Knowledge Management Notes for DSS

1
Knowledge Management Notes for DSS

• SOM 485
• September 2007
• Abe Feinberg

2
KM USES

• Decision Making
• Planning/Strategies
• Innovation
• Design
• Competition
• Product/Process Design
• Customer Relations
• Education

3
Dalkir Chapter 1Introduction

• Organization in the knowledge age learns,
  remembers and acts.
• KM initially defined as the process of applying a
  systematic approach to the capture, structure,
  management and dissemination of knowledge
  throughout the organization for spped, reuse best
  practices and reduce costly rework.
• Add value through reuse and innovation

4
Dalkir Chapter 1 IntroductionSome KM Objectives,
etc.

• Smooth Transitions and Minimization of K loss for
  Quits, Transfers and Retirements
• Identify critical resources and K areas
• Build up a toolkit of methods to stem k losses
• Interdisciplinary Nature of KM
• Tacit vs. Explicit K
• Levels of Intellectual Capital
  Strategic-Tactical-Operational

5
Dalkir Chapter 1 IntroductionWhy KM is Important

• Globalization of business
• Leaner Organizations
• Corporate Amnesia
• Technological Advances

6
Dalkir Chapter 2 KM Cycle

• 6 views of the cycle
• Wiig Create, Source, Compile, Transform,
  Disseminate, Apply, and Realize Value (Build,
  Hold, Pool, Apply)
• Bukowitz and Williams Get, Use, Learn,
  Contribute, Assess, Build/Sustain and DIVEST
• Meyer and Zack Acquire, Refine, Store,
  Distribute and Present
• Strategic Implication Retain and Share K

7
Dalkir Chapter 4Knowledge Capture Codification

• Known-Unknown Matrix Danger is in the Lower
  Right Corner Dont Know that we Dont Know
• Capturing Tacit Knowledge interviews, surveys,
  questionnaires, observation, or simulation.
• Storytelling IBM and Xerox
• Templates Learning History p.92 and K
  Acquisition Session p, 95
• Decision Trees see p. 99
• Key point is that the more tacit K is, the more
  valuable it is

8
Dalkir Ch. 5K sharing and CoPs

• K Sharing follows Acquisition and Codification
• Social Network Analysis (SNA) is used to identify
  connections with direction and volumes p. 117
  Fig. 5-3
• CoP Types include Member to Member Content,
  Member to Member Interaction, Events and Outreach
  p.125
• CoP Roles include visitors, novices, regulars,
  leaders and elders

9
Dalkir Ch. 5K sharing and CoPs

• Best Practices begin with a good idea, then good
  practice, then local best practice and finally
  industry best practice or benchmark
• K Sharing increases Human Capital
• Sharing benefits include standardization,
  avoiding mistakes, leveraging best practices,
  reducing time to achievement, building
  reputation, and improving strategic capabilities

10
Hislop Ch. 4 Motivating Knowledge Sharing

• Conflict
• Status
• Equity Fairness
• Trust
• Organizational Commitment/Culture
• Reward/ Recognition
• Visibility to Top Management

11
Hislop Ch. 5 Communities of Practice

• Objective
• Focus of efforts
• Membership
• Governance
• ______
• External system
• Time Frame

• Internally Negotiated
• Collective Practice/K
• Voluntary
• Consensually Negotiated
• Self Managed
• Indefinite

12
Hislop Ch. 6Intercommunity K Processes

• Limits include Cultural Differences
• Systems of Measure English vs. Metric
• Trust and Social Relations
• Private vs. Public Sector (CPM vs. PERT)
• Inter-organizational Relations are Key
• Link at the Top is Critical for Success

13
Hislop Ch.7Power, Conflict and K Processes

• Conflict, Power and Politics p. 91
  Weberian-based
• Traditional (automatic)
• Affective (emotion shaped)
• Value Rational (action oriented to values)
• Calculative (Instrumental rationality)

14
Hislop Ch.7-Power

• Power properties of Knowledge
• Scarcity
• Satisfy wants/needs
• Shortage of alternatives

15
Hislop Ch.7Power Resources

• Physical
• Economic
• Administrative K
• Technical K
• Normative (Individual Beliefs and Values)

