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Knowledge management, strategic action framework (De Long, 2004).,…
Knowledge management
knowlege management tools for shareing networks
It is a software-based application that enables the sharing of knowledge related to the implementation of manufacturing excellence (ME) best practices and improvement tools
Knowledge management approaches
identify 4 modes of knowledge coversion they are
Tacit knowledge to tacit knowledge
is a process of sharing experiences in a direct face-to-face approach to create tacit knowledge, often done through shared mental models, technical skills, observation, imitation, and
practice
Tacit knowledge to explicit knowledge
means
is a knowledge creation process where part of tacit knowledge is articulated and turned somehow into explicit form, through analogies, concepts, hypothesis, models, reports, etc
Explicit knowledge to explicit knowledge
means
is a process of embodying explicit knowledge into tacit knowledge by experiencing knowledge through the explicit source ,
Explicit knowledge to tacit knowledge
is a process of combining different bodies of explicit knowledge
would address more appropriately the explicit approach
key objectives are
to define business processes focusing on ME practices in the areas of: process reliability, just-in time production, performance measurement, and business excellence;
to create a knowledge repository based on practical cases and organised by company, manufacturing sector, manufacturing group, country, and subject;
to establish a network for knowledge sharing
to store electronic files including text documents, images, video, voice files, web pages, etc;
to be able to bundle assets and attach notes, comments, and/or discussions to
them
to provide security features for limiting access when desired
model
main functions are
creation and searching of electronic library of cases by main attributes: company, manufacturing sector, manufacturing group, country and subjec
directory of companies
definition and searching of manufacturing groups by main attributes: manufacturing sector and country
resources of common interest such as journals, conferences, forum etc;
ME tools to improve business processes
has attracted the interest of
practitioners
consultants
researchers
around the world
Includes the
KM toolkits: for knowledge resources
creation
and measurement
retention
in organizational context
contains gudelines
Implementation: Addressing barriers.
And organizational performance: How to measure value
Strategy: Which KM tools work.
strategy
for testing selection is choosen by
their use by organizations found in KM case studies (i.e. practical examples);
their coverage in the literature discussing practical solutions to the KM barriers found in the pilot study
their potential to address these barriers.
problems when considering tools
therotical are
new staff;
younger staff;
capability gap;
slow task completion;
work outputs not used;
resource cuts; and
low productivity.
practical problems are
learning curve;
experience curve;
strategic alignment;
connectivity;
risk management;
value management; and
psychological contract.
first tool kit to consider
knowledge strategy
testing include
future capability requirements
This tool provided objective thinking to the question: what do we need to know in the future
sourcing decision (Lepak and Snell, 1999).
competency mapping
This tool was based on an annual staff survey. Staff were allocated scores out of 100 at multiple levels and this was used to evaluate
competency levels, surpluses and deficits, in many traditional (e.g. experience) and non-traditional (e.g. external relationships) ways
objectives are
Objective future
workforce
capability
decisions
loc drivers
Better Respond to
change
second tool is
knowledge creation
testing include
creative abrasion (Leonard and Sensiper, 1998);
parallel thinking (De Bono, 1985);
includes
Purpose
scope
role
cognition
SECI Model (Nonaka and Takeuchi, 1995);
expert teams (Easterby-Smith and Lyles, 2005, p. 169); and
double-loop learning (Carroll et al., 2005).
objectives are
Double-loop
learning
loc is
Better Respond to
change
third tool is
knowledge retention
testing include
interviewing (De Long, 2004);
mind maps (Gelb, 1998, pp. 176-177);
videotaping (De Long, 2004);
mentoring (De Long, 2004); and
objectives are
Tacit knowledge
capture
loc drivers
Learn from
Experience
fourth tool
Knowledge Measurement
testing includes
cultural change metrics (Massingham, 2013); and
risk management (Massingham, 2010).
knowledge valuation (Andriessen, 2004; Massingham, 2014a);
objectives are
Auditable
Knowledge
Value Metrics
loc drivers
Better Grow Staff
comparision score
good tools
future capability requirements (knowledge strategy);
sourcing decision (knowledge strategy); and
knowledge valuation (knowledge measurement);
less sucessfull tools
videotaping (knowledge retention);
SECI model
creative abrasion (knowledge creation).
KM toolkits: for flows and enablers
first tool
knowledge sharing
testing comprised
cultural change (McDermott and O’Dell, 2001);
communities of practice (Gorelick et al., 2004);
motivation (Davenport and Probst, 2002);
understanding the gap between the knower and seeke
communication skills
knowledge sharing barriers (Massingham, 2010);
objective
Increased connectivity
(more people know)
second tool
knowledge usage
testing comprised of
knowing doing gap (Pfeffer and Sutton, 2000);
peer assists (Gorelick et al., 2004);
after action reviews (Senge et al., 2005); and
retrospects (Collison and Parcell, 2004).
objective
Make knowledge/experience accessible
third tool is
: knowledge acquisition
testing comrised of
human resource accounting model (Lepak and Snell, 1999);
acquisition barriers (Holsapple and Joshi, 2000);
market efficiency (Huizing and Bouman, 2002);
contract specification (Aadne et al., 1996); and
knowledge brokers (Cillo, 2005).
objective learning
Targeted learning
fourth tool is
knowledge preservation
testing comprised of
select process (Probst et al., 2002);
storage (Srikantaiah, 2007);
metadata (Inmon et al., 2007); and
lessons learned database (Hubert and O’Dell, 2007)
objective is
Capturing and storing
knowledge
most sucessfull tools
metadata (Knowledge Preservation);
peer assists (Knowledge Usage); and
AARs (Knowledge Usage).
least sucessfull tools
conversation (Knowledge Sharing);
knowledge sharing barriers (Knowledge Sharing); and
storytelling (Knowledge Sharing).
comparison score
manages
flows
which is moving knowledge around the organization and the systems
and enablers
strategic action framework (De Long, 2004).
approach
