global knowledge management_pawlowski_2012

Global Knowledge Management

An Introduction

Jan M. Pawlowski, Markus Bick, Franz LehnerSpring 2012

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Collaborative Course Development!

Thanks to my colleagues Prof. Dr. Markus Bick and Prof. Dr. Franz Lehner who have developed parts of the Knowledge Management Course which we taught together during the Jyväskylä Summer School Course 2011.

Prof. Dr. Markus Bick (Introduction, CEN Framework)ESCP Europe Campus BerlinWeb: http://www.escpeurope.de/wi

Prof. Dr. Franz Lehner (Assessment, Process Integration)University of PassauWeb: http:// www.wi.uni-passau.de/



http://www.escpeurope.de/wi

http://www.wi.uni-passau.de/




The License in plain words…

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mailto:[email protected]

…Jyväskylä, Finland…

Source: [http://www.jyu.fi/, http://www.jyvaskyla.fi/]

…Jyväskylä, Finland…

Source: [http://commons.wikimedia.org/, http://www.jyvaskyla.fi/, http://www.laajavuori.com/]

University of Jyväskylä

Founded in 1934

Nearly 15.000 degree students in seven faculties.

Approximately 2.500 Staff members.– About 700 Research Staff

Excellence Centre nominated by the Finnish Academy e.g. in Learning and Motivation Research

Global Information Systems, University of Jyväskylä (JYU) - The Team

Kati Clements

Denis Kozlov

Jan M. Pawlowski

Philipp Holtkamp

Henri Pirkkalainen

My backgroundPh.D. Business Information Systems, University of EssenHabilitation “Quality Management / Integration of Knowledge Management and E-Learning”Professor in “Global Information Systems”Chair CEN/ISSS Workshop Learning TechnologiesISO/IEC JTC1 SC36 Project Editor

JYU: Global Information Systems

Focus areasGlobal Information SystemsSupporting globally distributed workgroupsOpen Educational ResourcesReference Modeling

E-Learning

Supporting international education settingsCultural adaptationStandardization & Quality Management Mobile & Ambient LearningInnovative tools and solutions

ProjectsOpenScout: OER for ManagementTELMAP: Technology ForecastingNORDLET: Nordic Baltic Network for Learning, Education and TrainingCOSMOS, Open Science Resources: Exchange of Scientific ContentASPECT: Open Content and standards for schoolsiCOPER: New standards for educational technologiesLaProf: Language learning in ICT and agriculture

http://www.openscout.net/

http://www.telmap.org/

http://www.nordlet.org/

http://www.cosmosportal.eu/

http://www.aspect-project.org/

http://www.icoper.org/

http://www.laprof.eu/

Global Information Systems

What can you expect?

Understand the different concepts of knowledge , knowledge management and knowledge sharing

Analyze global influence factors to knowledge management

Design and develop knowledge management systems, processes and instruments in a systematic way

Assess and optimize knowledge management systems

Course OrganizationLecture 1 IntroductionLecture 2 Conceptual Foundation

The context of KM: Understanding the starting situation (context and strategies)

Lecture 3 Case Study introductionLecture 4 KM Frameworks: The components of KM

KM & Culture Lecture 5 Process Management: Integration of Knowledge,

Learning and Business ProcessesLecture 6 Assessment of KM Success

KM Instruments and ToolsLecture 7 Global Social Knowledge Management Lecture 8 Final presentations

ApproachCourse outline– Lecture– Guiding Questions– Discussion– Assignment / Case Study & Presentation– Examination

Interaction & Discussion– Preparation: Slides, readings & recent papers– Preparation (2): Questions on Papers– Questions: E-Mail, Forum, Skype (jan_m_pawlowski)

Your expectations?

Why did you choose this course?

Which experiences do you have in the field?

Which issues would you like to discuss?

A first question

What is common knowledge?

Sauna: German instructions

Sauna: American instructions

Sauna: Finnish instructions

A first questions

Why is Knowledge a Global Success

Factor?

Just a simple product?

Business Process Management in a Networked Business

ProcessingB

Sales

IT Services

Management

R&D

Marketing

Material FlowKnowledge/ Information / Data Flow

Marketing

Marketing

Marketing

Sales

Sales

ProcessingA

R&D

IT Services

Production

Some random questions…

Decision questions– Where to produce?– How to build partnerships (joint ventures, contractors, …)– Which systems to exchange knowledge?

Operational questions– How to process wood?– When will the next shipment arrive?– How to market the product in Japan?– How to explain the concept and advantages of Finnish

saunas?– How to find the main problems of customers?– Which are import and safety regulations?

This means…

Knowledge is a key to global success

Global KM managers need to understand the value chain and knowledge requirements

Global KM managers need to understand knowledge processes and culture

Global KM managers are the main hubs for smooth operations in production and service enterprises

Contents

Introduction

Knowledge Management Foundations– Conceptual foundation– Theoretical Frameworks– Practical Frameworks

Global KM – Influence factors – Cultural Barriers

Solutions– Strategies– Processes– Tools

Types and Classes of Knowledge

Knowledge

Information

Data

Characters

character set

syntax

context

interpretation/cross-Linking

“1“, “6“, “8“ and “,“

81,60

stock price: 81,60 €

“high flyer”

Related Concepts (modified, North, 1998)

Symbol

Data

Information

Knowledge

Skill

Competence

Competitiveness

+syntax

+meaning

+applying to new settings

+use

+context

+ uniqueness

Myths of Knowledge Management

Myth 1: KM technologies can deliver the right information to the right person at the right time

Myth 2: KM technologies can „store“ human knowledge, intelligence or experience

Myth 3: KM technologies can distribute or multiply human intelligence

Myth 4:Organizations are not able to learn, only individuals learn

Video

Ford Learning Network

http://www.autonomy.com/content/Customers/ShowReel/case-studies/Ford.en.html

Introduction: What is Knowledge Management? Knowledge Management in Practice

Ford Learning Network

What is (in your opinion) the message of this case?

How important is the so called “Virtual Librarian” for the FLN solution?

What does impress and what does irritate you about the KM solution mostly?

Some issues…How do you organize the development process?

How to find components which need to be changed, how to develop different versions?

How qualified are the development partners? How good are their language and communication skills? Will they understand your codes?

How to keep track of the changes and versioning?

How to change the development environment (e.g. new release) in a coordinated way?

How to find out country-/market-specific needs?

How to coordinate prototype validations?

What are communication standards?

How are problems communicated?

How is the development process and specific aspects documented?

Introduction – What is Knowledge Management? Main Drivers

Co-evolution of society, organization, products, services, work and

workers

Globalization of business

Distribution of organizations

Fragmentation of knowledge

Need for speed and cycle-time reduction

Need for organizational growth

Complex organizational interlacings

Increasing pace of organisational redesign and increasing employee

mobility

Business process reengineering and lean management

New information and communication technologies

Introduction – Global Knowledge Management

Geographic dispersion– Level of dispersion– Synchronicity

Organizational issues– Type of stakeholders– Type of projects– Complexity

Individual Issues– Perceived distance– Trust

Methodology and processes– Systems methodology– Policy and standards

Culture– Knowledge & communication

Some Issues

Coordination

Communication

Culture and Awareness

Technology Support

Process Alignment

…

So, what is the problem…?

What is common and crucial knowledge in different communities?

How can we organize knowledge sharing across borders?

Which technologies can we use?

Which problems might occur?

Potential solutions– Theories and frameworks– Practical methods and instruments

Context

Culture

Str

ate

gie

sIn

fras

truc

ture

s

Ins

trum

en

ts

Hu

ma

n-b

ase

d

instru

me

nts

Tech

no

log

ies a

nd

too

ls

Kn

ow

led

ge

Pro

ble

ms

Re

sou

rce

s

Results

Performance Knowledge …

Processes

Intervention A Intervention B Intervention N

Validation, Feedback, Improvement

External Processes

Business Processes

Knowledge Processes

Stakeholders

Society Organization Individual

embedded in

Improved by

performruns

change

use

influences

Support

Measuredby

Measuredby

enable

guide

influences

create

measures

influences

influences

enable

Culture• Barrier 1: Understanding of Common Knowledge• Barrier 2: Lack of understanding of partner organization /

country

Knowledge / problems• Common knowledge on

the organization• Communication

patterns• Process knowledge

ResultsMetric 1: #interrupted communication processesMetric 2: #shared visualizationsMetric 3: avg. wiki usage / employeeMetric 4: staff satisfaction

Intervention 1-3• Create Reflection Process• Visualize communication paths• Create culture wiki / allocate

task

Framework as tool box for barrier identification, intervention selection, metrics, process design

Recommendation of possible solutions

Summary

Knowledge as a critical success factor

Knowledge management to support businesses

Global aspects – Understanding the context– Process design– Systems and tool support– Cultural aspects

References (required readings)Conceptual Foundations: Baskerville R and Dulipovici A (2006) The theoretical foundations of knowledge management. Knowledge Management Research and Practice 4, 83–105.

Frameworks: Pawlowski, J. & Bick, M. (2012). The Global Knowledge Management Framework: Towards a Theory for Knowledge Management in Globally Distributed Settings. Electronic Journal of Knowledge Management, 2012

Context/Barriers and Culture: Leidner D, Alavi M, Kayworth T. 2006.The role of culture in knowledge management: a case study of two global firms. International Journal of e-Collaboration 2: 17–40.

Processes: Remus, U.; Schub, S. A Blueprint for the Implementation of Process-oriented Knowledge Management. In: Journal of Process- and Knowledge Management. 10 No. 4, (2003)

Knowledge and Knowledge Representation: A. Abecker and L. van Elst, Ontologies for Knowledge Management, in Handbook on Ontologies second edition, International handbooks on information systems, Heidelberg: Springer, 2009, pp. 713-734.

Tools and Social Software: ZHENG Y, LI L and ZHENG F (2010) Social Media Support for Knowledge Management. In Proceedings of the International Conference on Management and Service Science. pp 1-4, IEEE, Wuhan, China

Assessment of KM: Lehner, F.: Measuring KM Success and KM Service Quality with KnowMetrix–First Experiences from a Case Study in a Software Company. Knowledge Science, Engineering and Management, 2009 - Springer.

Bose, R. (2004), "Knowledge management metrics", Industrial Management & Data Systems, Vol. 104 No.6, pp.457-68.

http://www.palgrave-journals.com/kmrp/journal/v4/n2/pdf/8500090a.pdf

http://users.jyu.fi/~japawlow/GKMF_Pawlowski_Bick_EJKM2012citation.pdf

http://users.jyu.fi/~japawlow/GKMF_Pawlowski_Bick_EJKM2012citation.pdf

http://www.ehealthstrategies.com/files/KM_culture.pdf

http://onlinelibrary.wiley.com/doi/10.1002/kpm.182/pdf

http://www.springerlink.com/content/v43324n13v7w8375/fulltext.pdf

http://www.springerlink.com/content/v43324n13v7w8375/fulltext.pdf

http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=5576725

http://www.springerlink.com/content/u30621726530x601/fulltext.pdf



http://dx.doi.org/10.1108/02635570410543771

References (practical issues, good practices)

APQC (1996): Knowledge Management, a Consortium Benchmarking Study Final Report.

CEN/ISSS (2004): European Guide to Good Practice in Knowledge Management, Bruxelles 2004. http://www.cenorm.be/cenorm/businessdomains/businessdomains/isss/about_isss/km.asp

Eppler, M. J. (2002): Knowledge Management Light. In O. Sukowski, and M. J. Eppler (Eds): Knowledge Management Case Studies. Project Experiences, Implementation Insights, Key Questions. NetAcademy Press, St. Gallen.

Maier, R. (2002): Knowledge Management Systems. Springer, Stuttgart.

http://www.cenorm.be/cenorm/businessdomains/businessdomains/isss/about_isss/km.asp

http://www.cenorm.be/cenorm/businessdomains/businessdomains/isss/about_isss/km.asp

References (theory and background)

Bick, M. (2004): Knowledge Management Support System. University Duisburg-Essen, 2004. http://miless.uni-duisburg-essen.de/servlets/DocumentServlet?id=11663 (in German)

Kalkan, V.D. (2008): An overall view of knowledge management challenges for global business, Business Process Management Journal, 14 (3), pp.390 – 400

Desouza, K.C., Awazu, Y., Baloh, P. (2006): Managing Knowledge in Global Software Development Efforts: Issues and Practices, IEEE Software, 23 (5), pp. 30-37

McDermott, R., O’Dell, C. (2001): Overcoming cultural barriers to sharing knowledge, Journal of Knowledge Management, 5 (1), pp.76 – 85

Bhagat, R.S., Kedia, B.L., Harveston, P.D., Triandis, H.C. (2002): Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework, The Academy of Management Review, 27 (2), pp. 204-221

Holden, NJ. (2002): Cross-cultural Management: A Knowledge Management Perspective. London: Financial Times/ Prentice Hall.

http://miless.uni-duisburg-essen.de/servlets/DocumentServlet?id=11663

References (theory and background)

Desouza, K., Evaristo, R. (2003): Global Knowledge Management Strategies, European Management Journal, 21 (1), pp. 62-67

Richter, T., Pawlowski, J.M. (2007): Adaptation of E-Learning Environments: Determining National Differences through Context Metadata. TRANS - Internet Journal for Cultural Studies, 17.

De Long, D. W., Fahey, L. (2000): Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), pp.113-128.

Pauleen, D. (Ed.) (2006). Cross-cultural perspectives on knowledge management, Westport, Conn.: Libraries Unlimited.

Vaidyanathan, G. (2007). Networked Knowledge Management Dimensions in Distributed

Projects, In: Tan, F.: Global Information Technologies: Concepts, Methodologies, Tools and Applications, Idea Group, 2007.

Dawes, S.S., Gharawi, M., Burke, B. (2011). Knowledge and Information Sharing in Transnational Knowledge Networks: A Contextual Perspective, Proceedings of the 44th Hawaii International Conference on System Sciences, 2011.

More references given on request and during the lecture


Case Study

Jan M. Pawlowski, Markus Bick, Franz Lehner28.10.2011

Evaluation / Credits

(Final) Evaluation– 50 % Final examination– 25% case study presentation

• “active” presentation (in case related sessions)– 25% final assignment

• -10 pages (Times New Roman 12pt, single spacing, “common margin”)

• finally revised presentations• ppt/pdf + doc/pdf• provide the full names and email of all group members

Global Knowledge Management >> Case – Part I <<

Case – Part IGroup Work (1/2)

Next ≈ 60min

Please form groups of four to five

Read the case study carefully.– The Pragmatic Development And Use Of Know-How:

Knowledge Management Light At Securitech LTD

Answer the first four questions, making some notes– Basic Questions 1-4

This Group Work is the basis for the next parts of this case and thereby crucial for the final assignment.

