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Managing Information Resources Managing Information Resources MSC 3824MSC 3824
Knowledge ManagementKnowledge ManagementClass Discussion NotesClass Discussion Notes
Session 8Session 8Professor Yang LeeProfessor Yang Lee
Northeastern UniversityNortheastern University
© 2003, Y. Lee© 2003, Y. Lee
OverviewOverviewUnderstanding Organizational KnowledgeUnderstanding Organizational Knowledge
Assessing organizational knowledgeAssessing organizational knowledge
Creating Organizational KnowledgeCreating Organizational Knowledge
Managing Organizational knowledge Managing Organizational knowledge
Creating Core CompetencyCreating Core Competency
IT Integration IssuesIT Integration Issues
ConclusionConclusion
Understanding Organizational knowledgeUnderstanding Organizational knowledgeNature and ImpactNature and Impact
Q: Knowledgeable organization regardless of employee turnover?Q: Knowledgeable organization regardless of employee turnover?
Q: Ways to facilitate Empowerment?Q: Ways to facilitate Empowerment?
Examples: Two tales of customer satisfactionExamples: Two tales of customer satisfaction
Sportswear company vs. Eyewear companySportswear company vs. Eyewear company
Q: Organizational Alzheimer’s disease? Q: Organizational Alzheimer’s disease?
Understanding Organizational Knowledge:Understanding Organizational Knowledge:Knowledge SourceKnowledge Source
ExperienceExperience
InformationInformation
Understanding Organizational Knowledge:Understanding Organizational Knowledge:Reusability and DistributionReusability and Distribution
Tacit vs. explicit knowledgeTacit vs. explicit knowledge
Tacit.Tacit. Explicit knowledge ?Explicit knowledge ?
Individual Knowledge vs. organizational knowledgeIndividual Knowledge vs. organizational knowledge
IK IK OK ?OK ?
Knowledge: ModesKnowledge: Modes
KnowKnow--whatwhat : Factual knowledge : Factual knowledge
KnowKnow--howhow: Procedural knowledge : Procedural knowledge
KnowKnow--whywhy: : Axiomatic knowledgeAxiomatic knowledge
Understanding Organizational Knowledge: Understanding Organizational Knowledge: ModesModes
KnowKnow--whatwhat
KnowKnow--howhow
KnowKnow--whywhy
Assess three modes of knowledge about Assess three modes of knowledge about information collectioninformation collection, ,
processingprocessing, and , and useuse (see Table 5.1 Page 97).(see Table 5.1 Page 97).
Modes of KnowledgeModes of KnowledgeSource: Huang, Lee, and Wang, 1999, p.101Source: Huang, Lee, and Wang, 1999, p.101
Optician's measurements (Optician's Know-what Knowledge)
set ojlectives for Grinder's lens grinding(Grinder's Know-why Knowledge)
Grinder's grinding principles(Grinder's Know-what Knowledge)
set criteria for Optician's lens order(Optician's Know-why Knowledge)
Know-why
Know-how
know-whatKnowledge
Know-why
Know-how
know-whatKnowledge
Opticians Grinders
Assessing Organizational Knowledge:Assessing Organizational Knowledge:Role, ModesRole, Modes
Source: CRG, 1999Source: CRG, 1999
Creating, Storing, Sharing Organizational Creating, Storing, Sharing Organizational KnowledgeKnowledge
Improve information qualityImprove information quality
Information is not actionable? Why?Information is not actionable? Why?
Explicate and transform tacit knowledge into explicit knowledgeExplicate and transform tacit knowledge into explicit knowledge
Collect, Store,and Share all modes of knowledgeCollect, Store,and Share all modes of knowledge
“ Hunting” “Harvest” and “Harden” organizational knowledge (IBM“ Hunting” “Harvest” and “Harden” organizational knowledge (IBM))
Creating Organizational Knowledge:Creating Organizational Knowledge:Source: Huang et.al., 1999, p.99Source: Huang et.al., 1999, p.99
Information TechnologyInfrastructure
Raw Information
OrganizationalKnowledge
ExplicitKnowledge
Tacit Knowledge
QualityInformation
Improve quality ofinformation
Make tacit knowledgeexplicitKnow-what
Know-howKnow-why
Create OrganizationalKnowledge
1
3
2
Knowledge-creating Culture
What is Knowledge Management?What is Knowledge Management?Email?Email?
