Knowledge management in theory and practice
- 1. Knowledge Management in Theory and Practice KIMIZ DALKIR BUTTERWORTH-HEINEMANN (2005) PRESENTED BY: ANDREA EDWARDES-EVANS & TANYA HEWITT
- 2. Introduction • Dr Kimiz Dalkir, McGill University School of Information Studies • Knowledge • Commodity • In employee‟s brains • Knowledge Management • Goals, Definition • Multidisciplinary nature • Interesting history
- 3. Chapter 2: The Knowledge Management Cycle Cycle Description Stages 1)Acquisition 2) Refinement Zack KM Cycle Consists primarily of creating a higher value added „knowledge product‟ at 3) Storage/retrieval each stage of knowledge processing 4) Distribution Fig. 2-2 5) Presentation or Use 1)Get 2) Use Bukowitz & Williams KM 3) Learn 4) Contribute Cycle Outlines how organizations generate, maintain & deploy strategically 5) Assess 6) Build & sustain correct stock of knowledge to create value 7) Divest Fig. 2-4 Consists of the process of knowledge production and knowledge McElroy KM Cycle integration, with a series of feedback loops to organizational memory, 1) Knowledge production Fig. 2-5 beliefs, and claims and the business-processing environment. It provides 2) Organizational Knowledge a description of how knowledge is evaluated and shows conscious decision 3) Knowledge Integration as to whether knowledge will be integrated into organizational memory Focuses on 3 conditions that need to be present for an organization to 1) Building knowledge Wiig KM Cycle conduct business successfully: it must have a business (products/services) 2) Holding knowledge Fig.2-10 and customers; it must have resources (people, capital & facilities) and it 3) Pooling knowledge must have the ability to act 4) Applying knowledge 1) Knowledge capture &/or creation An Integrated KM Cycle The integrated cycle subsumes most of the steps involved in the previous 2)Knowledge sharing & dissemination Fig. 4-1 4 KM cycles. (Breaks all of the other cycle‟s steps into 3 general steps.) 3)Knowledge acquisition & application
- 4. Chapter 3: Knowledge Management Models Name Year Key Concepts Characteristics Knowledge Individual Group Enablers Inhibitors Von Krough and 1995 Connectionist approach – Information from Knowledge Familiarity, mind set of Roos there can be no knowledge environment & emergent practice, mutual individuals, without a knower generated phenomenon from trust and respect, communication, internally social interaction org structure, relationships Nonaka and 1995 Converting tacit to explicit Knowledge Externalization “Brainstorming Poor models, not Takeuchi knowledge and vice versa creation; and Combination camps”; using metaphors Knowledge Spiral Socialization & “Knowledge and analogies Fig 3-2 Internalization Journalists” Choo Sense- 1998 Sensemaking, decision Selection and Enactment Loosely coupled Tightly coupled making making retention Fig 3-3 Wiig Building and 1993 Semantic networks; Personal Public and Shared Well mapped Poor knowledge Using Knowledge Degrees of Internalization, knowledge knowledge semantic sharing attitudes Table 3-2 Hierarchy of knowledge networks Fig 3-3 Boisot I Space 1998 Information Good; Social Abstraction Codification Prior knowledge Different coding Fig 3-10 Learning Cycle Diffusion schemes Intelligent 1981, Biologically based - Decision maker, Cooperation Sense of Unity Managerial Complex Adaptive 2004 symbiosis action taker Collaboration and Purpose Decree System Fig 3-11
- 5. Chapter 4: Knowledge Capture & Codification Tacit knowledge Capture Tacit Knowledge Capture at Individual & Group Levels Tacit Knowledge Capture at the Organizational Level Explicit Knowledge Codification Concept Maps
- 6. Chapter 5 – Knowledge Sharing and Communities of Practice Not finding information costly Communities of practice Company‟s technological resources for workers with common interest –(Fig. 5-6) Tools Social Network Analysis – mapping out how workers get information (Fig. 5-3) Community Yellow Pages - expertise location system Undernets
- 7. Chapter 6: Knowledge Application at the Knowledge Individual Level Application • Characteristics of Individual Knowledge Workers • Blooms Taxonomy of Learning Objectives • Task Analysis – EPSS Knowledge Application at the Group & Organizational Level • Knowledge Reuse • Knowledge Repositories
- 8. Chapter 7: Definition of organizational culture The Role of Organizational Not consciously created Culture Cultural diagnosis KM success depends on: TRUST SHARING LEADERS
- 9. Chapter 8: Knowledge Management Tools Knowledge Capture & Creation Tools Data mining & knowledge discovery, Blogs, Content management tools Knowledge Sharing & Dissemination Tools Groupware & collaboration tools, Wikis, Networking technologies Knowledge Acquisition & Application Tools Intelligent filtering tools, Adaptive technologies
- 10. Chapter 9: KM Strategy & Metrics KM Strategy Knowledge Audit Gap Analysis Strategy Road Map Corporate Amnesia Balancing innovation and structure KM Metrics Benchmarking Balanced Scorecard House of Quality
- 11. Chapter 10: The KM Team KM Skills Major Categories of KM Roles - Senior Management Roles KM Roles and Responsibilities within Organizations The KM Profession
- 12. Chapter 11: Future Challenges of KM No all inclusive vendor solutions Information Politics Incentives Knowledge Based Assets The social nature of KM
- 13. Additional Websites and Sources http://kimizdalkir.com , http://www.mcgill.ca/sis/people/faculty/dalkir/– the author & her work http://www.teamware.com - Groupware and collaboration tools http://en.wikipedia.org/wiki/Wiki - example of a wiki http://www.tfpl.com – is a specialist recruitment, advisory, training and research services company http://www.tfpl.com/resources/skills_map.cfm http://www.tfpl.com/skills_development/skills_toolkit.cfm www.kmci.org – certificate in knowledge and information management http://www.iep.edu/e/ethics.htm - internet encyclopedia of philosophy (on ethics) http://www.dkms.com/papers/Doing_KM.pdf - Doing Knowledge Management by Firestone & McElroy http://www.orgnet.com – Social Networking Analysis company (though none are very good Dr Dalkir states) http://www.kmworld.com/ - “Covering the latest in Content, Document and Knowledge Management” VERY comprehensive – publishers of KMWorld magazine – completely digital and accessible! http://www.sopheon.com/HOME.aspx - KM company with white papers, newsletter, KM products (specifically yellow pages) http://www.knowledgeshop.com.au/Home/ - the advisor's advisor http://www.iasplus.com/standard/ias38.htm - intangible assets standard http://www.apqc.org/ - American Productivity and Quality Center – pioneer of benchmarking http://www.qpr.com/solutions/balanced-scorecard-solution.htm - balanced scorecard product http://www.qfdi.org/ - Quality Function Deployment Institute “the only comprehensive quality system aimed specifically satisfying the customer” http://www.best-in-class.com/Database - measurement success stories
- 14. Points for Discussion Tacit knowledge transfer vs. real work Physical layout of the workspace – planning for socialization Knowledge hoarding – what to do? Crafting ideal incentives
Editor's Notes
- #2: 2nd edition of her book 2011