Case – Part IGroup Work (2/2)

Knowledge Management Light At Securitech LTD.

1.) Why do you think it was these five measures Furrer proposed?(Discuss with reference to the details given in the case study.) Please allocate Furrer’s measures to the problems illustrated in the case study wherever possible.

2.) Which measures do you consider to be appropriate solutions to the illustrated problems? Which measures do you view with concern, and why?

3.) What are the central findings (in the sense of success factors) with regard to the process of introducing knowledge management which can be deduced from

Furrer’s actions?

4.) Which of Furrer’s ideas did you consider to be the best? Could this idea have emerged and been implemented even without any involvement of knowledge management?

Integrated Knowledge Management >> Case – Part II <<

Case – Part IIGroup Work (1/2)

Next ≈ 60min

Please stick to your group

Re-Read the case study carefully.– The Pragmatic Development And Use Of Know-How:

Knowledge Management Light At Securitech LTD

Answer the following questions, preparing a presentation (.ppt, etc.)– See questions next slide

This Group Work is the basis for Part III of this case

Case – Part IIGroup Work (2/2)

Knowledge Management Light At Securitech LTD.

5.) Which next steps would you propose to Mr. Furrer for the coming six months? How can he ensure the continued success of the undertaken measures, and

achieve the continuation of knowledge management in the approaching business management meeting?

6.) With regard to this mornings session, what do you think about the knowledge cockpit? What about the criteria / indicators? Are these sufficient and tailored to the companies needs?

7.) Discuss the difficulties of measuring Knowledge Management success or impacts in general and more specifically concerning Knowledge Management Light At Securitech LTD.

8.) Which aspects of the given context should Furrer pay more attention to in his next steps? Which factors has he given too little consideration until now?

Case – Part IIIGroup Work

Next ≈ 4 weeks

Please stick to your group

Discuss the extension of the case study – which changes to the previous situation can you identify

Answer the questions of the case extension, we support the case work

Prepare a presentation of the overall solution until 13.12.2011

Contact Information

Prof. Dr. Jan M. [email protected]: jan_m_pawlowski

Office: Room 514.2Telephone +358 14 260 2596http://users.jyu.fi/~japawlow


Conceptual foundation



Knowledge

Information

Data

Characters

character set

syntax

context


“1“, “6“, “8“ and “,“

81,60


“high flyer”

Related Concepts (modified, North, 1998)

Symbol

Data

Information

Knowledge

Skill

Competence

Competitiveness

+syntax

+meaning

+applying to new settings

+use

+context

+ uniqueness

Definition – Knowledge

“Knowledge comprises all cognitive expectancies – observations that have been meaningfully organized, accumulated and embedded in a context through experience, communication, or inference – that an individual or organizational actor uses to interpret situations and to generate activities, behavior and solutions no matter whether these expectancies are rational or used intentionally.” (Maier 2002)

“A set of data and information (when seen from an Information Technology point of view), and a combination of, for example know-how, experience, emotion, believes, values, ideas, intuition, curiosity, motivation, learning styles, attitude, ability to trust, ability to deal with complexity, ability to synthesize, openness, networking skills, communication skills, attitude to risk and entrepreneurial spirit to result in a valuable asset which can be used to improve the capacity to act and support decision making.”(CEN 2004)

Definition – Knowledge Management

“Knowledge management is defined as the management function responsible for the regular selection, implementation and evaluation of goal-oriented knowledge strategies that aim at improving an organization’s way of handling knowledge internal and external to the organization in order to improve organizational performance. The implementation of knowledge strategies comprises all person-oriented, organizational and technological instruments suitable to dynamically optimize the organization-wide level of competencies, education and ability to learn of the members of the organization as well as to develop collective intelligence.“ (Maier 2002)

”Planned and ongoing management of activities and processes for leveraging knowledge to enhance competitiveness through better use and creation of individual and collective knowledge resources.” (CEN 2004)


Position, room

Lecture time

Traffic rules

Declarative Knowledge:• knowing that

Procedural Knowledge:• knowing how

My position

How to get to the

lecture…Navigation

Lecture behavior

Traffic behavior

[Source:http://kartta.jkl.fi]


Organizational Knowledge:• consists of the critical intel-

lectual assets within an organization

Individual Knowledge:• knowledge of each person

(employee)

Building cars…. Steering / using production facilities

[Picture Source:http://commons.wikimedia.org]


Explicit Knowledge:• codified knowledge that can be

easily shared and understood

Implicit / Tacit Knowledge:• knowledge that people carry in

their minds and is, therefore, difficult to access

Traffic rules

Driving instructions

…

Traffic customs

Interpretations

…

Global / cultural differences


SECI Model (Nonaka & Takeuchi, 1996)

Socialization

Externalization

Combination

Internationalization

SECI Processes

Socialization: Transfer tacit knowledge from one person to another person Externalization: Translate tacit knowledge into explicit knowledge in a repository Combination: Combine different bodies of explicit knowledge to create new explicit knowledge Internalization: Extract the explicit knowledge from a repository that is relevant to a particular person’s need and deliver it to that person where it is translated into tacit knowledge Cognition: Apply tacit knowledge to a business problem

Basic ProcessesKnowledge SharingKnowledge ExchangeKnowledge Transfer

Person

Group

Organisation

Person Group Organisation

from team Ato team B

Selected Knowledge Exchange Models

• Know-How transfer model (after Boeglin)• Szulanski’s stepwise model of Best Practices

Transfer• Internal Knowledge Transfer model (Krogh)• Richter’s Transfer Potential Absorption model• Zander & Kogut’s Transfer and Imitation model

A&W A/UW

W/UA Ux2

willing unwilling

able

unable

A&W A/UW

W/UA Ux2

willing unwilling

able

unable

Sender Receiver

Know-HowTransfer

A/UW

Ux2

A/UW

Ux2

Leadership Problem

W/UA W/UACommunication Problem

Combined L/C Problem

Boeglin’s model of Know-How Transfer

Initiation

InstallationPrototypes

Pilots

Ramp-upAchieving

TargetPerformance

Level

Integration

Building‘Routine’

The Step-Model of Best-Practices Transfer (Szulanski, 1996)

Influence Factors Characteristics

Knowledge Characteristics

Ambiguity

Unproven

Sender Qualities Lack of Motivation

Perceived as unreliable

Receiver Qualities Lack of Motivation

Insufficient Absorptive Capacity

Insufficient Retentive Capacity

Context Barren Organisational Context

Arduous Relationship

Communication Capability

Mediation Resources

TransferPower

Transfer Potential

Interpretation Capability

Absorption Resources

ImplementationPower

Absorption Potential

Learning

Subsidiary Centre

Richter’s Absorption Potential Model

Influence Factors Hypothesis

Codifiability; how far can the required knowledge be articulated into software and/or documents

The higher codifiability, the faster the transfer and the higher the risk of early imitation

Complexity; the number of capabilities and competencies required

The higher the complexity, the more difficult (and slow) the transfer and imitation

Teachability; how easy/hard it is to disseminate, teach and demonstrate the required knowledge

The easier it is to teach, the faster the transfer – and imitation

System Dependence; the effort required to assemble the necessary groups of experts and the technology needed

The higher the systems dependence, the longer before the transfer can be effected and imitations could be started.

Parallel Development; the number of competitors engaged in similar transfer and/or product development projects

The higher the competitive pressure, the faster the transfer and the earlier the risk of imitation

Product Observability; how easy is it to ‘reverse engineer’ the product in question or reconstruct it from published Information?

The more observability, the sooner imitations may be expected; (this factor does not apply to internal transfers)

Overview of the factors that influence speed of transfer and early imitation risk (Zander and Kogut, 1995)

Internal Transfer Imitation

Codifiability Codifiability

Complexity Complexity

Teachability Teachability

Systems Dependence Systems Dependence

Parallel Development Parallel Development

Product Observability

Proprietary vs. Outsourcing

Key Employee Turnover

Continuous Development

Overview of the factor structure of the Zander and Kogut transfer model

Some history of KM

Historical Roots: Durkheims school of sociology

Late 70´s, early 80´s: simple structural theories, knowledge representation (AI), group remembering (Hartwick et al.)

Late 80´s, 90´s: Transactive Memory System (Wegner et al.), Organisational Memory (Walsh/Ungson), OM Architecture (Stein, Stein/Zwass), Technical Approaches of OM

Late 90´s: Growing Importance of Knowledge Architectures (eg. Borghoff/Pareschi et al.)

-2011: Human-technology balance, social aspects, social KM, …

Review of KM Field (1)

We find a lot of companies with no or little conscious KM-activities – KM “happens“ (nevertheless the question arises in which situations an active conscious knowledge management is above simply letting things happen). The practically necessary activities do not refer to shared knowledge, resp. do not require the measures recommended in KM literature (theory – practice gap)KM-activities are intentionally introduced but are not known to all (resp. not to all that should know about them). Especially in bigger organisations uncoordinated KM-activities can be the consequence. TKM in this sense can mean a reduction of knowledge deficits about KM-activities.KM activities concentrate on information sharing, while knowledge processes and knowledge sharing are neglected (nevertheless they exist)

Review of KM Field (2)

Consequences of existing but not explicitly communicated goals of knowledge management (hidden agenda of KM resp. Management)

essential KM-processes are understood as “autopoietical” (self-organising)

significance of hidden knowledge structures; i.e. informal structures and relationships, which have a specific meaning and which are actually more important than formal structures and tasks (under control of KM)

Lack of consciousness about the knowledge with business relevance (as a consequence it is not clear what should be addressed by KM)

Explicit KM activities are related to the business activities – and contrast to hidden and not communicated expectations (e.g. related to unexpected events)


(Mentzas et al. 2001)

Conceptual Roots (Maier, 2002)

human-oriented

Knowledge Management

technology-oriented

Knowledge strategyKnowledgemanagementsystemsE-Learning

systems

Knowledge goalsIntellectualassetmanagement

Knowledgeprocesses

Roles andorganization

Knowledgeeconomics

Contents,structures,ontology

Strategicmanagement

Feedback

Organization

Application

Group

Organizationallearning

Organizationalknowledge base/memory

Integration Artificialintelligence

Identification

IntuitionInterpretation

DiffusionInnovationmanagement

Cognitivepsychology

OL as dynamic process

Single/double loop Learning

Individual

Systemdynamics

Systemstheory

Organizationalpsychology

Sociologyof knowledge Organizational

intelligence

Organizationalculture

Organizedchaos

Organizationalchange

Evolution oforganization

Organization development

Managementby ...

Use of supporting infor-mation and communica-tion technologies

Goal-oriented design of handling of knowledge, capabilities and competences

Translation to businessand management con-cepts and terminology

Conceptual Roots

technology-orientedknowledge management

human-orientedknowledge management

Knowledge life cycle

Strategy

KM toolsOrganizationalknowledge

Business and know-ledge processes

Individualknowledge

Integratinginstruments

Platforms

Conceptual Roots:Knowledge Management Approaches

human-oriented technology-oriented

knowledge managementapproach personalization codification

comprehension of knowledge

knowledge is contained in peoples head

documented knowledge;detached from employees

actors/roles knowledge worker, networks, and communities of interest

authors, experts, knowledge broker

knowledge managements

systems (KMS)

interactive knowledge managements systems

integrative knowledge management systems

prior knowledge management system

functions

communication and co-operation, locating of experts, community-support

publication, structuring and integration, search, presen-tation and visualization of knowledge elements

Knowledge Management SystemsTechnological roots and influences

Knowledge Management System (KMS)

KnowledgeManagement

Organizational Learning

OrganizationalMemory

IntegrativeKMS

InteractiveKMS

KM SuiteMeta-SearchEngine

KnowledgePortal

SkillDatabase

ExtendedCRM Cooperating

Portals

KnowledgeMaps

CommunityHomespace

E-LearningPlatform

Knowledge Push

Support KMS deployment

Related theoretical concepts

Provide available ICT basisTechnological ro

ots

Knowledge-related applic

ation

KMS metaphor

Other focus

Related terms

Organizational Knowledge Base

Enterprise KnowledgeMedium

Transactive MemorySystem

Organizational MemorySystem

Organizational MemoryInformation System

Data WarehouseDocumentManagementSystems

WorkflowManagementSystems

Search Engines

BusinessIntelligenceTools

GroupSupportSystems

Communication Systems(e.g.. e-mail, video conferences)

Intranet/GroupwarePlatform

AI-technologyVisualizationSystems

CBT/LearningEnvironments

(Maier 2002)

Conceptual Roots: KM activities

KnowledgeDistribution

KnowledgeGoals

KnowledgeDevelopment

KnowledgeAcquisition

KnowledgeIdentification

KnowledgeMeasurement

KnowledgeUse

KnowledgePreservation


KnowledgeGoals





KnowledgeUse


(Probst & Romhardt 2000)

Practical implementation of technologies for knowledge management

25% 23% 23%

18%

12% 10% 9% 9%6% 5% 5%

0%

5%

10%

15%

20%

25%

30%

Technologies for knowledge sharing

Samples of KMS

Many types of systems

Issues– Integration in Processes– User acceptance– Usage frequency– Multilinguality– …

Samples…Content Managementhttp://dem

o.openkm.com

/

Samples…Content Managementhttp://w

ww

.kbdemo.com

/

Social SoftwareUmbrella of technologies under a fuzzy concept

Easy way to spread, distribute, and disseminate information to a wide community

Encourage people to dialogue and discourse

Easy content creation and sharing

Aggregating wisdom of the crowds

Transparent

Samples: Social Networkshttp://som

etu.ning.com/

Ready for Use?Is there management support in all parts of an enterprise?

Does a system fit the users’ work behavior?

Does a system fit the purpose? What kind of knowledge needs to be shared?

Are there incentives for knowledge sharing?

Are there communication options fitting the users needs?

…

Ready for Global Use?Is the process clear, within and outside the organization?

Are there clear procedures for inter-organizational knowledge exchange (who shares with whom?)

Is the system multilingual? – Multilingual ontologies– Tag / Query translations– …

Are there communication options support multi-lingual communication (e.g. translation support, facilitation)?

…

Global aspects to KM

Coordination: In international team work several problems such as time differences have to be taken into consideration and managed.

Communication: Common ways of communication including language need to be agreed on.

Collaboration: Team work has to be facilitated by providing suitable mechanisms and support.

