the intranet as actor: the role of the intranet in knowledge sharing
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Hazel Hall's paper presented to the International workshop on understanding sociotechnical action, Edinburgh, 3-4 June 2004. The manuscript for the published version of this paper is available from http://drhazelhall.files.wordpress.com/2013/01/2004_hall_sociotech_edin.pdf. The material presented here draws on the findings of Hazel Hall's doctoral research, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/TRANSCRIPT
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The intranet as actor: the role of the intranet in knowledge sharing
Presented byHazel HallSenior LecturerSchool of ComputingNapier University, Edinburgh
[email protected]://www.bim.napier.ac.uk/~hazel/esis/hazel.html
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The intranet as actor: the role of the intranet in knowledge sharing
Intranets in large, information-intensive organisations
– are useful– are used– are “successful”
… but often fail to deliver on exactly what is expected of them
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The intranet as actor: the role of the intranet in knowledge sharing
Recent work
– identifies that companies implement sub-optimal systems– make suggestions on how to avoid this
e.g. Huysman & De Wit (2002)
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The intranet as actor: the role of the intranet in knowledge sharing
Previous work
– numerous difficulties of introducing new technologies into large, distributed firms
– specific problems with changing established work practice related to knowledge sharing
• staff pre-occupied with billable client work• staff reluctant to share “currency” for future career success
Orlikowski (1996)
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The intranet as actor: the role of the intranet in knowledge sharing
Early work
– operation and enhancement of computer implementations are compromised by complexities of shifting social and technical relationships
Kling & Scacchi (1982)
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The intranet as actor: the role of the intranet in knowledge sharing
This work
– sociotechnical analysis of knowledge sharing practice in large, distributed, case study organisation
– develops subject of ICTs and knowledge sharing– clarifies the (multiple) role(s) of the intranet in knowledge
sharing – highlights issues of status and power– demonstrates importance of research approach in the
generation of findings
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The intranet as actor: the role of the intranet in knowledge sharing
1995 2000 20011999199819971996
Intranet adoption Formalisation of KM Doubt
1 2 3
Phase 1UK - demo national intranet created 1995, formal trial 1996, “live” 1996Global - global intranet initiated 1997
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The intranet as actor: the role of the intranet in knowledge sharing
1995 2000 20011999199819971996
Intranet adoption Formalisation of KM Doubt
1 2 3
Phase 2UK - larger centralised KM function, corporate briefing, KM staff appointed across businessGlobal - launch of global intranet
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The intranet as actor: the role of the intranet in knowledge sharing
2001
Doubt
3
200019991998
Formalisation of KM
2
1995 19971996
Intranet adoption
1
Phase 3Intranets - integration plans abandoned, global system becomes portalKM - budget cuts, US KM function to close, career anxieties, knowledge sharing concerns expressed at highest levels
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The intranet as actor: the role of the intranet in knowledge sharing
1995 2000 20011999199819971996
Intranet adoption Formalisation of KM Doubt
1 2 3
Plans - corporate documentation on policyPractice - corporate documentation on implementation
Supplemented with interview data from KM directorate staff
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The intranet as actor: the role of the intranet in knowledge sharing
1995 2000 20011999199819971996
Intranet adoption Formalisation of KM Doubt
1 2 3
Additional source on practice -interview data from KM staff
Plans - as for 1995-2000Practice - as for 1995-2000
Supplemented with interview data as before
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The intranet as actor: the role of the intranet in knowledge sharing
2001
Doubt
3
200019991998
Formalisation of KM
2
1995 19971996
Intranet adoption
1
Awareness Entry Fieldwork
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The intranet as actor: the role of the intranet in knowledge sharing
Data collected
Sources
100+ documents
Formal interviews with 3 members of KM Directorate, plus ad hoc queries
20 in-depth interviews with KM staff
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The intranet as actor: the role of the intranet in knowledge sharing
Date Data Source8 November 2001 Functionality – technical
Slow loading of UK intranet pages: load time of 12seconds unacceptable.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Functionality – technicalDiscussion forums: Internal Communicationsreviewing documentation and issues of discussionforums.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Functionality – technicalNimda virus: disruption caused by Nimda virusdiscussed.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Content – externalFactiva: Factiva available from 30 November 2001.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Content – externalInvestext: desktop access to Investext launched 9November 2001.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Policy – games“It was agreed that protocols should not permitgames on websites”
(Intranet editorial panel, 2001,November 8)
8 November 2001 History – investmentBudget cut impact on projects – examples: ICT workon client directory and FTSE 350+ version 2 startedin 1999/2000 was at a standstill by March 2001 dueto budget cuts.
(Intranet editorial panel, 2001,November 8)
12 November 2001 Uptake – statsRecord hits to UK intranet: 8282 on Monday 12November.
(UK Knowledge Management Group,2001, December 21)
22 November 2001 Content – internalMiddle market site: launch to occur soon.
(UK Knowledge Management Group,2001, November 22)
23 November 2001 Functionality – technicalVerity: launch of tools to improve search capability onUK intranet.
(UK Knowledge Management Group,2001, November 22)
December 2001 Policy – e-discussionsProtocols and best practice for e-discussionspublished.