16
Coakes Primer

• What is Knowledge?
• Acquaintance with facts, truths or principles
• Familiarity or conversance with a topic
• State of knowing/perception
• Body of facts and truths accumulated over time
• enlightenment

17
Coakes Primer 2

• Web of Relationships View
• Explicit vs Tacit Knowledge
• Explicit documented, archived or codified
• Tacit application of multiple intelligences
• Start with web of social and cultural relations
  within the organization

18
Coakes Primer 3

• What is the KM Payoff?
• Faster decisions, improved efficiency and
  effectiveness, develop innovative products and
  services, and ultimately improve the
  organizations revenues and profit
• Improve the organizations longevity and chance
  of survival

19
Coakes Primer 4 Successes

• Sieloff on p. 419 cites HP Success with key of
  encouraging innovation and sharing of knowledge
  throughout the company
• Newell et al. cite linkage of KM and ERP systems
  that were simultaneously deployed, the key was
  complementarity of the two systems
• Pfeffer et al. p. 421 state that KM works best
  when K generators also store, explain, and coach
  others through implementation

20
Coakes Primer 5Failures

• Venture Capital Startups
• Management is Critical
• Chance of Success is Critical Too
• Need Specific Objectives, Focus on Strategic
  Priorities, and Top Management Involvement
• Personal Experiences
• Digital Audio
• Decision Analysis Software
• Cell Life Extension

21
Coakes Primer 66 Traits of Successful CoPs (p.
423)

• Clear business value proposition
• Dedicated Skilled Leader
• Coherent, Comprehensive K-Map for Core
• Easy-to Follow K sharing
• Appropriate Technology to Facilitate Sharing
• Communication and Training Plans for those
  Outside of the CoP

22
Coakes Primer 64 More Traits of Successful CoPs
(p. 423)

• Update, Dynamic Roster of CoP Members
• Key Metrics of Success to Show Results
• Recognition Plan for Participants
• Agenda of topics for Early Months of Existence

23
Coakes Primer 7K Culture (Chait article p. 431)

• Valuing Knowledge and Placing it at the
  Customers Disposal
• Democratizing Knowledge by De-linking it from
  Individuals
• Valuing Diversity by recognizing no age,
  experience, race or gender hegemony
• Accepting a new role for Management
• Focusing on the knowledge grid (see p. 79 in
  Dalkir)

24
KM Tools Dalkir Chapter 8Technology
Classifications (Rollet)

• Communication
• Content Creation
• Adaptation
• Personal Tools
• Networking

• Collaboration
• Content Management
• E-Learning
• Artificial Intelligence

25
KM Tools Dalkir Chapter 8Major Tools
Technologies p. 220

• K Creation and Capture
• K Sharing and Dissemination
• K Acquisition and Application
• Content Management
• Networking Technologies
• Artificial Intelligence Technologies

26
KM Tools Dalkir Chapter 8More Tools

• Data Mining
• Blogs
• Groupware and Collaboration
• Wikis
• Networking
• Filtering (p. 237)
• Adaptive Techologies
• Mercedes Benz assistance Center p.242

27
KM Tools Hislop Chapter 8Info. Comm. Techs.
(ICTs)

• ICT Applications
• Search Search
• Create e.g., CAD
• Utilize Decision Support Systems
• Share Intrranets, e-mail
• Integrate Groupware

28
KM Tools Hislop Chapter 8Concerns re
Objectivist View

• Codification of Tacit Knowledge
• Are Tacit and Explicit K Inseparable
• Fragmentation of the Organization
• Contect dependence of K
• Ability to Collect K Centrally

29
KM Tools Hislop Chapter 8 p. 113 Communications
Media Characteristics

• Face-to-Face Interaction
• Video Conferencing Plus File Sharing
• Telephone
• E-Mail

30
References

• Coakes,Elayne, Knowledge Management-A Primer,
  Communications of the Association for Information
  Systems, Vol. 4, 2004, pp. 406-489.
• Dalkir, Kimiz, (2005), Knowledge Management in
  Theory and in Practice, Elsevier Butterworth
  Heinemann, ISBN 0-7506-7864-X.
• Hislop, Donald, (2005), Knowledge Management in
  Organizations - A Critical Introduction, First
  Edition, Oxford University Press, ISBN
  0-19-926206-3.