Knowledge Management including knowledge sharing and transfer is crucial to establish a common knowledge base of all team members– KM as a horizontal aspect!

Global aspects to KM (2)

Challenges – Lack of Trust– Different vocabularies, frames of reference– Status and rewards of knowledge owners– Behavior towards mistakes…

Global aspects to KM (Vaidyanathan, 2007)

Preliminary Summary

Broad field with– …a variety of conceptual foundations– …interdisciplinary approaches– …different viewpoints– …possibilities of interventions– …uncertain success probabilities– …unknowns!

Need for frameworks and comparable models!

Guiding questions

What is the different between knowledge and competence?

Give an example for explicit and implicit knowledge. Find an example where explicit knowledge in one culture is implicit in another.

Do you know international communities on the web where knowledge on a certain topic is shared – is this human- or technology oriented? Give an example.

In a development process for mobile applications, which knowledge is organizational, which is personal?


Frameworks and Strategies


Knowledge Management Frameworks

Framework– Conceptual models describing and relating potential

influencing aspects, such as systems, processes or instruments

– Understanding the inter-relations in global settings– Learning how to apply in in practice…

Utilization: – Guideline which aspects should be taken into account– Research tool

Knowledge Management Framework (CEN, 2004)

KM Architecture (Maier, 2007)

Global Knowledge

Management Framework

Context

Culture

Str

ateg

ies

Infrastructures

Instruments

Hum

an-based instrum

entsTechnologies

and tools

Kno

wle

dge

Pro

blem

sR

esou

rces

ResultsPerformance Knowledge …

Processes

Intervention A Intervention B Intervention N

Validation, Feedback, Improvement

External Processes

Business ProcessesKnowledge Processes

StakeholdersSociety Organization Individual

Knowledge…

Category Description Sample Values / Attributes

Knowledge element Description of knowledge

areas of an organization

Subject area Type (procedural, factual, …) Representation / codification Culture specifics (common, contextualized, …)

Knowledge type What kind of knowledge

Knowing that / knowing how Tacit / implicit / explicit Knowledge as object / knowledge as process …

Problem Problems to which

knowledge is applied

Problem description Context Related knowledge Related competences Related actors

Global Knowledge Management Framework

Context– Society: (National, regional) culture, legal aspects,

infrastructure, …– Organization: Culture, Strategies, Structure, Processes, …– Individuals: Characteristics, preferences, knowledge / skills /

competences, barriers

Context

Barriers to KMLack of time 70,1%Lack of understanding KM & its corresponding benefits 67,7%Ignorance of knowledge demand 39,4%Attitude knowledge is power 39,0%Missing transparency 34,6%Missing reward system 34,4%Too high specialization of personnel 32,2%No organized knowledge exchange 28,7%Inappropriate IT-Infrastructure 28,3%Hierarchical structures 28,0%Interdepartmental competition 27,6%Missing business culture 26,7%

Context. Organization / Individuals

Global barriersChallenges faced in global processes

Challenges in Communication Challenges in coordination Challenges information sharing

Delayed responses Communication requires

extra efforts Misunderstandings with the

use of email for complex topics

Lack of informal communication

Extra effort to Initiate contacts and networking

Troubles in finding the correct contact

Language differences can force team to asynchronous method of communication; cause misunderstandings, extra delays and errors.

Differences in negotiations and accepting work

Lack of overlapping working hours

Less possibilities to coordinate a synchronous meeting

Extra effort requires in coordination and which can increase the coordination cost.

Reduced trust Lack of group awareness and

team spirits Incompatible views of the

problem Doubts about other team

members capabilities and skills Not easy to enforce standards

and process for the people from different working environments

Hard to synchronize the work between different locations

Different formalities including different laws, traditions, and regulations.

Different hierarchy and authority

Difficulty of changing usual practices from the past

Lack of opportunities to share information

Difficulties to find correct contact to get the information

Lack of opportunities to learn about other peoples skills and capabilities

Effect of organizational and national culture towards the difference in information sharing practices


Sample attributes on the context

Category Description Sample Values / Attributes

Individual: Personal Characteristics

Description of individuals’ characteristics

Demographic data (name, age, gender, …) Qualifications Competences Globalization competences Educational preferences …

Individual: Barriers Potential barriers towards

knowledge management utilization

lack of time fear about job security; Lack of awareness use of strong hierarchy, position-based status insufficient capture, evaluation, feedback,

communication differences in experience levels; lack of time and interaction poor verbal/written communication and interpersonal

skills; age and gender differences; Lack of networking skills Lack of trust …


Context: Organizational Characteristics

Description of organization characteristics

Name Size Type (private, government, NGO, …) Sector (healthcare, automotive, …) Vision Strategy …

Context: Organizational

Barriers

Potential organizational barriers towards


lack of leadership and managerial direction / strategies shortage of formal and informal spaces to share, reflect

and generate (new) knowledge; lack of a transparent rewards and recognition insufficient corporate culture shortage of appropriate infrastructure supporting

sharing practices; deficiency of company resources communication and knowledge flows are restricted physical work environment and layout of work areas internal competitiveness within business units, …


Context: Success factors

Success factors for KM in organizations

Integrated Technical Infrastructure Knowledge Strategy that identifies users, sources,

processes, storage strategy, knowledge Clear knowledge structure Motivation and Commitment Organizational culture supporting sharing and use of

knowledge Senior Management support including allocation of

resources, leadership, and providing training Measures are established to assess the impacts Clear goal and purpose for the KMS Search, retrieval, and visualization functions Work processes incorporate knowledge capture and

use Learning Organization Security/protection of knowledge …

Knowledge Management Strategies


Strategies

Knowledge Management as business strategy

Personal responsibility for Knowledge Management

Management of intellectual assets(human capital)

Transfer of knowledge and best practices

Customer-focused Knowledge Management

Innovation and knowledge creation

(APQC 1996)

Context. Organization


Knowledge management as a business strategy:– most comprehensive and enterprise approach– KM is central to the ability to grow and compete– knowledge is seen as a product with significant and direct impact on the

profitability and viability of the enterprise– firms pursuing this strategy mostly align their KM strategies closely with the other

major directions of the enterprise

Transfer of knowledge and best practice:– key strategy that mostly all of the companies: transfer not only has tremendous

intuitive appeal and face validity but also leads to rapid, demonstrated successes– focuses on systematic approaches to knowledge reuse and transfer for best

practices and knowledge to where companies can use them to improve operations or include them in products and services

– documentation of a practice does not itself produce transfer, but the importance of teams, relationships, and networks is the basis for effective transfer

– various approaches in this strategy: the learning organization, networking, practice centers and communities of practice, and lessons learned (APQC

1996)



Customer-focused Knowledge Management:– focuses on capturing knowledge about customers– developing and transferring knowledge and understanding of customers’

needs, preferences, and businesses– to increase sales, and bringing the knowledge of the organization to

bear on customer problems– belief that if a company could make their customers successful, their

own success would be secured as well

Innovation and knowledge creation:– emphasizes innovation and the creation of new knowledge through

basic and applied research and development– example: NSA set aside a multi-million-dollar annual funding pool for

high-risk research and development to provide a simple, fast, and streamlined process for sponsoring exploration of technical innovation

(APQC 1996)



Management of intellectual assets (human capital):– emphasizes enterprise-level management of specific intellectual assets such

as patents, technologies, operational and management practices, customer relations, organizational arrangement, and other structural knowledge assets

– management focus may center on renewing, organizing, evaluating, marketing, and increasing the availability of these assets

Personal responsibility for Knowledge Management:– people are the engine of knowledge and should be supported as such, – individuals are personally responsible for identifying, maintaining, and

expanding their own knowledge as well as understanding, renewing, and sharing their knowledge assets

– reasons for this strategy: perception of the value of having employees who are broadly knowledgeable and able to perform competent work, and the understanding that successful development of knowledge in individuals cannot be micromanaged and must be done by the individual

– strategy is in line with the emerging paradigm that employees are the ultimate source of new knowledge in a firm and that they are responsible for their own knowledge development (APQC

1996)


Global Aspects of Strategies– Which partners are strategic & trusted in terms of knowledge exchange?– How to align strategies for knowledge in all parts of the globe?– Which knowledge makes competitive advantages?

Guidance– Develop national / regional strategies– Provide strategies in local languages– Let partners participate in strategy development– Define procedures for strategy implementation

(APQC 1996)

Knowledge Management FrameworkBusiness Focus (CEN, 2004)

The business focus should be in the centre of any KM initiative and represents the value-adding processes of an organization, which may typically include– strategy development– product/service innovation and– development, manufacturing and service delivery, sales and customer

support.

Processes represent the organizational context, creating critical knowledge on– products and services– Customers– technology – …

Processes are inter-organizational in distributed networks(CEN 2004)

Context

Processes

Process orientationknowledge-intensive (operative) business process– denotes a business process that relies

substantially ‘more’ on knowledge; regarding organizations core competencies on the operative level: e.g., design products and services, produce products and services.

knowledge process– refers to a dedicated service or support

process which supports the flow of knowledge within and between knowledge-intensive (operative) business processes: e.g., search, acquisition.

knowledge management process– kind of a ‘meta’-process that is responsible

for the extensive implementation of the knowledge management initiative: e.g., organizational instruments, ICT instruments, controlling.

processes

knowledge base

content/ topic

processes

strategy

instruments/ systems

knowledge life cycle

(Remus 2002)

Knowledge Management FrameworkBusiness Focus

Processes

Knowledge Management FrameworkCore Knowledge Activities (CEN, 2004)

Five core knowledge activities:– identify, create, store, share and use.– Supported by the right KM methods and tools

Requirements have to be fulfilled to achieve improvements– Integration / alignment of core activities with

organizational processes and daily tasks.– Carefully balanced in accordance with the

specificities of each business process and organization. A KM solution should not focus only on one or two activities in isolation.

Processes

Knowledge Management FrameworkCore Knowledge Activities

Knowledge Management Tasks (Maier, 2004)creation, building, anticipation or generation

acquisition, appropriation or adoption

identification, capture, articulation or extraction

collection, gathering or accumulation

(legally) securing

conversion

organization, linking and embedding

formalization

storage

refinement or development

distribution, diffusion, transfer or sharing

presentation or formatting

application, deploying or exploiting

review, revision or evolution of knowledge


KnowledgeGoals





KnowledgeUse



KnowledgeGoals





KnowledgeUse



Processes

Knowledge Management Framework: Enabler

Knowledge ServicesKnowledge Services support the work of knowledge workers and their organizations

IT-Tools• Document Management• E-Mail• CSCW• Search• Data Mining• List-Server• Multi-Point-Videoconference• News-Channel / News-Feed• Application Sharing• Social Software• etc.

Human- & Structure-oriented Tools• Mentoring• Open Space• Job Rotation, Job Enlargement• Career Planning• Team Development• Simulation Games• Future Search Conference• etc.

I T-ToolsHuman

RessourcesManagement





KnowledgeUse


Instruments

Knowledge Management Framework: Results

Knowledge Measurement of

knowledge and core processes

Acceptance of knowlede management systems (KMS) Usability / usefulness of KMS Knowledge assets (number, usefulness,

complexity, …) Knowledge sharing (number of knowledge elements,

motivation, know Knowledge utilization (usage of knowledge elements,

number of users per element, perceived usefulness, …) …

Global aspects Measuring international

aspects

Improvement of global competences Awareness and sensitivity Team understanding, team-related aspects Number of interrupted communications …

GKM Step by Step: Strategy and Requirements

Assess organization’s strategy and vision regarding KM

Assess core knowledge of the organization– Knowledge cluster

Assess core (business) processes – Business Process Model

Specify and improve the strategy– Strategy specification

GKM Step by Step: Context

Describe key context aspects

Stakeholders and roles– Organization / individual profiles– Knowledge and competence profiles

Culture– Culture profiles

IT Infrastructure– Regional infrastructure– Enterprise Architecture

GKM Step by Step: GKM Design (1)

Design Knowledge Processes

Aligned with the context, you should…

Design potential knowledge processes– Specify processes– Embed with business processes– Agree / integrate with international

collaborators– Prepare change processes

Knowledge description– Develop knowledge descriptions /

standards– Incorporate collaborators– Develop problem specifications

GKM Step by Step: GKM Design (2)

Design interventions

Choose a barrier / success factor

Identify candidate instruments

Integrate process

Identify influences / context

Validate process – context – instrument impact

Validate, refine, improve…

GKM Step by Step: Realization

Deploy & adopt

Initiate change processes

Integrate processes

Realize interventions

Validate results– Short term and long term– Staff knowledge – Productivity – …

Develop improvement recommendations

SummarySuccessful Global KM is still a creative, explorative design activity

Factors are identified but their interdependencies and context-correlations are unclear

Step by step, participatory approaches with validations and continuous improvement

More research to be done…

Guiding questions

How to embed knowledge management in a strategy?

How could knowledge processes be integrated in work processes?

What are promising tools?

How can knowledge sharing be embedded in a collaborative environment?

Contact Information




Context and Barriers

Jan M. Pawlowski, Henri Pirkkalainen, Markus Bick, Franz Lehner

15.11.2011

Licensing: Creative Commons

You are free:



















ContentsContext– What is it?– Context Models

Cultural context– Culture Models– Organizational culture analysis

Barriers and Success Factors– KM Barriers– Global Barriers– Social Software Barriers

Context

Context denotes all influence factors which have an impact on KM situations but which are not immediately affected by the design of KM project– Cultural context– Strategy– Infrastructure– Policies– Barriers, ….

ContextPurpose– Understanding the situation of KM and its potentials– Adapting interventions and tools to this situation

Challenges – What are the aspects that matter (most)?– What are models to be used?– How to distinguish the important and irrelevant aspects?

Global KM ContextSocietal– Culture – Policies– Legislation– Technology infrastructure (networks, access, …)

Organization– Type of organization– Sector / products / services– Organizational culture– Partnership structure

Individual – Barriers– Language– ICT / Globalization competences

An initial context model (Richter & Pawlowski, 2010)

Starting points for society level

Pick & choose list of aspects

What influences partnerships & external KM?

Samples of Context Influences

Human-oriented instruments– How are KM interventions perceived (culture)– How is concrete knowledge shared (e.g. legislation: critical

technologies), how is privacy / IPR perceived?