Data mining?Data mining?
File sharing?File sharing?
Transforming organization into knowledgeTransforming organization into knowledge--sharing sharing entity?entity?
Common denominator: Creating and sharing collective Common denominator: Creating and sharing collective knowledge knowledge acrossacross traditional work boundaries. traditional work boundaries.
Power of Collective KnowledgePower of Collective Knowledge““ You lost, Man.” Boston You lost, Man.” Boston HeroldHerold
Gary Kasparov’s defeat in a chess match against IBM’s Gary Kasparov’s defeat in a chess match against IBM’s Deep BlueDeep Blue
Example: Deep Blue Example: Deep Blue vsvs GaryGary
Figure 6.1: Deep Blue vs. KasparovFigure 6.1: Deep Blue vs. Kasparov
(Source: International Business Machines [11])(Source: International Business Machines [11])
Creating Core CompetencyCreating Core CompetencySource: Huang et.al., 1999, p. 115Source: Huang et.al., 1999, p. 115
Information TechnologyInfrastructure
Raw Information
Best Practice
OrganizationalKnowledge
ExplicitKnowledge
Tacit Knowledge
QualityInformation
CoreCompetency
Improve quality ofinformation
Make tacit knowledgeexplicit
Know-whatKnow-howKnow-why
Create OrganizationalKnowledge
Contextualize OrganizationalKnowledge
Generalize Best Practice forReuse
Produce Best Practice
1
3
2
4
5
Knowledge-creating Culture
Crystalize Core Competency
What to manage? What to manage? ““ If you had five minutes to rescue key assets of your If you had five minutes to rescue key assets of your business from fire, which assets would you choose?”business from fire, which assets would you choose?”
Knowledge Management Platform:Knowledge Management Platform:An ExampleAn Example
Easy Usability
(Local) Creation
Global Access
Motivation Enablers
Who Knows whatTaxonomy of expertiseYellow pagesCompetence
Making Knowledge Visible
Competence CentersCommunities of practiceManagement of knowledge processesNetworking
Building Knowledge Intensity
Common communication infrastructureAccess to external/internal information/knowledge sourcesUse of modern methods and tools
Building Knowledge Infrastructure
Values and culturesRewardingSharing/exchange of knowledgeShared mindsets and visitorsTrust in each other
Developing a Knowledge Culture
Figure 6.3: Knowledge Management Platform(Source: International Business Machines [9])
Managing Organizational Knowledge:Managing Organizational Knowledge:A MethodologyA Methodology
Source: Huang et.al., 1999, p. 117Source: Huang et.al., 1999, p. 117
Environmental Factors
Incentives Measurements
Lead
ersh
ip
LeadershipManagement System
Vision Value System
Process Organization Technology
Strategy
CustomerCustomer--centric Knowledge Management:centric Knowledge Management:An ExampleAn Example
Source: Huang et.al., 1999, p. 120Source: Huang et.al., 1999, p. 120
InfomationWarehouse
Customer Information Processing
KnowledgeMining &
Visualization
CustomerRelationship
Strategy
The Knowledge Managment Process
OperationManagement
Order/Contract
Billing
Customer Service
MarketIntelligence
ExternalDatabases
CustomerRelationship
CustomerCare
Data/Information Quality
Data/InformationExtraction
Data/InformaionMining
Data/InformationMarts
CustomerPortfolio
Management
Customer ValueManagement
CustomerCare
Management
Customer marketing Program
Ten Strategies for Ten Strategies for Knowledge Management Knowledge Management
Establish a knowledge management methodologyEstablish a knowledge management methodology
Designate a point personDesignate a point person
Empower knowledge workersEmpower knowledge workers
Manage customerManage customer--centric knowledgecentric knowledge
Manage core competenciesManage core competencies
Ten Strategies for Ten Strategies for Knowledge Management Knowledge Management
Foster collaboration and innovationFoster collaboration and innovation
Learn from best practice Learn from best practice
Extend knowledge sourcingExtend knowledge sourcing
Interconnect communities of expertiseInterconnect communities of expertise
Report the measured value of knowledge assetReport the measured value of knowledge asset
Core CompetencyCore Competency--based Business:based Business:ExamplesExamplesSource: Ibid., p. 123Source: Ibid., p. 123
Company
MarketDynamicsProductFacilities
VendorRelationships Competency
Nike Rapid Change None Suppliers Research, designing and marketing high-tech, athletic
footwear
Reebok Rapid Change None Suppliers Designing and marketing women’s fitness footwear
Charles Schwab
Rapid Change None Partners High-value, low-cost service provider in financial service
industry
Dell Rapid Change Assemble Suppliers Modular component electronics
Honda Fundamental Shift Key Engine Components Only
Suppliers Small engine technology
Canon Growth Assemble Suppliers Opto-electronics & imaging
Sony Dynamic Assemble Suppliers Miniaturization; Psycho-graphics
Ikea Mature with Limited Suppliers with idle production capacities
Designing and packaging modular goods
unmet need
Competency for Business SolutionsCompetency for Business Solutions
CoreProduct
1
CoreProduct
2
Business4
Business3
Business2
Business1
1 12111098765432
Competency1
Competency4
Competency2
Competency3
Competency Across IndustriesCompetency Across IndustriesBusiness
Processes &Services
TechnologyInnovation
SoftwareProducts
HardwareProducts
IndustrySolution Areas
Competency 1
Competency 2
Competency n
COMPETENCY
NETWORKS
Data m
in in gSm
artcardH
a ndwri t in
gS pe ech
I ntern etAD
T ool s
Netw
ork Mgt
Tra nsac ti on
PC
Ri scse rver
AS4 00 M
a in fra me
Mana geO
p
I GN
Con sul t in g
AD/ SI
Information Infrastructure for Information Infrastructure for CollaborationCollaboration
Infrastructure for Knowledge Infrastructure for Knowledge ManagementManagement
Corporate Knowledge Infrastructure
Customer Care Management
Performance ConfigurationManagement
Competency ConfigurationApplication ConfigurationAssets ConfigurationSkill ConfigurationMethodology Configuration
GroupwareGroup Decision Support SystemsDesktop Video and Audio ConferencingGroup Application Development EnvironmentCollaborative Document ManagementWorkflow
Enterprise Information ManagementIntegrated NetworksCross-Vendor SupportExecutive Information SystemsContent Management
Electronic Mail/MessagingSchedulingStandardsLocal/Remote Services
Distributed Systems Infrastructure
Telecommunication Infrastructure
Sharing Organizational Knowledge:Sharing Organizational Knowledge:Example IntranetExample Intranet
Example IntranetExample Intranet
IT Integration IssuesIT Integration Issues
Manage “islands” of data and cultureManage “islands” of data and culture
Manage global telecommunications and networksManage global telecommunications and networks
Manage legacy and new systems platformManage legacy and new systems platform
Assimilate emerging technologies and processesAssimilate emerging technologies and processes
ConclusionConclusionUnderstand barriers against creating and sharing Understand barriers against creating and sharing organizational knowledgeorganizational knowledgeUse data and IT as facilitator when appropriateUse data and IT as facilitator when appropriateUnderstand what strategies work for organizationUnderstand what strategies work for organizationSet specific goals for benefits of knowledge managementSet specific goals for benefits of knowledge management
Ex. Customized SolutionsEx. Customized SolutionsEx. Enterprise Knowledge StructureEx. Enterprise Knowledge StructureEx. Knowledge Assets ReuseEx. Knowledge Assets ReuseEx. Network Knowledge InfrastructureEx. Network Knowledge Infrastructure
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