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Title: - Research Proposals - Valuing Knowledge Management in Organizations


1
- Research Proposals -Valuing Knowledge
Management in Organizations
  • Alexandre Perrin, Junior PhD Student
  • CERAM Sophia Antipolis, European School of
    Management Nice, France
  • alexandre.perrin_at_ceram.fr www.alexandreperrin.co
    m

2
AGENDA
  • About me
  • About my research
  • About my thesis
  • About my articles
  • Discussion

3
1. About me
PROFESSIONAL
How can we value Knowledge Management practices
in our organization ?
LAFARGE
SIEMENS
LAFARGE
AMADEUS
Action-Research
2001
2002
2003
2004
2005
2006
ACADEMIC
Nantes Graduate School of Management Master in
Management
CERAM Sophia Antipolis Specialized Master in KM
PhD Grant EUDOKMA (European Doctoral on KM)
4
Knowledge Managementa technical issue ?
personal experienceNO ! KM is far more complex
and interesting
5
the reason for doing a PhD
  • Gap between theory and practice
  • Organizations have hard time valuing knowledge
    management effectively
  • Academic can help Business to value knowledge
    management
  • Lack of theoretical approach
  • Lack of operational methodology

6
AGENDA
  • About me
  • About my research
  • About my thesis
  • About my articles
  • Discussion

7
2. About my research
  • 2.1 Research environment
  • 2.2 Research questions
  • 2.3 Research methodology

8
2.1 Research environment everybody talks about
Knowledge !
Research
Research Framework The Knowledge Paradigm
Legal
Economy
Management
The Knowledge Economy
Knowledge Management
Intellectual Property
Practice Framework The Knowledge Based
Organization
Organization
Faced with a low return on investment from
technology and a lack of absorption from
employees, organizations live a false revolution
of information
Organizations can build a competitive advantage
by managing effectively information and knowledge
My problem How Valuing Knowledge Management ?
9
2.2 Research Questions
  • Theoretical Question What are the valuable
    dimensions of Knowledge Management practices ?
  • Empirical Question How can an organization value
    these practices ?
  • Methodological Question How can I build a model
    to value and monitor the increase of economical
    and organizational performance ?

My aim find scientific ways to value Knowledge
Management
10
2.3 Research Methodology
  • How Action Research Literature Review
  • Where Global French companies that have
    implemented a Knowledge Management Strategy
  • Amadeus in Sophia Antipolis Marketing
  • Lafarge in Paris Information Systems
  • What Longitudinal Case Study built on
    semi-structured interviews
  • Who Collaboration with Knowledge Manager and
    Business Units (10)
  • How long 18 months

11
AGENDA
  • About me
  • About my research
  • About my thesis
  • About my articles
  • Discussion

12
3. About my thesis
  • 3.1 The KM Framework
  • 3.1 Typology of Knowledge Management practices
  • 3.2 Typology of tools to monitor KM practices

13
3.1 The KM Framework
STRATEGY
CULTURE
TECHNOLOGY
ORGANISATION
14
3.2 Typology of KM practices
STRATEGY Knowledge Portfolio What kind of
knowledge the company manage? EXPLORATION VS
EXPLOITATION
CULTURE Knowledge Sharing How often do employees
collaborate? COLLABORATION VS RETENTION
TECHNOLOGY Knowledge Systems Are the information
tools blocking knowledge sharing? CODIFICATION
VS PERSONALISATION
ORGANISATION Learning Structure Are the employees
aware and supported? TOP DOWN VS BOTTOM-UP
15
3.3 Typology of tools to monitor KM practices
CULTURE Collaborative Climate Index STRATEGY StoryTelling Intangible Assets Monitor
ORGANISATION Maturity Models Cost Analysis TECHNOLOGY Usage Metrics Feedbacks
16
AGENDA
  • About me
  • About my research
  • About my thesis
  • About my articles
  • Discussion

17
4. About my articles
  • Article 1
  • Mc Gill J., Perrin A. et Vidal P. (2004) -
    Valuing Knowledge Management in Organizations,
    from theory to practice the case of Lafarge
    Group - 5th Conference on Organization Knowledge
    and Learning Capabilities (OKLC), Innsbruck,
    Austria
  • Article 2
  • Perrin A., Stanley T. et Rolland N. (2004) -
    Managing organizational networks and knowledge
    transfer in a global service company - 24th
    Annual International Conference of the Strategic
    Management Society (SMS), San Juan, Puerto Rico

18
Valuing Knowledge Management from theory to
practice, the Lafarge Case
  • Alexandre Perrin
  • Doctoral Student

Pascal Vidal Professor in IS
Jennifer McGill Knowledge Manager
19
Theoretical foundations
  • In the Knowledge Based View (KBV) of the firm,
    knowledge is recognized as a vital source of
    competitive advantage (Nonaka, 1994 Spender,
    1996 Grant, 2000)
  • Knowledge integration needs cooperation, but
    depends on coordination between individuals and
    knowledge they retained. The firm must manage the
    integration of discontinuous types of knowledge
    into a coherent organizational view (Spender,
    1996).
  • According to this academic field, leveraging
    knowledge leads to knowledge management
    strategies.