Technology-oriented instruments– Which technologies can be used (infrastructure)– Which technologies are well adopted (e.g. mobile video

streaming, google vs baidu, …)

Process design– Culture & organizational practices influence business

processes– Roles and responsibilities (culture, who is responsible for

KM, who owns KM)– External processes: trust aspects

Definitions of Culture“Culture is the collective programming of the mind which distinguishes the members of one category of people from another.” (Hofstede, 1984) “Most social scientists today view culture as consisting primarily of the symbolic, ideational, and intangible aspects of human societies. The essence of a culture is not its artifacts, tools, or other tangible cultural elements but how the members of the group interpret, use, and perceive them. It is the values, symbols, interpretations, and perspectives that distinguish one people from another in modernized societies; it is not material objects and other tangible aspects of human societies. People within a culture usually interpret the meaning of symbols, artifacts, and behaviors in the same or in similar ways” (Banks et al. 1989)

Definitions of CultureCulture is defined as the “[…] definitive, dynamic purposes and tools (values, ethics, rules, knowledge systems) that are developed to attain group goals” (Mabawonku, 2003) Culture includes “[..]every aspect of life: know-how, technical knowledge, customs of food and dress, religion, mentality, values, language, symbols, socio-political and economic behavior, indigenous methods of taking decisions and exercising power, methods of production and economic relations, and so on." (Verhelst, 1990)The system of shared beliefs, values, customs, behaviours, and artifacts that the members of society use to cope with their world and with one another, and that are transmitted from generation to generation through learning (Bates, Plog, 1990)

How does culture influence KM?

Impact on– Working style– Group behavior – Communication– Design– …

How to represent culture / which aspects should be analyzed?

How do these aspects influence KM processes?

More perspectives on “culture”

Organizational or corporate culture: Management style, rewards, working atmosphere

Professional culture: Formal education within a group of professionals

Functional culture: functional roles within the organization

Team culture: common work experiences

Culture Levels

Organizational

Individual Individual

Individual Individual

Organizational

Organizational

Professional

Regional / National

Hofstede’s “Dimensions of Culture” (1)Model to compare culturesCulture as a set of typical attributes / behaviours (manifestations of culture)– Values– Rituals– Heroes – Symbols

Based on a study for IBM in 64 countries / follow-up studieshttp://www.geert-hofstede.com/hofstede_dimensions.php

Values

Rituals

Heroes

Symbols

Practice

http://www.geert-hofstede.com/hofstede_dimensions.php


Hofstede’s “Dimensions of Culture” (2)Analysis dimensions

Power distance index (PDI): Common position to diversities within a country and the people’s position towards authorities.individualism-index (IVD): Degree, to which individuals in a country wish to be free from dependencies to other persons and the authorities masculinity index (MAS): Degree to represent gender-roles as part of common norm, school, family and workplace as well as politicsUncertainty avoidance index (UAI): How do individuals feel threatened by uncommon or insecure situationsLong term orientation (LTO): Time-orientation of a society (e.g., planning horizon)

Hofstede’s “Dimensions of Culture” (3)Country/Region Score Rank

Germany 67 18 Austria 55 27 France 71 13-14 Spain 51 30 Portugal 27 49-51 South Korea 18 63 Brazil 38 39-40 Guatemala 6 74

Values for Individualism Index (IDV)

Country/Region Score Rank Germany 66 11-13 Austria 79 4 France 43 47-50 Spain 42 51-53 Portugal 31 65 South Korea 39 59 Brazil 49 37 Guatemala 37 61-62

Values for Masculinity Index (MAS)

Country/Region Score Rank Germany 65 43 Austria 70 35-38 France 86 17-22 Spain 86 17-22 Portugal 104 2 South Korea 85 23-25 Brazil 76 31-32 Guatemala 101 3

Values for Uncertainly Avoidance Index (UAI)

Values for Long-Term Orientation Index (LTO)

Country/Region Score Rank Germany 31 25-27 Austria 31 25-27 France 39 19 Spain 19 35-36 Portugal 30 28-30 South Korea 75 6 Brazil 65 7 Guatemala n.a. n.a.

Country/Region Score Rank Germany 26 70 Austria 11 74 France 68 27-29 Spain 57 45-46 Portugal 63 37-38 South Korea 60 41-42 Brazil 69 26 Guatemala 95 3-4

Values for Power Distance Index (PDI)

[Source: http://www.geert-hofstede.com/hofstede_dimensions.php]


Power distance index (PDI)Small large

• Equal treatment of all employees

• Employee centered education

• Team members initiate some communication and discourse

• Leaders (in terms of position) are experts who transfer impersonal truths

• KM activities between different hierarchy levels

• Team members dependent on leaders

• Team members treat their boss with respect

• Training suggested by boss

• Leaders initiate all communication and discourse

• Bosses transfer personal wisdom

• KM activities between similar levels

Individualism index (IVD)Individualism Collectivism

• Team members’ individual initiatives encouraged• Team members are expected to speak up when seeing communication needs / issues• Team members get tasks according to interests• Successful KM activities increase economic opportunities and/or self-respect• Knowledge ownership by individuals• Individual knowledge should be valued and rewarded

• Team members’ individual initiatives discouraged• Team members only speak up in class when sanctioned by group• Tasks are associated according to groups• Successful KM activities provide entry to higher-status group• Knowledge ownership by groups / group leaders• Group knowledge should be valued

Masculinity index (MAS)Masculinity Femininity

• Brilliant bosses are admired

• Best performer is norm

• Competition in the work place, increased barriers to knowledge sharing

• Team members over-rate own performance

• Failing is a disaster

• Friendly bosses most liked

• Average performer is norm

• Over-ambition impopular

• Team members under-rate own performance

• Failing is a minor incident

Uncertainty avoidance index (UAI)

Strong weak

• Team members want to know right answers

• Leaders / colleagues are supposed to have all answers

• Emotions can be expressed

• Pressure among team members to conform

• Knowledge sharing as future investment

• Team members want good discussions

• Leaders may say “I don’t know”

• Emotions should be controlled anywhere

• Tolerance for differences

• Knowledge sharing in problematic situations

Long term orientation (LTO)Long team orientation Short term orientation

• Team members attribute success to effort and failure to lack of effort

• Working hard is norm

• Talent for applied, concrete sciences

• Children learn to save

• Team members attribute both success and failure to luck and fate

• Enjoyment is norm

• Talent for theoretical, abstract sciences

• Children learn to spend

Some issues based on Hofstede…

PDI: How is knowledge shared between hierarchy levels?

IVD: Who “owns” knowledge, is it a common good in an organization?

MAS: Are there different ways of sharing knowledge?

UAI/LTO: Is knowledge management seen as help for future problems?

Critical Analysis

Empirical study in a corporate culture

Results were evaluated in hundreds of settings

Relative values seem to be stabile (while absolute values are changing)

Not applicable to all contexts

Interpretations for KM and specific components (e.g., communication) are questionable (see previous slides )

KM should take those categories as guidelines for discourse

KM should be designed based on more detailed cultural aspects (e.g. media / software use, communication behavior, roles and responsibilities, …)

Analyzing culture: Characteristics (De Long & Fahey, 2000)

Context. Society / Culture

KM Success Factors and Guidance (De Long & Fahey, 2000)

Cultural assumptions – Which knowledge is common & useful?– Analyze cultural influences on priorities (e.g. knowledge

sharing vs project management)– Identify critical knowledge tasks (e.g., customer knowledge)– Identify current practices

Understanding and defining knowledge– How do different groups define (important, common, priority)

knowledge– Identify skills / motivation for different instruments (e.g.

knowledge repositories)

Importance of individual knowledge

Enable cross-function knowledge sharing

Instruments


KM Success Factors and Guidance (De Long & Fahey, 2000)

Enable cross-function knowledge sharing – Changes of ownership of knowledge?– Which new behavior patterns are needed by leaders– Provide examples of practices

Culture as context for social interaction– Vertical interactions– Approachability – Horizontal interactions– Interactivity – Sharing and teaching– Dealing with mistakes

Instruments


Analyzing culture: Distance (Dawes et al., 2011)

Context. Society / Culture

SummaryCulture models are abstract, focusing (in most cases) on national culture

Take the models as an orientation– General orientation: Abstract models such as Hofstede– Detailed design decisions based on organizational and

detailed cultural characteristics

Use the models as a discussion issue: observe, reflect, ask, discuss and share!

GKMF provides selected attributes for societal, organizational and individual influence factors– Base for adaptation– Templates and representation of attributes

Consequences KM practice

How to relate cultural influence factors and knowledge intensive processes?

Culture as main driver for – Identifying common knowledge– Understanding knowledge sharing processes– Defining and analyzing roles and relations– Creating trust and awareness– Motivation and attitudes

Building culture profiles and culture competences

Identify cultural barriers

Relate culture to key processes and interventions

Sample attributes on the contextCategory Description Sample Values / Attributes

Individual: Personal Characteristics

Description of individuals’ characteristics

Demographic data (name, age, gender, …) Qualifications Competences Globalization competences Educational preferences …

Individual: Barriers Potential barriers towards


lack of time fear about job security; Lack of awareness use of strong hierarchy, position-based status insufficient capture, evaluation, feedback,

communication differences in experience levels; lack of time and interaction poor verbal/written communication and interpersonal

skills; age and gender differences; Lack of networking skills Lack of trust …


Context: Organizational Characteristics

Description of organization characteristics

Name Size Type (private, government, NGO, …) Sector (healthcare, automotive, …) Vision Strategy …

Context: Organizational

Barriers

Potential organizational barriers towards


lack of leadership and managerial direction / strategies shortage of formal and informal spaces to share, reflect

and generate (new) knowledge; lack of a transparent rewards and recognition insufficient corporate culture shortage of appropriate infrastructure supporting

sharing practices; deficiency of company resources communication and knowledge flows are restricted physical work environment and layout of work areas internal competitiveness within business units, …


Context: Success factors

Success factors for KM in organizations

Integrated Technical Infrastructure Knowledge Strategy that identifies users, sources,

processes, storage strategy, knowledge Clear knowledge structure Motivation and Commitment Organizational culture supporting sharing and use of

knowledge Senior Management support including allocation of

resources, leadership, and providing training Measures are established to assess the impacts Clear goal and purpose for the KMS Search, retrieval, and visualization functions Work processes incorporate knowledge capture and

use Learning Organization Security/protection of knowledge …

SummaryModels to represent culture…– Have been developed for different purposes and context– Vary in their level of abstraction– Can be used as a guideline to identify influence factors

No model is validated to cover all influence factors for a design and development process

Besides: Other requirements have to be taken into account!

Henri Pirkkalainen

Project Researcher (2009-)

M.Sc (Econ) (2010)

Projects: OpenScout, TEL-Map

Ph.D topics:

Social Software, Global Knowledge Sharing, Open Educational Resources

GSM: +358 400247684Mail: [email protected]

Barriers and Success Factors

– Knowledge management project fail often

Which are the main barriers to successful Knowledge Management activities?

Which are success factors?

How do those barriers and success factors differ in global settings?


Barriers?

Discussed from the viewpoint of an individual or group of people

Can relate to social interaction and as an example to factors that hinder or challenge knowledge exchange

Might relate to challenges and risks when adopting or using a specific technology

Challenges set by diverse workers, hierarchies and cultural influences within an organization

In many cases tied to a specific context

Can be presented as a wider concept “cultural distance” …or as a question that is formed from the problem,

“How to reward contribution?”…

Barriers

“Knowledge Islands”

=

Dependent on businessprocess and project

+

Location, time, culture and language

+

Organizationaland hierarchical

Success factors - barriers

Critical Success Factors (CSF)

The relation between a barrier and success factor not always clear

…not always counter balanced in a way that overcoming a barrier means a success

…not all success factors can be derived from barriers

Barriers are a starting point to understand success factors within a specific context

Geographical dispersion of individualsCSF

“set meeting schedules and rules of engagement” “conduct periodic face-to-face meetings”

Success FactorsHolistic, integrated and standardized approach– KM integrated within culture, coordination, and leadership – Consider relationships and interdependencies – Avoid isolated solutions, e. g., different, incompatible communication systems, no

standards, different knowledge processes,– Knowledge processes and ICT platforms for KM should be standardized

throughout the organization and integrated with the existing business processes.

Knowledge-oriented culture– Supportive organizational culture – Open and communicative atmosphere – Supporting a knowledge-oriented culture through e. g., communication of success

stories and best practices, through the acceptance of errors a s well as promoting individual responsibility

Management support – Top management to strategic knowledge goals, allocate sufficient budgets to the

KM initiative– Providing good example for the change of behavior – A knowledge champion can act as a coordinator for management support as well

as key speaker and motivator for the initiative.

Instruments


The challenge

Analyzing the cultural, organizational, and individual context

Identifying barriers and potential success factors

Choosing and creating solutions (=interventions / methods)– Aligned with strategies and processes– Addressing barriers– Involving all stakeholders– Not overloading people– Choosing and creating solutions (=interventions / methods)

Utilizing barrier-knowledge in KM processes

KM Barriers

(Pirkkalainen & Pawlowski 2011)

KM barriers

The bottleneck usually knowledge sharing

Common ways of categorization (if categorized at all)

Individual, organizational, technological (Riege 2005)

Individual, social (Disterer 2001)

(Individual: Loss of Power, Revelation, Uncertainty, Motivation Social: Language, Conflict avoidance, bureucracy and Hierarchy, Incoherent paradigms)

Individual, social (Bures 2003)

Knowledge sharing barriersBarrier Description

Lack of interpersonal trust

Level of trust in a company, between its sub-units, and its employees seems to have a direct influence on the communication flow and thus the amount of knowledge sharing (Riege, 2005)

Lack of opportunities for sharing (resources, time, networks, infrastructures)

Appropriate infrastructure and resources to facilitate sharing practices within and between functional areas is the basis of a successful KM (Schlegelmilch and Chini, 2003)

How to reward contribution and encourage information sharing

Managers many have to force people to transform their organisation into knowledge-embracing cultures. No matter which reward and recognition system is chosen (Riege, 2005)

Lack of motivation to share

Sharing only if it’s important to their work, if they feel encouraged to share and learn, or if they wish to support a certain colleague (Wheatley, 2000)

Fear of harming his or her image if sharing

Fear that sharing may reduce or jeopardise people’s job’s security or even employee’s corporate position

“Knowledge is power” - Loss of Power through Sharing

By providing knowledge to the colleague, the exclusivity of influence is reduced (Bures, 2003)

Pirkkalainen & Pawlowski 2011

Financial

KM

Management/Coordination/support

Barriers

Resources for providing adequate sharing opportunities

How to reward contribution Integration of KM strategy into company’s goals

Lack of transparent recognition and reward systems

Unrealistic expectations of employees

Lack of leadership and managerial direction

Lack of training, lack of technical support etc.