(UK Knowledge Management Group,2001, December-a)
December 2001 History – national intranetsNational intranets established for Canada and HongKong.
(UK Knowledge Management Group,2001, December-b)
December 2001 Uptake – stats14% up on December 2000.
(UK Knowledge Management Group,2002, January)
Sample extract of coded notes from company documentation
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The intranet as actor: the role of the intranet in knowledge sharing
Date Data Source8 November 2001 Functionality – technical
Slow loading of UK intranet pages: load time of 12seconds unacceptable.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Functionality – technicalDiscussion forums: Internal Communicationsreviewing documentation and issues of discussionforums.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Functionality – technicalNimda virus: disruption caused by Nimda virusdiscussed.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Content – externalFactiva: Factiva available from 30 November 2001.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Content – externalInvestext: desktop access to Investext launched 9November 2001.
(Intranet editorial panel, 2001,November 8)
8 November 2001 Policy – games“It was agreed that protocols should not permitgames on websites”
(Intranet editorial panel, 2001,November 8)
8 November 2001 History – investmentBudget cut impact on projects – examples: ICT workon client directory and FTSE 350+ version 2 startedin 1999/2000 was at a standstill by March 2001 dueto budget cuts.
(Intranet editorial panel, 2001,November 8)
12 November 2001 Uptake – statsRecord hits to UK intranet: 8282 on Monday 12November.
(UK Knowledge Management Group,2001, December 21)
22 November 2001 Content – internalMiddle market site: launch to occur soon.
(UK Knowledge Management Group,2001, November 22)
23 November 2001 Functionality – technicalVerity: launch of tools to improve search capability onUK intranet.
(UK Knowledge Management Group,2001, November 22)
December 2001 Policy – e-discussionsProtocols and best practice for e-discussionspublished.
(UK Knowledge Management Group,2001, December-a)
December 2001 History – national intranetsNational intranets established for Canada and HongKong.
(UK Knowledge Management Group,2001, December-b)
December 2001 Uptake – stats14% up on December 2000.
(UK Knowledge Management Group,2002, January)
Date of “event”
Code category
Data coded
Source of data
Sample extract of coded notes from company documentation
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The intranet as actor: the role of the intranet in knowledge sharing
H: Who controls 422 the Intranet content, is it 423 controlled by you in XX … rather than 424 from the centre, from the KM group …? 425
#-CONTROL $-RELS KMGP: Well, in terms of what tools and what 427 -#-$ facilities are made available to us, 428 | | that's obviously controlled by the 429 | | central group. But in terms of the XX 430 |-$ content and the XX presence, that's 431 | entirely controlled by me … simply 432 | because it wouldn't be relevant to go 433 | through a central group. 434 -#
H: Yeh, OK. You've told me about 436#-INT BUY-IN ownership. How … it sounds as if 437 -# you've got really good buy-in from 438 | your own set of people … 439 | |P: Absolutely. 441 -#
#-INT BUY-INH: What about the Intranet as a whole in 443 -# the UK? What are your perceptions of 444 | buy-in there? 445 | |$-KM SPONSP: I think it varies. I mean, I'm very 447 -#-$ fortunate in that I report into the 448 | KM partner, who's also one of the 449 | senior partners … 450 -$
H: Which, who …? 452
Sample of interview transcript coded up with the use of The Ethnograph
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The intranet as actor: the role of the intranet in knowledge sharing
H: Who controls 422 the Intranet content, is it 423 controlled by you in XX … rather than 424 from the centre, from the KM group …? 425
#-CONTROL $-RELS KMGP: Well, in terms of what tools and what 427 -#-$ facilities are made available to us, 428 | | that's obviously controlled by the 429 | | central group. But in terms of the XX 430 |-$ content and the XX presence, that's 431 | entirely controlled by me … simply 432 | because it wouldn't be relevant to go 433 | through a central group. 434 -#
H: Yeh, OK. You've told me about 436#-INT BUY-IN ownership. How … it sounds as if 437 -# you've got really good buy-in from 438 | your own set of people … 439 | |P: Absolutely. 441 -#
#-INT BUY-INH: What about the Intranet as a whole in 443 -# the UK? What are your perceptions of 444 | buy-in there? 445 | |$-KM SPONSP: I think it varies. I mean, I'm very 447 -#-$ fortunate in that I report into the 448 | KM partner, who's also one of the 449 | senior partners … 450 -$
H: Which, who …? 452
Sample of interview transcript coded up with the use of The Ethnograph
Speaker
CodeLine numbers
Data coded
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The intranet as actor: the role of the intranet in knowledge sharing
Data collected
Data analysed into findings
Web model (Kling & Scacchi, 1982)
Four conceptual elements
1. Lines of work and going concerns2. Production lattice3. Infrastructure4. Macrostructure
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The intranet as actor: the role of the intranet in knowledge sharing
Lines of workGoing concerns
- Overview of KM staff roles
- KM and intranet responsibilities
- IM as KM- Intranet as KM- Multi-channel
knowledge sharing- Systems subversion- Status
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The intranet as actor: the role of the intranet in knowledge sharing
Production lattice, infrastructure & macrostructure
- Overview of KM at firm
- KM and intranet staffing plans- Intranet implementation plans - Knowledge sharing plans
