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Chapter 9

Developing an Effective Knowledge Service

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Introduction

• In many knowledge communities, the philosophy and expectations of knowledge management are not achieved in practice

• This session explores the use of a knowledge service as a major strategy to create a strong support for knowledge management across the organizational community

• Knowledge services provide an integrated and strategic approach to supporting knowledge growth and development

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Knowledge Services (1/4)

• Support knowledge users and contributors• Encourage knowledge sharing and best

practices• Encompass professional, social and

technical services • Accommodate labor intensive, customer

orientated processes and self-managed technical solutions

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Knowledge Services (2/4)

Features • Customers• Simultaneous support to the user• Perishability• Customization • Service mix is an important consideration

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Knowledge Services (3/4)

Functions • Promotes/publicizes the benefits, examples

and outcomes of desirable knowledge practices

• Facilitates knowledge management across the community

• Enables common understandings• Supports communities of practice• Monitors and responds to new issues/needs

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Knowledge Services (4/4)

Philosophy • User-focused• High quality outcomes which reflect the user

expectations• Range of services that facilitate knowledge

management across the community• Reliable, dependable and credible• Responsive and willing• Professional

Major features of effective knowledge services

Knowledge Service Contributors (1/2)

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Knowledge Service Contributors (2/2)

Service activities • Encourage social interaction• Identify and nurture community knowledge

potential and talent• Leadership support and development• Organizational development • Capacity building• Promote and stimulate the social dimension of

knowledge management

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Models of Service Provision (1/4)

• Centralized or devolved• Ensure awareness of the knowledge

community and its activities• Monitor issues from local subgroups• Dissemination of central policies and

strategies to local units, individuals and networks

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Models of Service Provision (2/4)

The centralized service • Work outwards into the community• Contributes to strong dissemination of the

knowledge management strategy• Monitors knowledge implementation• Assists peer collaboration, leadership

interchange• Provides a range of community building tools• Builds a knowledge presence

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Models of Service Provision (3/4)

The local service • Members are integral to the business of the

local unit• Stakeholders are regularly interacting with the

knowledge service• Can isolate the knowledge service from the

overall corporate strategy• Potentially reduced influence, reach and

capacity to collaborate with other units

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Models of Service Provision (4/4)

The blended service • Central + local• Visible and encompassing knowledge service • Hands-on responsive local service• Higher investment, higher return• Requires significant management of

interactions to maintain connectedness and common understanding

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Knowledge Service Staff (1/2)

• Confidentiality• Individuals, groups, systemic support• Systems versus human factors• Knowledge of service priorities and goals• Ongoing communication with colleagues• Sharing of effective strategies

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Knowledge Service Staff (2/2)

• Knowledge service competencies: – Familiarity with knowledge technologies

– Organizational development

– Project management

– Consultancy expertise

– Interpersonal skills

– Analytical and conceptual skills

– Management and leadership skills

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Funding and Promoting the Knowledge Service

• Free service• Fee for service• Service level agreements

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Supporting the Organization

• Evaluative focus • Benchmarking and external review • Promulgate discussion/debate• Clarify core knowledge competencies • Promote knowledge concepts, culture and

value• Encourage knowledge enterprise,

communities and engagement

Knowledge service levels

ORGANIZATIONAL

COMMUNITIES OF

PRACTICE

OPERATIONAL UNITS

INDIVIDUALS

Kn

ow

led

ge

serv

ice

focu

s

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Evaluating the Effectiveness of the Knowledge Service

• Efficiency• Effectiveness• User satisfaction surveys• Benchmarking• Qualitative reviews

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Concluding Points

• A formally constructed knowledge service can be a significant influence across the knowledge community

• While the structure and funding arrangements may vary, the underlying focus on supporting the organization, operational units, communities of practice and individuals is a core focus

• Efficiency and effectiveness are important

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Today’s focus questions:

• How does a knowledge service work?• Do organizations really need a knowledge

service?• If firms do develop knowledge services, how

might that impact on other organizational activities?

– Lecture reference: Debowski, Chapter 9