20
Issues raised by the case in the KBV
  1. What is the role of a knowledge manager ?
  2. How an organization defines a strategy to manage
    knowledge ?
  3. How an organization can value knowledge
    management ?

Case on DVD
21
The goal of a Knowledge Manager?
  • Put in place a knowledge sharing culture, which
    becomes a natural way of working in the
    organizationwithout the ongoing need of a
    Knowledge Manager.

Jennifer McGill, Lafarge Corporate Knowledge
Manager
22
Issue N1 The role of the Knowledge Manager
  • According to Earl (1999) CKOs have two principal
    design competencies they are technologists and
    environmentalists. They encourage and initiate
    investments in information technology as well as
    in the social environment.
  • A survey carried out in 92 firms show that
    organizations have shifted to the environmental
    side of Knowledge Management.

Knowledge Management Strategy 1998 2000 2002
Technological (codification) 72 66 33
Personalization (personal networks) 6 8 12
Socialization (communities of practice) 12 26 55
Rolland (2004)
23
Issue N2 The choice for a Knowledge Management
Strategy, the case of Lafarge
  • Lafarge has followed this trend while knowledge
    has been documented in the past thanks to a
    technological strategy, and the barriers to
    access in the international environment have been
    removed, the challenge today is to ensure
    contribution and use of this knowledge to improve
    business performance.
  • About Lafarge
  • The world leader in construction materials
  • Four business lines Cement, Aggregates
    Concrete, Gypsum and Roofing solutions.
  • One of France's largest corporations in terms of
    sales (13,6 billions )

24
Knowledge Management at Lafarge
  • The vision for knowledge management is to support
    Lafarge in its efforts to become the undisputed
    world leader in building materials by
  • Generating value for key stakeholders through the
    widespread sharing and application of expertise,
    good and best practices.
  • Providing local businesses with a simple way to
    access knowledge know-how, find experts and
    work collaboratively on solutions that leverage
    and apply the knowledge of the company.
  • To provide tools that will analyze knowledge and
    turn it into actionable business intelligence to
    further enable performance improvements for
    Lafarge business and customers.
  • Key knowledge stakeholders are defined as
    employees, customers, suppliers and partners

25
Knowledge Management Achievements
  • Goal 1 Generating value for stakeholders
  • Internal post-it session and definition of user
    needs
  • External presentation on Performance and KM to
    shareholders
  • Goal 2 Providing simple ways to access knowledge
  • Search Engine
  • New Information Portal (Navigation bar,
    ProfilingMy Leo)
  • Goal 3 Build a culture of knowledge sharing and
    collaborative communities
  • Collaborative Tools to support workgroup
  • Story Telling from Communication Team
  • Goal 4 Providing tools to help decision
  • Not only softwares
  • Mc Dermott (1999) Information Technology has led
    many companies to imagine a new world of
    leveraged knowledge as a result, many
    companies are rethinking how work gets done,
    linking people through electronic media so they
    can leverage each other's knowledge.

26
Knowledge Management Framework in Lafarge
Knowledge initiatives must be aligned with the
business Strategy.
The knowledge sharing culture must be aligned
with company programs including Leader for
Tomorrow and Division Performance initiatives
1. Strategy
4. Culture
Content
3. User access
2. Governance
A clear process of Governance. And organization
must be Defined in the divisions.
Technology
Process
Tools enable access to knowledge and must be
simple and accessible to all
Organization
27
Knowledge Management Challenges
  1. Return on Investment
  2. Divisional Organization
  3. Clear understanding of the concept of knowledge
    sharing

28
Issue N3 Valuing Knowledge Management
  • Valuing knowledge management is obtaining
    tangible results with intangible resources.
  • Start small and gain results to attract internal
    customers
  • Story telling The Langkawi Case
  • Valuing knowledge management is solving
    day-to-day issues.
  • The example of the Corporate Directory
  • Beyond toolsthe real implementation challenge is
    not to get the knowledge base, hardware and
    software in place, but to encourage their use
    (Orlikowski view) (Volumes of data are growing at
    a rate of 100 per year).
  • Valuing knowledge management is developing a
    knowledge sharing culture
  • Merger with Blue Circle
  • Focus of knowledge management on tools is only
    the first step

29
Conclusion
  • Lesson 1 Focus on Human Beings and Corporate
    Culture !
  • the essence of an effective Knowledge Management
    Structure is advertising, marketing, packaging,
    incentives, big travel budgets, and the
    psychodynamics of knowledge management. The
    answer turns out to lie more with psychology and
    marketingthan with bits and bytes (Peters,
    1993).
  • Lesson 2 Valuing KM is based on tangible and
    intangible results
  • keep track of people who know the recipe, and
    nurture the technology and culture that will get
    them talking
  • ROI measurement implies to link KM program to
    Corporate Performance Program

30
Evolution of the KM Strategy in Lafarge according
to our Framework
CULTURE Step 4 STRATEGY Step 1
ORGANISATION Step 3 TECHNOLOGY Step 2
31
Future Research
  • Focus on Knowledge Management Performance
    Enablers (Choi and Lee, 2003) collaboration,
    trust
  • Paper on the use of StoryTelling in Information
    Systems
  • Test the StoryTelling approach in Lafarge

THANK YOU FOR YOUR ATTENTION !
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