- Staff roles in practice- Actual intranet development- Actual knowledge sharing practice
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The intranet as actor: the role of the intranet in knowledge sharing
Lines of workGoing concerns
- Overview of KM staff roles
- KM and intranet responsibilities
- IM as KM- Intranet as KM- Multi-channel
knowledge sharing- Systems subversion- Status
Production lattice, infrastructure & macrostructure
- Overview of KM at firm
- KM and intranet staffing plans- Intranet implementation plans - Knowledge sharing plans
- Staff roles in practice- Actual intranet development- Actual knowledge sharing practice
Interview data Documentation data
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The intranet as actor: the role of the intranet in knowledge sharing
Data collected
Data analysed into findings
Findings reframed
Actor-network theory
Three episodes
1. 1995/19962. 19983. 2001
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The intranet as actor: the role of the intranet in knowledge sharing
1995/1996Policy documentation
KM as a concept IM specialistPartner
Prototype intranet
Technology enthusiast
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The intranet as actor: the role of the intranet in knowledge sharing
Policy documentation
Web specialist
1998
Partner
KM as a conceptIM/KM specialistKM staff (centre)
Intranet
Technology enthusiast
KM staff (business)
Non-KM staff (business)
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The intranet as actor: the role of the intranet in knowledge sharing
Intranet
KM as a conceptIM/KM specialist
Web specialist
2001Policy documentation
Partner
KM staff (centre)
KM staff (business)
Non-KM staff (business)
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The intranet as actor: the role of the intranet in knowledge sharing
Data collected
Data analysed into findings
Findings reframed
Research output
7 roles
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The intranet as actor: the role of the intranet in knowledge sharing
7 roles of the intranet
1. Furnish individuals with special projects2. Demonstrate status3. Connect people for the purposes of knowledge sharing4. Focus corporate attention on knowledge sharing 5. Inhibit knowledge sharing6. Provide career direction7. Measure engagement with KM initiatives
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The intranet as actor: the role of the intranet in knowledge sharing
7 roles of the intranet - some intended by firm
1. Furnish individuals with special projects2. Demonstrate status3. Connect people for the purposes of knowledge sharing4. Focus corporate attention on knowledge sharing5. Inhibit knowledge sharing6. Provide career direction7. Measure engagement with KM initiatives
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The intranet as actor: the role of the intranet in knowledge sharing
7 roles of the intranet - some tie to previous research
1. Furnish individuals with special projects2. Demonstrate status3. Connect people for the purposes of knowledge sharing4. Focus corporate attention on knowledge sharing 5. Inhibit knowledge sharing6. Provide career direction7. Measure engagement with KM initiatives
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The intranet as actor: the role of the intranet in knowledge sharing
7 roles of the intranet - some novel
1. Furnish individuals with special projects2. Demonstrate status3. Connect people for the purposes of knowledge sharing4. Focus corporate attention on knowledge sharing 5. Inhibit knowledge sharing6. Provide career direction7. Measure engagement with KM initiatives
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The intranet as actor: the role of the intranet in knowledge sharing
7 roles of the intranet
1. Furnish individuals with special projects2. Demonstrate status3. Connect people for the purposes of knowledge sharing4. Focus corporate attention on knowledge sharing 5. Inhibit knowledge sharing6. Provide career direction7. Measure engagement with KM initiatives
Power
PR - firm as innovator
Individual’s progress
Generate support for further work
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The intranet as actor: the role of the intranet in knowledge sharing
Accounting for multiple roles
Shared perceptions of appropriate technology use within specificenvironments differ.
For example - intranet deployed to demonstrate status of organisation, role determined internally for benefit of externalconstituency.
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The intranet as actor: the role of the intranet in knowledge sharing
Accounting for failure of system to deliver as anticipated
Actor power of those charged with the implementation– assigned by others– assigned to themselves
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The intranet as actor: the role of the intranet in knowledge sharing
Accounting for emergence of these findings
Consideration of wider environment in which system was situated - focus not on system per se
Academic sociotechnical study – not consultancy project looking for “solutions”– disregarded managerial “taboos”, e.g. nagging for content,
“culture” as umbrella excuse
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The intranet as actor: the role of the intranet in knowledge sharing
References
Huysman, M. & De Wit, D. (2002). Knowledge sharing in practice. London: Kluwer.
Kling, R. & Scacchi, W. (1982). The web of computing: computer technology as social organization. Advances in Computers, 21, 1-90.
Orlikowski, W. J. (1996). Learning from notes: organizational issues in groupware implementation. In R. Kling (Ed.), Computerization and controversy: value conflicts and social choices (2nd ed.).San Diego, CA: Academic Press.