…

SkillsPoor verbal/written communication and interpersonal skills

KM

Social aspects

Barriers

Lack of trust Unwilligness to receive:

Preferring own ideasDoubt validity and reliability of received knowledgeHave strong group affiliationsToo proud to accept knowledge

Knowledge is difficult to transfer

Lack of motivation to share, unwilligness to share

Knowledge is the power (loss of power through sharing)

Knowledge parasites

Group thinking (“why change a winner group”)

apprehension of fear that sharing may reduce or jeopardize people’s job security

Difference in experience levels Age differences

…

Technical KM

Organizational / national culture

Barriers

Shortage of formal and informal spaces to share (use and generate) knowledge,

internal competitiveness within business units, functional areas, and subsidiaries can be high

differences in national culture or ethnic background; and values and beliefs associated with it

hierarchical organization structure inhibits or slows down most sharing practices

Sharing knowledge is tightly linked to a pre-existing core value of the organization

social practices (elements of corporate culture) of the community (team, department, institution, etc.) affect the knowledge and it’s consequent sharing

conflict avoidance – (do not rock the boat attitude)

…

ConceptualLack of integration of systems and processes on people’s working behavior,

mismatch between user needs and systems/processes etc.

Do not focus on the distance factor (Global component)

Relation of concepts


Global barriers

…long traditions!

Global IS barriersBarrier Description

Cultural and language distance

Do the collaborators share the same language, skills as well as cultural norms, corporate culture, interpretations etc. Most occurred barrier in Noll et al, (2010) analysis on collaboration barriers in GSD.

Geographical distance

Distributed collaboration (within a country or cross-border). Third most occurred barrier in Noll et al, (2010) analysis on collaboration barriers in GSD.

Temporal distance Distributed collaboration (Time-zone differences). Second most occurred barrier in Noll et al, (2010) analysis on collaboration barriers in GSD.

Lack of trust Geographic, temporal, and cultural distance have a significant impact on trust among globally distributed team members (Noll et al, 2010)

Infrastructure In distributed collaboration teams and employees must rely on technology to support the communication (Noll et al, 2010)


Global IS

Leadership/Coordination (Team aspects)

Organizational culture /national culture

Barriers

,,,

Lack of overlapping hours lack of group awareness and team spirit

coordination breakdown incompatible views of the problem

reduced trust synchronizing work between locations

…

Cultural diversity (influences values and practices of people)

Communication flows restricted into certain directions

Solidarity – (how quickly members pursue shared objectives regardless of personal ties)

Lack of common usage and norms

multi-disciplinary setting unbalanced expertise

Time perceptions (may have different views on deadlines, timelines, work rhythms etc.

Unbalanced power in decision making processes

Unbalanced technological usage and expertise

Lack of common conceptual understanding

…

Global IS

Geographical / temporal

Social aspects (relational, communication/ collaboration etc.)

Barriers

Geographical dispersion Different time-zones

Weak ties among individuals (not knowing in advance)

Loss of communication richness

Lack of interpersonal awareness Delayed responses

Lack of mutual trust Misunderstandings

Lack of possibilities for synchronous communication

Lack of informal communication

Trouble in finding correct contact Unclear roles and responsibilities

Multi-lingual setting (language distance) Lack of absorptive capacity (learning/adapting)

…

Social Software

Various ways to define

No right or wrong….. But still better and worse ways

of describing…

Similarity to Social Media

(Zheng et al. 2010)

Social Software

“Social Software enables an interactive way of collaboration, managing content and connecting to online networks with other people. It supports the desire of users to be pulled into groups in order to achieve their personal

goals” (Wever, Mechant, Veevaete & Hauttekeete 2007)

4 Cs of Social Software (Cook 2008)

Social Software

Barriers Social Software


… 119 barriers from the literature

Barriers

Very much discussed at the moment

Same barriers discussed under different terminology

(Social Software, Social Media etc.)

Related to knowledge sharing, group collaboration etc.

Higher Education, Business and IT, B2B…

At the moment trying to recognize relevant barriers. No clear context-aware understanding of the biggest problems

Social Software

Financial (resources, time)

Social Software

Management/Coordination/supportTechnology fit

Organizational cultureSocial

Relational, knowledge sharing, skills, cognitive, background, preferences

TechnicalAvailability, Interoperability, Functionality, Usability, conceptual, privacy/security, misuse

Quality Legal (IPR, copyright)

Barriers

Identifying and Utilizing the barriers

Crucial in requirements analysis to execution

Knowledge phases carried out according to project life cycle (Beiryaei and Vaghefi 2010)

Thank You

Contact Information

Prof. Dr. Jan M. [email protected]: jan_m_pawlowskiOffice: Room 514.2Telephone +358 14 260 2596http://users.jyu.fi/~japawlow

Henri [email protected]: Room 511.1Telephone +358 400247684

http://users.jyu.fi/~japawlow


Knowledge Representation


The challenges

How to codify knowledge?

How to find, retrieve and utilize knowledge?

How to represent knowledge?

How to deal with differences regarding common knowledge?

How to deal with cultural aspects of knowledge processes?

How to make knowledge accessible?

And many more…

Remember?Definition – Knowledge

“Knowledge comprises all cognitive expectancies – observations that have been meaningfully organized, accumulated and embedded in a context through experience, communication, or inference – that an individual or organizational actor uses to interpret situations and to generate activities, behavior and solutions no matter whether these expectancies are rational or used intentionally.” (Maier 2002)

“A set of data and information (when seen from an Information Technology point of view), and a combination of, for example know-how, experience, emotion, believes, values, ideas, intuition, curiosity, motivation, learning styles, attitude, ability to trust, ability to deal with complexity, ability to synthesize, openness, networking skills, communication skills, attitude to risk and entrepreneurial spirit to result in a valuable asset which can be used to improve the capacity to act and support decision making.”(CEN 2004)


Knowledge

Information

Data

Characters

character set

syntax

context


“1“, “6“, “8“ and “,“

81,60


“high flyer”


Position, room

Lecture time

Traffic rules

Declarative Knowledge:• knowing that

Procedural Knowledge:• knowing how

My position

How to get to the

lecture…Navigation

Lecture behavior

Traffic behavior

[Source:http://kartta.jkl.fi]


Organizational Knowledge:• consists of the critical intel-

lectual assets within an organization

Individual Knowledge:• knowledge of each person

(employee)

Building cars…. Steering / using production facilities



Explicit Knowledge:• codified knowledge that can be

easily shared and understood

Implicit / Tacit Knowledge:• knowledge that people carry in

their minds and is, therefore, difficult to access

Traffic rules

Driving instructions

…

Traffic customs

Interpretations

…

Global / cultural differences


SECI Model (Nonaka & Takeuchi, 1996)

Socialization

Externalization

Combination

Internationalization

Key questions

Which knowledge does an organization have?– Outcome (e.g. how to build a car)– Process (e.g. which steps are necessary to build a car)– Competences (e.g. how to design an engine fulfilling certain

constraints)

Which knowledge is critical (e.g. how to combine fuel technologies)?

Which knowledge needs to be shared?– Between people, groups, departments, organizations

How to represent this knowledge? – Making knowledge and relations explicit– Providing opportunities for knowledge identification and creation

(searching, inference mechanisms / data mining)

Knowledge Entities

How to organize knowledge – By topic, by

process, by problem etc

Represented through – Individuals and

competences– Documents of any

format

Defining relations and interdependencies

Process

DocumentIndividual

Topic / Subject /Concept

Competence / Problem

Context

Occur in

Represented

Knowledge Types (Holsapple & Joshi, 2007)

Additional attributes

Nature (Dixon, 2000)– Frequent vs non-frequent– Routine vs non-routine

Complexity– Expert … common

Importance– Critical– Important– Routine

Some solutionsConceptual approaches– Natural language– Formal representation such as predicate logic– Data model– Semantic networks– (Concept) Graphs– Ontologies, taxonomies, folksonomies– Data models– Social tagging– …

Representation formats– XML– RDF– OWL– But also: doc, html, avi, gif, …

Remember the goals: identifying knowledge, creating new knowledge, relating (multi-lingual, multi-perspective) knowledge

Basic conceptsOntology (an IS perspective): An ontology defines the terms used to describe and represent an area of knowledge (W3C). Ontologies include computer-usable definitions of basic concepts in the domain and the relationships among them– Specialization: Folksonomy as an aggregation

of concepts created by stakeholders

Taxonomy: A hierarchical organizational structure for the classification of concepts

Vocabulary: Set of concepts and terms to describe a domain Vocabulary

Taxonomy

Ontology

+ relations

+ hierarchy

Basic concepts in the global context

Ontology– Relating multiple languages– Relating concepts– Creating multiple meaning of concepts (e.g. what does the

concept “sauna” mean)

Taxonomy– Limited for multi-perspective representations and complex

relations– Easier to handle in multiple languages / cultures /

organizations

Vocabulary– Controlled vocabularies to create shared understanding of

a domain– Rather simple to translate

Concept Maps

http

://c

omm

ons.

wik

imed

ia.o

rg

Topic Maps

http

://c

omm

ons.

wik

imed

ia.o

rg

Example: Protege

http://protege.stanford.edu/

http

://p

rote

ge.s

tanf

ord.

edu/

Ontology Example: Visual Representation

http

://p

rote

ge.s

tanf

ord.

edu/

Ontology Example: Visual Representation

http://www.ecolleg.org/

Ontology Example: RDF

Ontology Example: RDF

http

://p

elle

t.ow

ldl.c

om/o

wls

ight

/

Ontology Use

Creating models for domains

Knowledge Management– Processes– Problems– Topics / Subjects– People

Usage– Describe / relate– Query– Tag– Publish– Share– Create– …

Assessment– Usage analysis– Updating frequency– …

Global AspectsMultilingual aspects– Translated ontology– Metamodel– Mappings (e.g. synonyms)– Conceptual differences

Cultural aspects– Process and procedure mappings and comparisons– Conceptual differences

Maintenance– How updates ontologies?– Who incorporates changes?

Time – How long are concepts valid?– How to model those?

Multilingual Models (Montiel-Pensoda, 2008): Combined Meta-Model

Multilingual Models (Montiel-Pensoda, 2008): Mapping / Mulitlingual Vocabulary

Knowledge Search: Ontology Browsing

Summary

Key steps– Knowledge identification– Knowledge representation

• Multilingual, multi-perspective• Consider collaborative practices

– Knowledge priorization and characterizing – Knowledge organization

Match knowledge with business processes and KM activities

Next step (and lecture): Tool support

Contact Information




Process Management


Business Process Management

ProductionB

Sales

Services

Management

R&D

Marketing

Material FlowInformation / Data Flow

Marketing

Marketing

Marketing

Sales

Sales

Production A

R&D

Services

The Challenge: Key process classes

Managing knowledge-intensive business processes– Which business processes require specialized

knowledge? – How to capture process-related knowledge?

Managing knowledge management processes– How to support business processes? – How to improve knowledge activities?

Implementing knowledge management projects– How to plan and implement KM processes?– How to integrate business and knowledge processes?

Process orientationknowledge-intensive (operative) business process– denotes a business process that relies

substantially ‘more’ on knowledge; regarding organizations core competencies on the operative level: e.g., design products and services, produce products and services.

knowledge process– refers to a dedicated service or support

process which supports the flow of knowledge within and between knowledge-intensive (operative) business processes: e.g., search, acquisition.

knowledge management process– kind of a ‘meta’-process that is responsible

for the extensive implementation of the knowledge management initiative: e.g., organizational instruments, ICT instruments, controlling.

processes

knowledge base

content/ topic

processes

strategy

instruments/ systems

knowledge life cycle

(Remus 2002)

Knowledge Management FrameworkBusiness Focus (Remus, 2002)

Processes

Business Process ManagementBusiness Process– a collection of activities that takes one or more kinds of

input and creates an output that is of value to the customer. A business process has a goal and is affected by events occurring in the external world or in other processes (Hammer & Champy, 1993)

Types– Core BP: Creating value (e.g. manufacturing, service

provision)– Management BP: planning, organizing, steering, monitoring

[…] operations– Support BP: no direct value creation but essential to

achieve business goal

(Global) Business Process Management

Analyze

Design /

Model

Enact / Realiz

e

Monitor /

Control

Optimize

Production Shipping

Sales Marketing

R&D

Services

Management

HR

IT Infrastructure & Services

Procurement

…

Supporting business processes using methods, techniques and software to design, enact, control and analyze operational processes involving humans, organizations, applications, documents and other sources of information (v.d. Aalst et al., 2003)….in a global context / distributed settings

Some IssuesHow to identify the key knowledge intensive business processes?

How to set up knowledge management systems?

How to integrate knowledge / learning processes?

How to analyze, design and optimize distributed processes?

How to organize successful distributed teams? Which knowledge should be shared with whom?

How to integrate additional processes?– Risk management– Coordination– Training & recruiting– Culture awareness & integration

How to integrate cultural aspects? How to include cultural aspects in a location decision?

