull Client drivenbull Problem solvingbull Solution adaptation
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Human Intellectual Capital +
Relationship Intellectual Capital+
Structural Intellectual Capital=
Total knowledge available to be managed
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
(70) Human Intellectual Capital +
(20) Relationship Intellectual Capital
+(10) Structural Intellectual Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
PSFs with PSFs with strongstrong KM systems KM systems
(50) Human Intellectual Capital +
(20-30) Relationship Intellectual Capital
+(20-30) Structural Intellectual
Capital
NB Not applicable to audit firms due to regulatory factors uniformity of product and rigid methodology
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Customerclient
Employer Employee
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
bull Leverage the firms intellectual capital
bull Find experts within the firm
bull Share best practices internally and with clients bull Aggregate industry-specific research amp doc
bull Keep client information secure
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
1048696Lack of trust1048696 Different cultures vocabularies and frames of reference1048696 Lack of time and meeting places narrow idea of productive work1048696 Status and award go to knowledge owners1048696 Lack of absorptive capacity in recipients1048696 Belief that knowledge is prerogative of particular groups not-invented-here syndrome1048696 Intolerance for mistakes or need for help
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
34
To understand the distinctive characteristics of knowledge intensive service firms
To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success
To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy structure delivery and practices can be used to create valuable products and services
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
35
Converting Human Capital into Intellectual Capital
Employee Knowledge
Skills Experience
Conversion Process
Intellectual CapitalHuman Capital
Role of HR practices in this conversion process
Products and
services which have
market value
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
36
IntellectualCapital
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
Forms of CapitalKnowledge skills and experience of staff
Knowledge embedded in values culture and relationships
Ways of structuring work
Procedures policies and processes
Knowledge of and relationships with clients
Knowledge of and relationships with network members
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
37
Human capital
Social capital
Structural capital
NetworkCapital
Client Capital
OrganizationalCapital
IntellectualCapital
Resourcing
Job and
Work D
esign
Trai
ning
and
Dev
elop
men
t
Pay and Reward
Perform
ance
Managem
ent
Invo
lvem
ent
Delivery
Strategy Structure
The HR Wheel
Kinnie et al 2006
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
DEFINITION KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system which must be carefully organized into IF-THEN rules or some other form of knowledge representation
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Observe the person solving real problems
Through discussions identify the kinds of data knowledge and procedures required to solve different types of problems
Build scenarios with the expert that can be associated with different problem types
Have the expert solve a series of problems verbally and ask the rationale behind each step
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Develop rules based on the interviews and solve the problems with them
Have the expert review the rules and the general problem solving procedure
Compare the responses of outside experts to a set of scenarios obtained from the projects expert and the ES
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
bull Listening post sending people out to work far away to work and bringing them back to get information from them
bull Partnering and mergers
Voluntary amalgamation of two firms on roughly equalterms into one new legal entity Mergers are effected byexchange of the pre-merger stock (shares) for the stock of the new firm Owners of each pre-merger firm continue as owners and the resources of the merging entities are pooled for the benefit of the new entity
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
bull Playing with virtual market Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants creative designers programmers and marketing professionals that know how to get online results
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
This pyramid tells a very compelling story After a lecture we can only be expected to retain 5 of what we hear We can retain 10 of what we read etc Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it The more involved we get with the content the more mastery we have over it
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit