puttawan. why knowledge is difficult to manage? knowledge management process
TRANSCRIPT
ATKM 791Puttawan
Why Knowledge is difficult to manage? Knowledge management process
Contents
Two main reasons for difficulties1. Traditional disciplines of management do
not lend themselves to KM2. Business impact of KM applications
remains vague
KM: Difficulty in Excution
Source: Ichijo, K. and Nonaka, I. 2007. Knowledge Creation and Management: New Challenges for Managers. Oxford University press.
1. Traditional disciplines of management do not lend themselves to KM
การบร�หารจั�ดการระบบเด�มไม�เป็�นแนวทางเด�ยวก�นหร�อไม� ได�ป็ร�บตั�วให�ระบบการจั�ดการความร� �ด�าเน�นไป็อย�างได�ผล
การวางกลย"ทธ์$ การบร�หารงานบ"คค การลาด การเง�น ก�บ การจั�ดการความร� � ตั�องป็ร�บร�ป็แบบใหม�
KM: Difficulty in Excution
Source: Ichijo, K. and Nonaka, I. 2007. Knowledge Creation and Management: New Challenges for Managers. Oxford University press.
2. Business impact of KM applications remains vague
การว�ดผลท�%ได�จัากการใช้�การจั�ดการความร� � งานว�จั�ยเพื่�%อป็ระเม�นผลย�งม�ไม�มาก
KM: Difficulty in Excution
Source: Ichijo, K. and Nonaka, I. 2007. Knowledge Creation and Management: New Challenges for Managers. Oxford University press.
Knowledge has taken procedure over traditional organization resources- capital, land, labor.
In value creation, companies' success is now on its ability to tap into their biggest asset – the knowledge of employees.
Why Knowledge is difficult to manage?
Knowledge can not be managed separately from knowledge workers
As an Intangible asset, knowledge: Involves human beings Has different dimensions Feed on itself Is public and private Is hard to measure and quantify
Why Knowledge is difficult to manage?
Knowledge involves human beings
The movement of knowledge across individual and organizational boundaries,
into and from KMS Into organizational routines and practices
Depend on
The knowledge sharing behaviors of employees
Why Knowledge is difficult to manage?
Knowledge involves human beings
The movement of knowledge Depend on
The knowledge sharing behaviors of employees
The quality of the work environment, motivational factors, trust and relationships assume fundamental relevance
Why Knowledge is difficult to manage?
Knowledge has different dimensions
2 Main knowledge dimensions1. Tacit2. Explicit
Why Knowledge is difficult to manage?
Why Knowledge is difficult to manage?
2 Main dimensions of Knowledge
1. Tacit knowledge – Implicit Difficult to document in detail but can be
exchanged through interactions with employees and customers
Highly dependent on the context of knowledge, experience, wisdom of person who carries the knowledge
Cannot be separated from its source, in order to request it, one need to identify the source of knowledge.
Why Knowledge is difficult to manage?
2 Main dimensions of Knowledge
1. Explicit knowledge Formal, often in written form, easy to
express Can be made available to members –
book, document, project report, case study, policy manual
Why Knowledge is difficult to manage?
Knowledge feeds on itself
◦ Knowledge is a source of generation and renewal of itself
◦ Value of knowledge does not diminished with use,
◦ knowledge can be shared and combined to generate new knowledge – has potential to yield increasing in return
Why Knowledge is difficult to manage?
Knowledge is a both public and a private good
Public good non excluding, an inability to exclude an individual
from enjoying that good non rivalry – one person’s having it does not prevent
another from having it.
Why Knowledge is difficult to manage?
Knowledge is a both public and a private good
Private good Difficult to transfer without the context in which
hat knowledge is developed and used
Why Knowledge is difficult to manage?
Knowledge is hard to measure and quantity
Traditional measurement systems are unable to capture, measure, and report on the benefit of KM.
A series of pragmatic way of demonstrating the impact of knowledge projects
Knowledge has a life of its own?
Knowledge depreciates when content becomes dated, or when new knowledge renders it obsolete.
Knowledge has a life of its own?
The value of knowledge depends on its quality and on potential users’ ability to interpret it and integrate it with their experience.
Value of Knowledge
To create the capacity for effective action and to influence decisions.
So as to
KM is a systemic and organizationally specific process of acquiring, organizing, communicating knowledge
Internal – in the organization External – to customers and steak holders
Knowledge management process
Rely on four overlapping process
1. Knowledge creation2. Storage3. Distribution4. Application
Knowledge management process
1. Knowledge creation Practice, process and routines used to make
knowledge creation effective and to move knowledge into a state where it is kept and available to use in the future.
Knowledge management process
tools to support knowledge workers in creative process of generating ideas, in
brain storming or innovation development.
such as mind mapping
need
2. Storage Processes and facilitates used to keep
knowledge and information until it is needed.
Knowledge management process
requires steps to structure it and make it easy to access and reuse.
KMS
Tool
such as associating documents with additional information (metadata) for retrieval purpose.
3. DistributionOrganizational mechanism and
processes to diffuse knowledge and make it accessible to knowledge workers who needs it, when needs it.
Knowledge management process
Users must know what they are looking for and specify their needs precisely
4. Application Using existing knowledge and applying it in
their respective job activities as well as making knowledge easy to access, frequent updating.
The stated objective of KMS implementation is to enable knowledge reuse rather than reinventing existing processes.
Knowledge management process
Knowledge management process
Discovery• Combination• Socialization
Capture• Externalizati
on• Internalizatio
n
Sharing• Socializati
on• Exchange
Application• Direction• Routines
One widely adopted classification of knowledge management strategies – two broad classes
Knowledge management strategy
1. Personalization 2. Codification
Knowledge management strategy
1. Personalization – Focus on tacit dimension of knowledge and assume that knowledge is shared mainly through direct inter-personal combination.
person – to – person approach
Knowledge management strategy
2. Codification – Knowledge can be effectively extracted and codified,
document- to - person approach
Knowledge are stored and indexed in data bases that enable easy retrieval.
Company can pursue different knowledge management strategies to support the KM
process
Knowledge management strategy
Depending on what type of knowledge they consider most
valuable
Knowledge management strategy
The genera tendency today suggests that companies
need to balance 2 strategies.
SECI Model
Socialization Externalization
Internalization Combination
Explicit
Tacit Tacit
Explicit
Exp
licit
Exp
licit
Tacit
Tacit
เป็ร�ยบเท�ยบ KM Strategies ก�บ SECI Model ของ Nonaka
Discussion
นำ��เสนำอง�นำ
Goals Percentage
Gaining competitive advantage 79%
Increasing market efficiencies 75%
Developing customer focuses 72%
Improving product innovation 64%
Goal of KM implementation
Mertims et. al., 2005
The majority of firms become involved in KM initiatives.
Unrealistic expectations of IT solutions that are often hyped by vendors as easy
solutions for managing knowledge
Mistake of KM implementation
Majority of firms’ mistake to approach KM.
Cause
Knowledge management common mistake
Mistake
Thinking that: relying on specific technology, KM can capture “best practice”, success story and lesson learned that can be applied by others
Emphasis is placed on technology rather than• How it should operate• What problem it is supposed to
address• How it be integrated with the
overarching technology strategy
Cause
Knowledge management common mistake
Mistake
Implementing KM program because the competitors did and achieved concrete benefits
KM implementation should drive from company problem or opportunity. KM should start at department or existing process is most likely to provide a context for a KM initiative.
Cause
Knowledge management common mistake
Mistake
Failing to address the important question from a knowledge worker’s perspective of “what’s in it for me? ”
Knowledge workers are unlikely to exchange their knowledge without a fair return for their time and energy
Cause
Knowledge management common mistake
Mistake
Considering KM as a deterministic, static, and one - time - event
KM is a dynamic, evolutionary process in which each state requires specific mechanisms to be effective manage.
Macro trend◦ Increasing in the information and communication
technologies and digital network◦ Globalization of the economy◦ Importance of intangible asset view of the firms◦ The challenge of lost knowledge◦ The rise of service economy
Micro trend- focus on organization
Why KM is more important
Macro trend◦ Increasing in the information and communication
technologies and digital network
Why KM is more important
Data and information are much more accessible to all sectors than before
Agents in the economy are better linked to information and knowledge
Why KM is more important
Data and information are much more accessible to all sectors than before
1. The reduction in the cost of computer and component
2. Increase in the speed and bandwidth of communication networks and falling communication equipment cost
3. The liberalization of telecommunication sector – decrease in the cost of network access
Macro trend◦ Globalization of the economy
Why KM is more important
The worldwide scale of production, distribution, and ownership
The need for systems to enable interaction between people having knowledge and those seeking knowledge as well as system to make organizational knowledge globally accessible
cause
Developing the bridge geographical locations, suppliers, and business partners is one of the key roles of KMS
Change in business environment is not a cause of interest in KNOWLEDGE and
KNOWLEDGE MANAGEMENT but the burst of intellectual activities
KNOWLEDGE is a primary driver of firms’ value and sustain competitive
advantage
Macro trend◦ Importance of intangible asset view of the firms
Why KM is more important
Traditional economy – Industries based on financial capital (money, land, machine, equipment)
Since 1990s, New economy – Industries based on knowledge and intangible assets and focus on long-term value creation
Knowledge-based economy – because it is based on production, distribution, and use of knowledge and information in the design, produce, distribute products and services.
Knowledge-based resources are considered as the most critical to gain competitive advantage, to do things differently in order to prosper
Macro trend◦ The challenge of lost knowledge
Why KM is more important
Highly skilled labors spend long time to build up huge amount of knowledge about how things
work and get done
Organizations face with retirement, downsizing, or other turnover are threatened by the loss of
value knowledge
Knowledge leave organization without attempt being made to identify, capture and share it
with others
Remaining employees often search for answers to questions that have been answered, recreate analyses that have been conducted many times
over
Aerospace companyDiscuss
Macro trend◦ The rise of service economy
Why KM is more important
Over 50% of labor force n USA is in service sector (Cleveland, 1999).
IBM generates more than half of revenue from services.
Increasing in the importance of Service sector.
Macro trend◦ The rise of service economy
Why KM is more important
Service sector – activities of knowledge workers in service sector added in the form of labor, advice, managerial skilled, entertainment, training.
All professional services is based on special knowledge.
When professional services are based on their clients to make them more knowledgeable , they implement knowledge based services
KM and KMS are needed
Beyond these macro trends, KMS implementation is one of a
parts helps to solve several organization problems
Micro trend- focus on organization
Why KM is more important
Two dimension used to classified when prioritization is necessary
1. The level of work complexity2. Degree of collaboration required
Micro trend- focus on organization
Why KM is more important
Integrate Model
ง�นำประส�นำง�นำเป�นำง�นำประจำ��
Collaboration Model
ง�นำประส�นำง�นำ ก�รตี�คว�ม ก�ร
ตี�ดส�นำTransactional
Modelง�นำร�บผิ�ดชอบเฉพ�ะ
คนำเป�นำง�นำประจำ��
Expert Modelง�นำร�บผิ�ดชอบเฉพ�ะ
คนำ ก�รตี�คว�ม ก�ร
ตี�ดส�นำ
Collaborative groups
Individual actors
Routine Interpretation / JudgmentComplexity of work
Level of
Inte
rdepen
dent
Micro trend- focus on organization
Why KM is more important
Transactional Model
Front-line employees: call center, staff or maintenance crews
To ensure consistency, accuracy, repeatability
Challenge for front-line
Micro trend- focus on organization
Why KM is more important
Often KM technologies used for this purpose are aimed at reducing costs of repetitive processes
Transactional Model
• Routine work• Reliant on formal rules, procedures and
training• Dependent on low discretion work force or
information
Micro trend- focus on organization
Why KM is more important
Integration Model
• systemic, • repeatable work, • most of knowledge – related process that
remain dispersed
To ensure consistency, repeatability, and efficiency of the processes and
products
Challenge
Micro trend- focus on organization
Why KM is more important
Integration Model
• Reliant on processes, methodologies or standard
• Dependent on integration across functional boundaries
KMS in this model consists in providing detailed description of the process and activities, together with inputs and outputs
Micro trend- focus on organization
Why KM is more important
Integration Model
The approaches provide consistency of performed activities within the specific process
Micro trend- focus on organization
Why KM is more important
Collaboration Model
reflected in the need to look to unfamiliar techniques to drive innovation
• Knowledge – intensive activities• Rely on deep expertise across different
function and on diversified and flexible teams to perform specific job
Micro trend- focus on organization
Why KM is more important
Expert Model
Highly skilled knowledge worker who rely on individual experience and expertise to realize their work
• They are autonomous, and use interpretation and judgment to conduct specific processes. The work can not be supported by workflows or similar things.
Micro trend- focus on organization
Why KM is more important
Expert Model
To improve knowledge expert: it should provide templates, sample outputs, high level glide line.
KM is successful when it meets actual needs
Critical condition:
Identifying the needs within organization
Designing activities
And then
KM Implementation : IBM, case study
Discussion
• ประมวลประเด�นำที่��เร�ยนำร !จำ�ก case
• Analyze: what are the main challenges
KMS Taxonomy
Next