The challenge…


Business Process Optimization

Business Process Modeling

Business Process Reengineering

Supply Chain Management

Value Chain Management

Quality Management

Performance Management

Change Management

Global Distribution Model Global Software

Development

OutsourcingOffshoring

Business Networks

Agile Manufacturing

Enterprise 2.0

Project Management

ERP Systems

Global IT Management

International Management

Intercultural Management

The concepts, simplified…


Business Process Optimization / Reengineering

Business Process Modeling

Supply Chain Management

Value Chain Management

Change Management

Project Management

Global IT Management

Intercultural Management

Logistic Focus

Value Focus

Analysis

Improvement

Realization / Operations

Support

Support

Support

Support

Support

Levels of value chain management from a KM perspective

Strategic– Location decision (guidance, partners, market knowledge)– Strategic partnerships and alliances (and knowledge exchange)– Governance

Tactical– Process design and optimization!– Production decisions and analysis (identification of core knowledge)– Transportation decisions (knowledge on providers)– Process planning and optimization (knowledge process integration)– Staffing (knowledge acquisition, knowledge sharing)– …

Operation– Realization: Production (and knowledge exchange)– Learning and training– Experience capturing and sharing– …

Analyze / Model

Describing the current situation– Process modeling– Identification of knowledge-

intensive processes– Identification of critical processes

Modeling (own organization and main partnerships)– Process description – Knowledge flows– Knowledge description– Knowledge levels (what can be

shared)

Value knowledge– Most critical processes– Most critical knowledge areas– Most critical roles

Analyze

Design /

Model

Enact / Realiz

e

Monitor /

Control

Optimize

Process descriptionID Category Process Description

HRM / Training

Course Planning

Individual course planning and course acquisition

Sub-processes / Sub-aspects

Competency assessment Manager consultation Content selection Selection: Inhouse or external training / face-to-face or E-Learning Provider negotiation

Objective

To find, perform and evaluate adequate courses to develop the competencies of staff members

To select cost-efficient training providers To continuously monitor staffs’ performance Knowledge: To share knowledge on didactic success scenarios (important) Knowledge: Choosing culture-aware didactic scenarios (critical) Barrier: Lack of communication Barrier: Lack of data integration / willingness to share data Barrier: Culture related didactic differences

Method Competency gap analysis Agreement / negotiation talks with managers and staff Human oriented instrument: Knowledge fair on didactics

Systems HR Management System (competency profiles and learner data) Gap Analysis tool (excel) Tech-oriented instrument: Course catalogue with discussion and rating options

Actors Manager, staff member, HRCS team member, training providers, internal

trainers


ProcessingB

Sales

IT Services

Management

R&D

Marketing

Material Flow

Information / Data Flow

Marketing

Marketing

Marketing

Sales

Sales

ProcessingA

R&D

IT Services

Production

Planning Procurement Manufacturing

Maintenance

Assembly

Shipping …Routine Important Critical

Design / Optimize

Designing alternatives

Process extension– Incorporate knowledge processes:

Awareness creation, knowledge acquisition, knowledge sharing, …

– Change management – Process specification: what can and

should be shared?– Set up knowledge management

processes

Process optimization – parallelization, automation, re-

sequencing, automation of knowledge processes

– Integration of processes

Assessment– Cost calculation– Performance metrics– Quality metrics– Simulation

Identification of re-design candidatesNegotiation and evaluation with all stakeholders

Analyze

Design /

Model

Enact / Realiz

e

Monitor /

Control

Optimize

Knowledge Management FrameworkCore Knowledge Activities (CEN, 2004)

Five core knowledge activities:– identify, create, store, share and use.– Supported by the right KM methods and tools

Requirements have to be fulfilled to achieve improvements– Integration / alignment of core activities with

organizational processes and daily tasks.– Carefully balanced in accordance with the

specificities of each business process and organization. A KM solution should not focus only on one or two activities in isolation.

Processes

Knowledge Management FrameworkCore Knowledge Activities

Knowledge Management Tasks (Maier, 2004)creation, building, anticipation or generation

acquisition, appropriation or adoption

identification, capture, articulation or extraction

collection, gathering or accumulation

(legally) securing

conversion

organization, linking and embedding

formalization

storage

refinement or development

distribution, diffusion, transfer or sharing

presentation or formatting

application, deploying or exploiting

review, revision or evolution of knowledge


KnowledgeGoals





KnowledgeUse



KnowledgeGoals





KnowledgeUse



Processes

Design / Optimize

Designing alternatives

Identify relevant processes

Identify knowledge management process type: identify, create, store, share and use (or more detailed one, e.g. Maier’s tasks)

Create extension knowledge management process– Mark context influences and barriers– Define responsibilities – Define sequencing– Re-write process model and job description

Change Management– Assess potential barriers– Provide awareness instrument– Provide training

Assess and validate– Execution / realization?– Performance– Further metrics / analysis

Process: Knowledge AcquisitionID Category Process Description

KM Process

Knowledge Acquisition

Acquiring knowledge from external source


Knowledge requirement specification Bidding Bid selection Negotiation Contracting Training

Objective

To acquire critical knowledge from external experts To acquire knowledge on Japanese customer preferences until 2013

Knowledge: To acquire knowledge

Constraints

Context: No internal experience on target market Context: Cultural influence on market approach Barrier: Lack of communication Barrier: Culture related differences

Method Call for bids Competence assessment Kick Off workshop

Systems Call for bids in business network Competence specification and assessment tool Tech-oriented instrument: Culture specification


trainers

Process: Knowledge SharingID Category Process Description

KM Process

Knowledge Sharing

Sharing knowledge between Far East Sales Representatives


Sales protocol Sales good practice (GP) reporting GP database entry Notification Related process: Sales / Order Processing (parallel)

Objective

To share knowledge on sales processes in Japan, Korea, China To create a network of sales representatives in the Far East region

Knowledge: Sales initiation, presentation, negotiation, contracting, key account relation building

Constraints

Context: Partial lack of knowledge on target market Context: Sales representatives from sales agency (Japan, China) Barrier: Cultural differences: Communication, negotiation, trust Barrier: Fear of power loss, lack of time

Method GP reporting (part of sales process) GP fair Sales incentive trip

Systems GP database Sales network Sales Blog

Actors Manager, sales managers, sales representatives, external sales partners


ProcessingB

Sales

IT Services

Management

R&D

Marketing

Material Flow


Marketing

Marketing

Marketing

Sales

Sales

ProcessingA

R&D

IT Services

Production

R&D Procurement Manufacturing

Maintenance

Assembly



Sales

Management

Material Flow


Sales

Routine Important Critical

Sales Initiation

Negotiation ContractingOrderEntry

CRM

Sales GPSalesprotocol

Notification

Sales GP Fair

GP Database

Fair WikiBenefitWorkshop

Process Integration (Remus & Schub, 2003)

Further aspects

Modeling across cultures and organizations, multilingual modeling

Collaborative Modeling

Participative Modeling

Participative Modeling

http://www.signavio.com/en/academic.html

http://www.signavio.com/en/academic.html

Summary and OutlookNetworked businesses and globally distributed processes require new analysis instruments

Knowledge management, change management and culture management play a key role

Challenges across borders– Additional processes (risk, coordination, culture)– New barriers (in particular cultural barriers)– Understanding tool, instruments, interventions based on

the context and barriers

Key role for Knowledge Managers– Understanding processes– Analyzing and validating knowledge needs and

requirements– Designing and integrating interventions– Designing change processes– Validating solution

Remember? We just managed this part…GKM Design (1)

Design Knowledge Processes

Aligned with the context, you should…

Design potential knowledge processes– Specify processes– Embed with business processes– Agree / integrate with international

collaborators– Prepare change processes

Knowledge description– Develop knowledge descriptions /

standards– Incorporate collaborators– Develop problem specifications

Contact Information




Process Integration of Business, Learning, and Knowledge Processes


The Challenge

Going one step further: Re-Design of Knowledge, Learning and Business Processes -> fostering synergies

Understanding inter-departmental and inter-organizational processes and interdependencies

Optimizing processes, utilizing synergies– process, service or data integration

Organizational development

KnowledgeManagement

EducationalManagement

• CKO, Knowledge worker

• Internal Consulting-Group• Business Unit

Knowledge Manager

• CLO• Personnel/HR Unit

• Personnel Development• Corporate University

• Training Unit

Bridging the gap between KM and e-learningBridging the gap between KM and e-learning

The role of technologyKM-focus vs. e-learning focus

people-to-people – Problem solving by building

learning communities– Supporting communication

(synchronous and asynchronous– Finding experts

OL + meta-learning

people-to-documents– Supports through

documents, archives– Classification, searching,

extraction

happens in a work environment…

teaching / training Independent of time and

location Testing, examinations Re-training

Content and learning objects Supporting individual

learning institutionalized, intentional Blended learning concepts Virtual classroom

usually separation from work environment…

Possible convergence targets

• Shift the focus of KM initiatives from knowledge sharing to support actual learning from others and actual applying experiences of those other people

• Change working environments to encourage knowledge sharing and workplace learning and to provide time, space and instruments to do so

• Use of existing communities of practice instead of forming a community around a learning event. Promotion of learning communities after a course

Strategy Integration

close coupling withthe business

strategy

Knowledge

loose coupling withthe business

strategy

Learning

The relationship between the business strategy & eLearning and the business strategy & Knowledge Management ?

Back 2004

Place, time, and way of acquiring knowledge

• in seminars and conferences, at home

• in larger blocks• with rather weak

personalization

• at the workplace• in short units withinterruptions through

regular work• trend to

personalization

Learning Knowledge

Back 2004

Where is new knowledge acquired? How is this organized regarding work-time management and regarding individual needs?

• open towards technology• cooperation in communities, peer-

learning• highly self-responsible

• pull-principle

Cultural Aspects

• skeptical towards techn.• competition and

“one-man-shows”• comparatively intensive

guidance and tutoring• push-principle

Learning Knowledge

Back 2004

How about attitudes and behavior of the target groups of eL und KM measureswhen learning or acquiring new knowledge ?

Measurement of sucess

• institutionalizedthrough assessments,

exams, certificates

• rather weekly structured; often as part of

regular employeeassessment

Learning Knowledge

Back 2004

Step 1: documentation of the business processes

Step 2: Implementation of a reference modelIntegration into a knowledge life cycle

Step 3: Implementation of supporting IT systems

Step 4: Continuous process improvement

Preperatory activitiesComparing knowledge demand / knowledge supply

Wissengenerieren

Wissen-aufbereiten

Wissenspeichern

Wissenverteilen

Wissenanwenden

Wissenweiterent-wickeln

Wissen-bewerten

Integration: Questions

Which processes and systems can be integrated?

Which and how processes should be redesigned?

Which information / data should be shared?

Which actors should be involved in cooperative processes?

Integration of E-Learning and KMDesign

Requirements analysis

Implementation Test Roll OutBusiness Process

Knowledge

identification

Knowle

dge development

Knowle

dge sharing

Knowledge

maintenance and

distribution


Requir

ements analysi

s

Design Implementation

Learnin

g / Transfe

r

Learning Management

Knowledge and competency requirements and needs

Problem descriptions and solution:

Context, sequences, experiences, actors

Scenario extraction:

sequences, contents

Scenario extraction:sequences, contents

Learning experiences

Conceptual IntegrationCriterion KM E-Learning Source

Target Group Organizational IndividualReinmann-

Rothmeier, 2000 (Munich Model)

Complexity Knowledge as contextualized

information

Learning as the process of

assimilationNorth, 1998

Time On demand On stockKraemer, Milius,

2000

Objective Problem-oriented Not specifiedMandl, Winkler,

2003

FormalityNon-formal /

informalFormal

Watkins, Marsick, 1992

Sample Integration Approaches Objective Method Source

Integration of collaborative knowledge and learning processes

Systems development based on empirical surveys Kienle, 2003

Re-Use of KM and E-Learning objects Architecture / specifications Mandl, Winkler,

2003, Back 2002.

Integration of strategy and processes

Conception and implementation of integrated processes

Sridharan & Kinshuk, 2002

Architecture Taxonomy of contents Wilkinson, 2002

Integration / interoperability IMS Learning Design

Benmahamed, Ermine,

Tchounikine, 2005

Competency development

Framework for competency mapping and development

Ley, Lindstaedt, Albert, 2005

Types of Integration

General integration types– Processes– Service – Data

In details, this could be…– Data integration: Data is exchanged between and retrieved

from several, usually heterogeneous sources. – Application interface integration: Well defined interfaces

define the re-use of components and logic of programs.– Method integration: The method to handle a business

process is re-used.– Portal integration: Portals can integrate components of

heterogeneous applications.– Process integration: Processes are re-designed, re-

organized and integrated.

Integration levels (1)

Process Overlaps– Identifying processes with similar objectives, tasks and

outcomes– Combining processes towards a connected, inter-related

process– Example: Experience sharing as part of all business

processes

Shared Services and Systems– Identifying common services and systems – Example: “staff administration” is a service which is used by

different departments or systems

Integration levels (2)

Information / Data Integration– Identifying overlaps in information / data models of an

organization– Example: Actor data is used by different departments /

systems

Cooperation process– Identifying interdependencies between actors and

organizational units– Defining modes of cooperation in

• the integration processes• daily operations

Integration support

Use reference models and standards

Develop services and information

Integrate knowledge processes…

Step by step integration

1. Awareness building and context setting

2. Process analysis and redesign

3. Shared services’ and systems’ design

4. Information and data integration

5. Evaluation and validation

Awareness Building and Context Setting

Integration is a major organizational change

Barriers– Fear of change– Loss of responsibilities / power– Time– …

Preparing actors for change processes

Ensuring involvement and participation

Developing a common vision

Process analysis and redesign

Objectives– Identifying relevant processes for consideration– Forecasting synergy effects– Understanding the organization

Phases– Process Modeling– Process Analysis– Process Redesign

Outcomes– Process Models– Process Re-Design– Implementation Plan


Process Identification and Modeling– Processes in the relevant departments are modeled– Including actors involved and systems used– Use of reference models should be considered

Tools– ISO/IEC 19796-1 for Learning Processes– Knowledge Management Processes– ebXML for Business Processes

Analysis Grid

Manufacturing

Hum

an R

esources

Custom

er service

…

Know

ledge Identification

Know

ledge S

haring

…

Learning:

Authoring

Learning P

rocess

Manufacturing PO1 SS ID2 SS Human Resources ID3 SS PO SS Customer Service PO PO PO PO … Knowledge Identification SS SS PO PO SS Knowledge Sharing PO ID PO PO SS … Learning: Authoring PO4 SS5 SS SS Learning Process ID PO PO SS6 PO … PO Process Overlap (includes SS and ID) SS Shared Service (includes ID) ID Information / Data Integration not subject to this analysis

[Source: Pawlowski, Bick, 2008]

Process IntegrationDesign



Knowledge

identification

Knowle

dge development

Knowle

dge sharing

Knowledge

maintenance and

distribution


Requir

ements analysi

s


Learnin

g / Transfe

r

Learning Management





sequences, contents


Learning experiencesSample Integration Processes:• Knowledge gap analysis• Staff development planning• Experience sharing

Reference Framework for the Description of Quality Approaches: ISO/IEC 19796-1

NANeeds Analysis

FAFramework

Analysis

CDConception/

Design DPDevelopment/

Production

IMImplementation

LPLearning Process /

Realization

EOEvaluation/ Optimization

Process Integration: Knowledge Processes (Maier, 2004)

[Source: Maier,2004]

Process Integration: ebXMLCategory Sample Processes / Components

Procurement Bid SubmissionContract NegotiationPurchase Order PreparationReceiving

Human resources HiringTrainingPayroll ManagementPersonnel Deployment

Transportation LoadingShippingPackaging

Manufacturing Product DevelopmentProduct DesignAssemblyQuality control

Marketing & sales Advertising Use & Campaigning Marketing ManagementSales CallingCustomer Credit Management

