Managerial concerns in knowledge management

1. KnowledgeManagement Managerial concernsinknowledge management Group 2 M9401008 李宛柔 M9401102 林書全 M9401107 蕭蔡翔 M9401303 陳柏有

2. Agenda 1. Preface －The nature of knowledge 2. Why IT is not knowledge management 3. Interactional contexts and knowledge outcomes 4. Hindrances to knowledge creation and utilization 5. Conclusion Knowledge Management

3. Preface • Value added in most businesses today is “knowledge”, not “stuff”. • Knowledge Management： • lower cost structures • increase strategic flexibility • facilitates knowledge creation and utilization • The heart of knowledge is a community sharing ideas. Knowledge Management

4. Background of KM • The knowledge base of the new economy arises from ever greater specialization, that is, as a result of the shift from knowledge to knowledges. ~Peter Drucker • Organizations will remain key in the knowledge-based economy. • Deploying technology to successfully organize and share knowledge will remain important. Knowledge Management

5. The nature of knowledge • Knowledge differs markedly from information and data. • Knowledge involvesthinkingwith information. • Knowledge management is not equivalent to Information management. Knowledge Management

6. The nature of knowledge－distinguish knowledge from information(1/2) McDermott, 1999 • Knowledge is a human act. • Knowledge is the residue of thinking. • Knowledge is created in the present moment. Knowledge Management

7. The nature of knowledge－distinguish knowledge from information(2/2) • Knowledge belongs to communities. • Knowledge circulates through communities in many ways. • New knowledge is created at the boundaries of old. Knowledge Management

8. The nature of knowledge work(1/4) • Solving problems by reflecting on that informationand experience. • Turning information and experience over in our minds generates insight. These insights are the sediment of that process of thinking and they comprise knowledge. Knowledge Management

9. The nature of knowledge work(2/4) • Learning is more than acquiring facts and techniques. Perspectivesembedded in a particular discipline as background knowledge. • Even when knowledge is done individually, to contribute to the discipline , we mustput our ideas “out there” for others in the community to handle and critique. Knowledge Management

10. The nature of knowledge work(3/4) • Sharing knowledge with communities byIT. Knowledge Management

11. The nature of knowledge work(4/4) Knowledge Management

12. Why IT is not knowledge management－Redefinition IT System Organization Transaction processing The new world imagine to work with efficiency & effectiveness Integrated logistics Smooth workflows Faster cycle of knowledge creation & action Anticipate changes Knowledge Management

13. Why IT is not knowledge management－Causality • In the last 20 years, there was no relationship between IT expenditure and company performance. • Key mistake：Managerial ignorance • Because most knowledge management system just stored their knowledge on one huge server. • But knowledge is not always static, so IT solutions may be adequate when environments are stable or changing. Knowledge Management

14. Why IT is not knowledge management－IT in KM • IT have promoted the logic that linking people through electronic media to influence one another’s knowledge and insights. • IT cannot be programmed to detect dynamic changes in the business environment in advance. • Knowledge bases need to be continually re-examined and renewed. Knowledge Management

15. Why IT is not knowledge management－representational limitations • Uncertainty • Right information to the right person at the right time. • Tacit knowledge held in people’s minds. • Problem • Whether a knowledge modeling is an oversimplification? • How to manage the tacit knowledge? • It’s hard to think about metadata when doing thinking work. • Managers may forget to “manage” knowledge. Knowledge Management

16. Why IT is not knowledge management－KM system • Knowledge management system must focus on： • What to include and what to get filtered out. • What to endorsing and what to ignore. • How it is to be organized. • Who should be authorized to access and alter it. Knowledge Management

17. Why IT is not knowledge management－Knowledge transmission • Knowledge transmission must focus on： • Interpersonal interaction • Social relationships • Different things to different people • Same thing in different presentation • Same thing in different linguistic • Same thing in different level of detail • Same thing in different perspective Knowledge Management

18. IT application in KM－Example_IBM Lotus Notes（1/3） Knowledge Management

19. IT application in KM－Example_IBM Lotus Notes（2/3） Knowledge Management

20. IT application in KM－Example_IBM Lotus Notes（3/3） Knowledge Management

21. Interactional contexts and knowledge outcomes in organizations • Knowledge must flow among knowers. • Human relationships within an organization are crucial considerations. Knowledge Management

22. Interactional contexts and knowledge outcomes in organizations_table Knowledge Management

23. Quadrant I －Constructivist • Cultures: non-hierarchical and informal. • “Socially constructed reality” • Managers promote a diversity of opinions and perspectives. • Managers encourage greater involvement of the human imagination and creativity. • Example : highly entrepreneurial will attempt to minimize risk exposure. Knowledge Management

24. Quadrant II －Bureaucratic • Cultures : Rigidly bureaucratic , exchange are formal and hierarchical. • When facing environments fraught with ambiguity , highly administrative culture tend to be more reactive. • Managerial decision making. Knowledge Management

25. Quadrant III －Aggregative • Cultures : Low accountability discussions occur weak social tie. • “Specialized knowledge ” • Example : B2B e-commerce. Knowledge Management

26. Quadrant IV －Transactive • Culture : Highly administrative settings. • E-mail and memos are used widely. • There is programmatic transmission of authorized Knowledge. • Example : Call center operations. Knowledge Management

27. Hindrances to knowledge creation and utilization in organization • Inadequate care of organizational relationship • Insufficient linkage between KM and corporate strategy • Ambiguity in the valuation of the contribution of knowledge • A lack of holism in KM efforts • Deficiencies in English verbal skills Knowledge Management

28. Inadequate care of organizational relationship （1/2） Hindrances: • Legitimate language • Ingrained habits • Core rigidities • Different from core value Knowledge Management

29. Inadequate care of organizational relationship （2/2） • No fear • Explode • Visioning • Promote excellence • Freak • Pet project • Relaxed and fun milieu • Team work Knowledge Management

30. Insufficient linkage between KM and corporate strategy • KM and strategy must not be divorced • Strategy is not even a key factor • CEO • 5 forces industry analysis Knowledge Management

31. Ambiguity in the valuation of the contribution of knowledge • Rudimentary • Different from typical economic goods • Skandia • SEC Knowledge Management

32. A lack of holism in KM efforts • Intranet • Functional activities • Collaboration • Quick - Win projects • Long - term Knowledge Management

33. Deficiencies in English verbal skills English is very important！ Knowledge Management

34. Conclusion • From information to knowledge • Awareness • Connecting people • New IT architecture • New organizational architecture Knowledge Management

35. The End Thanks for your attention！ Knowledge Management