Customer service After Sales ServiceWarranty Construction

Financing Loan ManagementStock Subscriptions and Sales Dividend Policy

Administration AccountingFinancial ReportingExecutive Management

Process descriptionID Category Process Description

Career Planning

Course Planning

Individual course planning and course acquisition


Competency assessment Manager consultation Content selection Selection: Inhouse or external training / face-to-face or E-Learning Provider negotiation

Objective

To find, perform and evaluate adequate courses to develop the competencies of staff members

To select cost-efficient training providers To continuously monitor staffs’ performance Knowledge: To share knowledge on didactic success scenarios Barrier: Lack of communication Barrier: Lack of data integration / willingness to share data Barrier: Culture related didactic differences

Method Competency gap analysis Agreement / negotiation talks with managers and staff Human oriented instrument: Knowledge fair on didactics

Systems HR Management System (competency profiles and learner data) Gap Analysis tool (excel) Tech-oriented instrument: Course catalogue with discussion and rating options


trainers


Process Analysis– Analyzing processes for integration potentials– Forecasting effects: Cost of integration, improved data

handling, improved communication, …– Identification of re-design candidates– Negotiation and evaluation with all stakeholders

Process Redesign and Implementation– Design of changed processes – Updated process and data models– Change Specifications: Specifying changes for actors and

systems involved– Cooperation process to ensure participation

Shared services’ and systems’ design

Systems and service identification– Identification of integration candidates– Defining a new systems’ architecture – Potential levels: Systems or services– Defining integration type (service / data / user interface /

portal, …)– Implementation plan

Tools– JISC Services– Knowledge Services




Knowledge

identification

Knowle

dge development

Knowle

dge sharing

Knowledge

maintenance and

distribution


Requir

ements analysi

s


Learnin

g / Transfe

r

Learning Management





sequences, contents


Learning experiences

Sample Integration Services:• Enrollment• Learner profile update• Posting experiences• Generating test data

JISC E-Learning Framework

Source:http://www.jisc.ac.uk/uploaded_documents/elf-summary7-04.doc

Knowledge Services (Maier, 2004, Bick, 2008)Knowledge Management Tasks

(Maier, 2004) creation, building, anticipation or

generation acquisition, appropriation or

adoption identification, capture, articulation or

extraction collection, gathering or accumulation (legally) securing conversion organization, linking and embedding formalization storage refinement or development distribution, diffusion, transfer or

sharing presentation or formatting application, deploying or exploiting review, revision or evolution of

knowledge

Source: (Maier, 2004)

IT-Tools Document

Management E-Mail CSCW Search Data Mining List-Server Multi-Point-

Videoconference News-Channel /

News-Feed Application

Sharing Social Software etc.

Human- & Structure-oriented Tools

Mentoring Open Space Job Rotation,

Job Enlargement

Career Planning Team

Development Simulation

Games Future Search

Conference etc.

Information and data integration

Identification of integration potentials– Loose coupling vs. integration

Data definition– Defining common data classes– Determining necessary extensions

Choice of specifications– Choosing / considering standards or existing specifications as a basis

Data mapping– Heterogeneous data descriptions– Mapping to define relations between the different entities

Data synchronization– Data should be stored consistent and without redundancies– Examples: Single repository, data warehouse– For distributed environments: Defining synchronization mechanisms

Tools– Learning Technology Standard Specifications




Knowledge

identification

Knowle

dge development

Knowle

dge sharing

Knowledge

maintenance and

distribution


Requir

ements analysi

s


Learnin

g / Transfe

r

Learning Management





sequences, contents


Learning experiencesSample Integration Data:• Actor Profiles• Activity descriptions• Experience profile

Data IntegrationAspect Specification Explanation

Scenarios

DIN Didactical Object Model / IMS Learning

Design

Both specifications can be recommended to describe scenarios as a basis for knowledge identification and learning environments. They cover aspects such as activities, context, and services which are used in many contexts: software development, problem or situation descriptions, learning scenarios.

Contents / documents

Learning Object Metadata

Learning Object Metadata cover a variety of aspects of contents (such as documents, learning modules, knowledge bits). Each can be described and related to each other.

UsersLearner Information

Package

This specification describes a variety of aspects on user data. It covers all necessary basic data as well as specific data for the fields of knowledge management and learning.

ExperiencesDIN Didactical

Object Model

Experiences can be used in a variety of contexts, such as knowledge management. DIN DOM provides a format for structured description of experiences.

[Source: Pawlowski, Bick, 2008]

Evaluation and validation

Cost-benefit analysis

Validation of integration potentials– Improved communication– Process duration– Staff motivation – Staff involvement

Analyzing strength and weaknesses

Maturity analysis

Planning the next integration cycle…

Evaluation and validation: KM Success Factors (North, 2008)

Success at Business LevelTime

savingQuality

improvementsincreasingrevenues

Cost

reduction

Success at KM Level

Internal communication

Developing competences /Knowledge capital

User Satisfaction

Knowledge-transfer

Internal Transparency

Enterprise culture

establishing Communities

Documentation of„best-practices“

Optimizing knowledge intensive processes

?

Reuse of Knowledge

? Information quality

System use

Quality of internal KM support processes

Training

System quality

Summary

Holistic planning of business, knowledge and learning processes– Focus: KM and E-Learning– Identifying similarities and common objectives

Integration– Focus on reference models and standards to ease

adaptation process– Process, service, data integration– Cooperation and participation– Tools for analysis and re-design

Change and cooperation processes

So, how to integrate this into the overall KM design process?

Outlook

New challenges and potentials

Web 2.0 applications

Internationalization of processes

Open Source and Open Content

References and further readings

Gereffi, G., Humphrey, J., Sturgeon, T. (2005): The governance of global value chains, Review of International Political Economy, 12:1, 78-104

Faber, E., P. Ballon, H. Bouwman, T. Haaker, O. Rietkerk & M. Steen (2003) Designing business models for mobile ICT services. Proc of the workshop on concepts, metrics & visualization, 6th Bled Electronic Commerce Conference eTransformation, Bled, Slovenia, June 9 -11, 2003.

Contact Information




Instruments, Tools, Social Software

Henri Pirkkalainen, Jan M. Pawlowski, Markus Bick, Franz Lehner

15.11.2011

Licensing: Creative Commons

You are free:



















Starting points

We have analyzed and understood the context, business processes and critical knowledge

Main task– Selecting tools for knowledge management activities

according to the purpose– Creating accompanying activities (e.g. awareness, tool

training, early adopter groups)– Balancing human- and technology-orientation

Specialization: Social Software

Intended Outcome– A selection of tools and activities– Implementation plan– Validation ideas (following lecture)


ProcessingB

Sales

IT Services

Management

R&D

Marketing

Material Flow


Marketing

Marketing

Marketing

Sales

Sales

ProcessingA

R&D

IT Services

Production

R&D Procurement Manufacturing

Maintenance

Assembly



Sales

Management

Material Flow


Sales

Routine Important Critical

Sales Initiation

Negotiation ContractingOrderEntry

CRM

Sales GPSalesprotocol

Notification

Sales GP Fair

GP Database

Fair WikiBenefitWorkshop

What are the potential tools and accompanying

activities?

Knowledge Management SystemsTechnological roots and influences

Knowledge Management System (KMS) Knowledge

Management

Organizational Learning

OrganizationalMemory

IntegrativeKMS

InteractiveKMS

KM SuiteMeta-SearchEngine

KnowledgePortal

SkillDatabase

ExtendedCRM Cooperating

Portals

KnowledgeMaps

CommunityHomespace

E-LearningPlatform

Knowledge Push

Support KMS deployment

Related theoretical concepts

Provide available ICT basisTechnological ro

ots

Knowledge-related applic

ation

KMS metaphor

Other focus

Related terms

Organizational Knowledge Base

Enterprise KnowledgeMedium

Transactive MemorySystem

Organizational MemorySystem

Organizational MemoryInformation System

Data Warehouse DocumentManagementSystems

WorkflowManagementSystems

Search Engines

BusinessIntelligenceTools

GroupSupportSystems

Communication Systems(e.g.. e-mail, video conferences)

Intranet/GroupwarePlatform

AI-technology

VisualizationSystems

CBT/LearningEnvironments

(Maier 2002)


(Mentzas et al. 2001)

From Ontologies to Tools and Knowledge Activities (Abecker & van Elst, 2009)

From Ontologies to Tools (Abecker & van Elst, 2009)

Intelligent Search and Retrieval in Intranet and Internet

Information Gathering, Information Extraction and Information Integration with ontologies as target data structure

Semantic Community Web Portals

Expert Systems and Intelligent Advisor Systems

Tools and phases

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Knowledge Services (Maier, 2004, Bick, 2008)Knowledge Management Tasks (Maier,

2004) creation, building, anticipation or

generation acquisition, appropriation or adoption identification, capture, articulation or

extraction collection, gathering or accumulation (legally) securing conversion organization, linking and embedding formalization storage refinement or development distribution, diffusion, transfer or sharing presentation or formatting application, deploying or exploiting review, revision or evolution of

knowledge


IT-Tools Document

Management E-Mail CSCW Search Data Mining List-Server Multi-Point-

Videoconference News-Channel /

News-Feed Application

Sharing Social Software etc.

Human- & Structure-oriented Tools

Mentoring Open Space Job Rotation,

Job Enlargement

Career Planning Team

Development Simulation

Games Future Search

Conference etc.

Choosing technology / human-centered instruments: A simplified process

Identify influences / context

Addressing barriers– Is it a persistent barrier– If not: awareness / accompanying activities are more

useful– For persisting barriers: Consider appropriate tools (e.g.

knowledge cockpit to see knowledge development for barrier “lack of understanding knowledge sharing benefits)

Addressing knowledge goals– Identify candidate instruments– Identify accompanying activities

Integrate processes / activities

Plan roll out / deployment

Validate process – context – instrument impact

Validate, refine, improve…

Social Software for Knowledge Management

Knowledge Management Tasks creation, building, anticipation or

generation acquisition, appropriation or adoption identification, capture, articulation or

extraction collection, gathering or accumulation (legally) securing conversion organization, linking and embedding formalization storage refinement or development distribution, diffusion, transfer or sharing presentation or formatting application, deploying or exploiting review, revision or evolution of

knowledge


?

Social Software – possibilities and limitations

Knowledge Management – where are we now?

Impressions and strategies

Social Software in KM

Social Software for KM: Contents

Social Software

“Social Software enables an interactive way of collaboration, managing content and connecting to online networks with other people. It supports the desire of users to be pulled into groups in order to achieve their personal

goals” (Wever, Mechant, Veevaete & Hauttekeete 2007)

4 Cs of Social Software (Cook 2008)

Social Software

Barriers Social Software


… 119 barriers from the literature

Barriers

Very much discussed at the moment

Same barriers discussed under different terminology

(Social Software, Social Media etc.)

Related to knowledge sharing, group collaboration etc.

Higher Education, Business and IT, B2B…

At the moment trying to recognize relevant barriers. No clear context-aware understanding of the biggest problems

Social Software

Financial (resources, time)

Social Software

Management/Coordination/supportTechnology fit

Organizational cultureSocial

Relational, knowledge sharing, skills, cognitive, background, preferences

TechnicalAvailability, Interoperability, Functionality, Usability, conceptual, privacy/security, misuse

Quality Legal (IPR, copyright)

Barriers

Social Software in Knowledge Management

Individuals, process/culture, technology

In many cases generalizing the purpose of Social Software/media unnecessarily

E.g. “social media is essentially a social networking site, with subscribing”

Support of Social Software for different levels of KM: Knowledge evolution, knowledge use/reuse, knowledge sharing/transfer

Not to replace but to support?

Are we discussing a specific service

or about the web in general?

http://radar.oreilly.com/2011/03/knowledge-management-social-media.html

“it’s the interaction with customers that social media provides”

http://phoneboy.com/2535/knowledge-management-and-social-media


http://radar.oreilly.com/2011/03/knowledge-management-social-media.html

http://phoneboy.com/2535/knowledge-management-and-social-media

http://www.jeffhester.net/2011/02/22/social-media-and-knowledge-management/

Social networking as awareness support for Knowledge Management (Groth 2002)


http://www.jeffhester.net/2011/02/22/social-media-and-knowledge-management/

Social Software

in KM

“Web as a platform”

“basis for social media”

Linked to Enterprise 2.0

Web 2.0

Web 2.0??

Social Software in internal collaboration

Different modes:

Reasons for selection: Easiness to use, availability, effortless

Strategies differ

Onyechi & Abeisinghe (2009)

internal

Between organizations

Open/closed

Between units…

Develop from scratch

Role

Use what we know from beforeSelection process/evaluation?

to supportto replace

“Enterprise Social Software”

-Business / Commercial usage

Should allow (McAfee 2006)

search (users, content)

links (groups, semantic content)

authoring (blogs, wikis etc.)

extensions (personalized recommendations

signals (subscribing to changes, RSS etc.)

Social Software

in KM Web 2.0

Enterprise 2.0

Collaboration

Awareness

Documentation

Customer engagement

Interaction with stakeholders

…

Social Software

in KM

Social Software in activities and tasksNot all tools are meant to support all knowledge steps/tasks

Identifying

Collection, modification, collaboration

Annotation

Sharing, awareness

Knowledge Management Tasks creation, building, anticipation or

generation acquisition, appropriation or

adoption identification, capture, articulation or

extraction collection, gathering or accumulation (legally) securing conversion organization, linking and embedding formalization storage refinement or development distribution, diffusion, transfer or

sharing presentation or formatting application, deploying or exploiting review, revision or evolution of

knowledge


Social Software Supporting processes

Process: Push Knowledge ID Category Process Description

KM process Push Knowledge Pushing knowledge to relevant audiences (within the organization)

Sub-processes/ aspects

• Training of Social networking use• Benefit workshop • Good practice reporting • Wiki entry• Notification

Objective • To activate knowledge flow by sharing relevant information• Identifying necessary channels to ensure awareness

Constraints • Informal / formal networks and communities • Barrier: Lack of conceptual understanding • Barrier: Technology fitness to task• Barrier: Unwilligness to share

Method • Awareness building activities / training •Relation of content and skill management • GP reporting

Systems • Social networking service (internal)• Wiki (closed)

Actors • Employee / staff member / knowledge carrier, IT support, manager

Adoption of web software infrastructure

or

Adoption of web software applications

Knowledge Management VS Web 2.0

Conceptual (humans are complex systems, utilize multiple channels

“Lighter tools go where larger KM systems often don’t”)

Principles (Web 2.0 principles and concepts very close to KM ones…. Except the centralization, control)

Functional abilities of tools and applications (Can be used as is/ creating tools from scratch, Web 2.0 tools have roots in KM tools)

Organizational culture (People used to Web 2.0 tools expect them

to be available)

Social Software in KM

Enterprise 2.0

Ajax

SOALight modules

Wiki Blogs Tagging

Socialnetworking

(Levy 2006)

From barriers to decisions

Utilizing barrier-knowledge for different purposes

KM projects

KM activities in general

Choosing/evaluating technologies for KM

Designing and developing technologies

Barrier-knowledge available for KM in general, for communication/collaboration, Global aspects, technology, content/information etc.

Who takes actions on these? Roles and responsibilities?

Identifying and utilizing barrier-knowledge (technology, global KM)

Crucial in KM projects (in requirements analysis to execution)

Knowledge phases carried out according to project life cycle (Beiryaei and Vaghefi 2010)

Knowledge phases

Project life cycle

KM activities & instrumentsBarrier-knowledge

(Maier and Remus 2003)

Barrier-knowledge Processes

Knowledge management starter

Potential case for recognizing and analyzing barriers

Initiation of KM in an organization, potentiality, awareness, barriers and knowledge gaps

Barrier-knowledge

Support in selection of technologies

Recognizing the barriers crucial for decision process– Differences in usage of Social Software (networking,

collaborative work etc.)

Criteria to evaluate against must be clear (needs)– How do you identify– Preferences, interoperability, security etc.

Reacting vs. proacting– Changing traditions and tools after the damage is done?– Clear conceptual understanding before technologies are

introduced to the organization?

Evaluating technologies

Different tools, different criteria

Context-dependent

Approaches vary from formal to informal

Applied by an expert, consultant

Applied by IT department, manager,

assigned person/ group

Pirkkalainen (2010)

Evaluation framework 1/2

Evaluation framework 2/2

Evaluation (step 2) - fitness of the functionality to the processes – the functionality of tool is compared to the processes

Awareness of

contents

Awareness of

people

Communi-

cation

Collabora-tion

Collabora-tors

Sharing

Processes

The criteria for the reasoning consists of four options (tool is necessary for the process (++), tool is recommended but not crucial (+), tool is not relevant but possible (-) or tool is not usable in the certain process (--)) that show the possibility to use the tool in that setting.

Process improvementID Category Process Description

KM process

Continuous process improvement

Selection of Social Software for KM support


• Evaluation of technologies• Needs analysis• State of the art analysis

Objective • complement or replace existing ICT support for KM with Social Software tools

Constraints • Organizational culture, existing practices• Barriers: Conceptual understanding, Preferences, fitness to task, privacy/ security

Method • Requirements gathering• External consulting support

Systems • Decision support systems• Social Software

Actors • managers, employees, consultants, IT support (infrastructure, interoperability)

Creating technologies

What are the needs? Could existing tools be utilized? Any software packages (open source) available? How to integrate to existing systems…

How to ensure that users are part of the design process?

Key users, preferences, cultural distance

Wide variety of aspects /influences to be taken in to account. Recognizing barriers crucial for the analysis

Development as a part of planning

Kucza (2001)

Process: Designing technologyID Category Process Description

KM process/Determination of infrastructure

Design and development

Developing Social Software for KM support


• Needs /requirements analysis• Implementation• Testing• Evaluation

Objective • Developing Social Software for KM support

Constraints • Which designing method to use• How to ensure organizational take up• Barriers: Conceptual, fitness to task, cultural distance, information flows…

Method • Planning sessions• Negotiation talks with staff / managers

Systems • Workflow, task management systems• Social Software

Actors • project leader, manager, employees, IT support

Thank You


Assessment


... reaching a self defined goal!

What is success?

http://commons.wikimedia.org

The Challenge

How to measure KM success– Business Perspective (Quality, Performance, Customers, …)– Knowledge Perspective (Organizational, Individual)

Which are entities to measure– Intellectual capital– KM resources– Career development– User / customer satisfaction– Project success– And many more…

Success at Business Level

Success in Knowledge Management (North, 2008)

Time

savingQuality

improvementsincreasingrevenues

Cost

reduction

Success at KM Level

Internal communication

Develoing competences /Knowledge capital

User Satisfaction

Knowledge-transfer

Internal Transparency

Enterprise culture

establishing Communities

Documentation of„best-practices“

Optimizing knowledge intensive processes

?

Reuse of Knowledge

? Information quality

System use

Quality of internal KM support processes

Training

System quality

Some studies as a starting point

Starting points– Barriers– Success factors– Assessment of those: Are success factors measurable?

Were they measured in the corresponding research work

Studies on KM Success Factors

Definition of Success:“KM success is a multidimensional concept. It is defined by

• capturing the right knowledge,• getting the right knowledge to • the right user, • and using this knowledge to improve organizational and/or

individual performance. KM success is measured using the dimensions of impact on business processes, strategy, leadership, efficiency and effectiveness of KM processes, efficiency and effectiveness of the KM system, organizational culture, and knowledge content.” (Jennex et al. 2007)

Critics: no validated understanding of KM success inferences on business performance are not measureable

Studies on KM Success Factors

Dimension Core barrier/success factor

A. Individual 1. Top management support

2. Communications

3. Personal development

4. Personality

B. Organisation 5. Target system

7. Architecture of the KM processes

8. KM processes

9. Delegation and participation

9. Employee motivation

10. Social networks and relationships

C. Technology 11. Information and communications technology

12. Systems quality

13. Content of KM systems

D. Culture 14. Enterprise culture conducive to fostering knowledge

E. Environment of the enterprise 15. External conditions

F. Institutionalised KM 16. Knowledge base and knowledge collection

17. Application of knowledge

Merged list of indicatorsA Assessment of KM as an enterprise internal

service and interdisciplinary support function1. Institutionalised KM2. History of support for KM3. Sufficient funding for KM activities4. Communication of KM strategies and targets5. Linkage/relationships of KM targets to the

strategic targets of the enterprise6. Clarity of accountability for KM at all levels

of the organisation7. Standardised, systemic knowledge

processes are defined8. Employees are engaged in knowledge

processes and participate in decisions9. Suitable and user-friendly KM information

technology is present10. Employees are motivated towards

knowledge transfer11. Knowledge quality is assured through good

quality management processes12. KM activities are regularly benchmarked

internally and externally

B Assessment of the individual working context with regard to the availability of required knowledge and information

13. Free time to engage in KM activities14. Access to new knowledge, exchange of

know-ledge in the network is sufficiently possible

15. Sufficient qualifications for interaction with technology of KM activities

16. Sufficient qualifications for interaction with knowledge sharing activities

17. Awareness/understanding of the utility of KM

18. Adequate empowerment for employees to undertake KM activities

19. Integration of knowledge activities into essential work processes

20. Shared vision with the enterprise21. Motivation for knowledge sharing, e.g.

through quickly visible success, suggestion schemes

22. Direct communication and knowledge exchange for collaborative problem solving

23. Lack of acknowledgement of knowledge emanating from lower organisational ranks

24. Tolerance for learning from mistakes25. Culture of mutual trust and knowledge

sharing

How to assess success?

Main goals– Measuring the success of KM– Understanding the relation of KM and Business Success– Understanding and assessing the organization’s KM

situation

Methods– Intellectual capital statement– Benchmarking– Metrics and Indicators– Balanced Score Card approaches– Quality Assessment– Self assessment– …

Intellectual Capital (Bukh, Larsen & Mouritsen, 2001)

Knowledge and knowing capability of an organisation, intellectual community, or professional practice

Intellectual Capital (Bukh, Larsen & Mouritsen, 2001)

Different aspects, mainly intangible assets

Human vs structural capital

Again: how to measure it…– Some metrics following…

Intellectual Capital Metrics: ICM Group Study (Bose, 2004)

Intellectual Capital Metrics: Roos’ Study (Bose, 2004)

Metrics: Universal Intellectual Capital Report (Bose, 2004)

Intellectual Capital: SummaryA variety of knowledge related aspects discussed

Not all aspects are related to KM

Selection and decision process– How to choose appropriate metrics?– How to embed metrics in a decision process (e.g. balanced

score card)?– How to relate a KM activity with metrics?

Many approaches cannot be applied for KM project success

No understanding / relation of business and KM success

Lack of global / inter-organizational components

However: Useful tool for developing individual assessment schemes (project- / context-dependent)

Measuring KM Success – The KnowMetrix Approach (Lehner, 2009)

Success Factors in KM-Projects• Knowledge-oriented culture

• Support by top management

• Economic benefit or cost influence

• Clear vision and terminology

• Motivational measures

• Technical and organizational infrastructure

• Low rate of change concerning the knowledge structure

• Multiple or redundant channels of information and knowledge exchange

Approach – Assessment of success factors– Priorization: Importance & performance– Usage to understand status (a priori) and KM success (ex-post)

Difficulties in measuring KM success or impacts

1.Availability of valid and reliable measurement instruments

2.Interpretation problems – what do numbers, figures really

mean?

3.Time-lag between interventions and impacts

4.Causal chains not analysed so far

5. What is intended at all? (operationalising success)

Measuring KM Success – The KnowMetrix Approach

KnowMetrix FactorsTop Management Support

Communication

HR Development

Personality

Target System

Organizational Structure

Delegation / participation

Motivation

Social networks

ICT systems

KMS Contents

Organizational culture

External factors

Knowledge identification

Knowledge usage


For each indicator

Priority / Importance irelevant very important

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

PerformanceNot sufficient excellent

Not sufficient excellentOverall success

For KM in total

• presentation of the method as well as time schedules

• adaption of the list of indicators to the specific situation

• preparing the questionnaire

• selecting employees

• data collection

• analysing results

• presentation results and measures

Procedure


• General / overall assessment of KM performance and employee satisfaction

• Assessment of performance indicators

• Importance of the single factors (coherent view

between groups?)

• Comparison of performance and significance

• Comparison of differences between performance and

significance

• Calculated success based upon formulas

Analysing Results



28,57%

52,38%

9,52%

9,52%

Research and DevelopmentProfessional ServicesPresalesProduct management

The company was founded in 1997 and develops software-solutions for the management of product information (PIM) as well as the output channels online, print and stationary point of sale (POS). The software company employs altogether about 90 staff members, about 60 of these in Munich. Apart from the head quarters, the company has further branches in the United Kingdom, the Netherlands, Switzerland, Austria, Sweden, Poland and the USA.

Example: application of KnowMetrix in a software company


Overall satisfaction with KM services

0

3

5

9

12

11

2

1 2 3 4 5 6 7


Overall satisfaction with KM services

5,25

4,50

3,75

5,00

1,00

2,00

3,00

4,00

5,00

6,00

7,00

Research andDevelopment

Professional Services Presales Product management


Comparing importance and performance values of the indicatorsContrasting importance and performance values in a matrix


Contrasting importance and performance values in a matrix

Characteristics of the CSF method

• Holistic view of success

• Based on a pre-defined list of indicators

• flexible, easy to understand (visualisation of results and

findings)

• Low effort

• Easy to repeat

• Focused on the specific situation of an organisation


Summary

Feasible approach for reliable and quick assessment

Different usage scenarios (KM status, project success)

Lack of global aspects

Open questions– Which factor acts as a success factor and which as a barrier factor?

– Which factors known until now, really influence knowledge management on a personnel level?

– Testing validity and reliability of KnowMetrix

– Development of a standardised catalogue of indicators and influence factors (resp. success factors)

– Software tool for automated analysis

Addressing global aspects

No pre-defined criteria catalogues

Aspects– Project success (e.g. communication breakdowns,

interrupted projects)– Social capital, interorganizational knowledge exchange

Methods– Metric selection depending on barriers and success factors

(e.g. extending Lehner’s KnowMetrix)– Mixed approaches of external / internal assessment

Social capital across organizations (Inkpen & Tsang, 2005)

GKMF Sample Metrics (Pawlowski & Bick, 2011)

KnowledgeMeasurement of knowledge and

core processes

Acceptance of knowledge management systems (KMS) Usability / usefulness of KMS Knowledge assets (number, usefulness, complexity, …) Knowledge sharing (number of knowledge elements, motivation, know Knowledge utilization (usage of knowledge elements, number of users

per element, perceived usefulness, …)

KM Project success

Success of specific KM

projects

Project awareness and commitment Project usefulness KM effectiveness KM process capabilities KM infrastructure capabilities Job performance

Intellectual capital

General knowledge-related

metrics of an organization

Human capital / knowledge development (no. of employees, employee turnover, profits / employee, motivation, satisfaction, …)

Customer benefits (rating, sales / customer, satisfaction, length of customer relationship, response time, …)

Structural capital (expense / revenues, errors / order, quality performance, …)

Financial focus (assets / employee, revenues per new business operation, value added / employee, return on education, …)

Process improvement (process timing, knowledge process time / total process time, …)

Innovation (number of patents, improvement of product renewal, …)

Global Aspects

International aspects

See extra slides

Global KM metricsDerived from sample barriers and success factors (GKMF, Pawlowski & Bick, 2011)

Global aspectsMeasuring

international aspects

Strategic partnerships / collaborations

Communication intensity Coordination activities, coordination

breakdowns Escalation procedures Management meetings Improvement of global competences Cultural awareness and sensitivity Team understanding, team

awareness Imitations …

Assessment Step by Step

Starting point: Assessing barriers & success factors (e.g. using KnowMetrics)

Develop assessment scheme– Focus on important aspects (critical processes / knowledge / barriers)!– Method (e.g. BSC, survey, self-assessment)– Aspects (Barriers, knowledge, project success, intellectual / social

capital, global aspects)– If applicable: choose & design metrics– Develop instrument (e.g. questionnaires, tools, …)– For analyzing relations and in-depth understanding of those:

qualitative methods, e.g. expert interviews– Embed instrument as / with interventions– Define schedule

Perform continuous analysis

Share results on different aggregation level (e.g. KPI for management, qualitative analysis for managers)

Evaluate assessment (did we measure what we intended to measure)

Summary

Variety of methods, measures, metrics

Levels of assessment, in particular– Overall performance– Project success – Knowledge development

Focus on important aspects – Critical processes– Critical knowledge– Main barriers

Careful instrument selection– What is the intended use of an instrument?– Combine quantitative (e.g. metrics) and qualitative (e.g.,

interviews) methods

No one-fits-all instrument, especially for global aspects

Reflect on the usefulness and efforts of the instruments

Contact Information



global knowledge management_pawlowski_2012

Education

global knowledge management

knowledge managementsystems

business information

business process management

global successglobal

work markus bick

papers questions

commercial course