Knowledge management and knowledge sharing
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Hazel Hall's invited paper presented to the Chartered Institute of Management Accountants (Biz.Net programme), River House Conference Centre, Stirling, 6 November 2001. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
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Knowledge management and knowledge sharing
- 1. Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk 1
- 2. Knowledge management and knowledge sharing Format of the presentation • Knowledge management “defined” • Knowledge management perspectives • Knowledge management at Napier University • Knowledge sharing 2
- 3. Knowledge management and knowledge sharing Knowledge management: a definition “The capabilities by which communities within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those people who need it, so that they can exploit it creatively to add value as a normal part of their work” 3
- 4. Knowledge management and knowledge sharing Knowledge management: a definition “The capabilities by which communities within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those people who need it, so that they can exploit it creatively to add value as a normal part of their work” 4
- 5. Knowledge management and knowledge sharing Information science Psychology Science and technology Artificial intelligence Sociology Knowledge management Information systems Business studies Computer science Strategic Organisational management science 5
- 6. Knowledge management and knowledge sharing Information science Librarians Military strategists Psychology Science and technology Management consultants Artificial intelligence Sociology Engineers Knowledge Human resources managers management Information systems Hardware & software vendors Business studies Computer science Accountant Charities s Strategic Organisational management science 6
- 7. Knowledge management and knowledge sharing Contested approaches Laissez-faire Re-engineering 7
- 8. Knowledge management and knowledge sharing Contested approaches Laissez-faire Re-engineering 3 articulations from the literature KM1: Library and Information Science KM2: Process Engineering KM3: Organisational Theory (Davenport & Cronin, 2000) 8
- 9. Knowledge management and knowledge sharing KM1: “Knowledge organisation” approach Identify Acquire internally and externally for subsequent retrieval Classify produced publications and use Catalogue Organise Store 9
- 10. Knowledge management and knowledge sharing KM2: “Process” approach then recompile systems Use and resources identify to map and model techniques existing conceptual “know-how” and tools links, form new links 10
- 11. Knowledge management and knowledge sharing KM3: “Creation” approach Provide conditions so that knowledge is to encourage for created and shared knowledge culture knowledge freely creation 11
- 12. Knowledge management and knowledge sharing KM1: “Knowledge organisation” approach Identify Acquire internally and externally for subsequent retrieval Classify produced publications and use Catalogue Organise Store Isn’t this just information management? Ignores “tacit”, unrecorded knowledge 12
- 13. Knowledge management and knowledge sharing KM2: “Process” approach then recompile systems Use and resources identify to map and model techniques existing conceptual “know-how” and tools links, form new links Over-emphasis on the process of mapping & modelling Too little emphasis on human factors Cost of exercise 13
- 14. Knowledge management and knowledge sharing KM3: “Creation” approach Provide conditions so that knowledge is to encourage for created and shared knowledge culture knowledge freely creation Ignores “published” sources Dependent on personality “types” Highly reliant on personal networks 14
- 15. Knowledge management and knowledge sharing KM at Napier University Teaching • focused on integrated strategies • students learn about KM while “doing” KM Research: examples • communities of practice and networked learning • teledemocracy • careers guidance • advertising 15
- 16. Knowledge management and knowledge sharing Value of conducting research on encouraging knowledge sharing Most commonly discussed topic at KM conferences • priority area for knowledge research • priority area for companies “knowledge hoarding is power” “knowledge sharing is valued” (Kelleher & Levene, p. 39) 16
- 17. Knowledge management and knowledge sharing Knowledge gaps and debates in this area • KM research questions about teams • value of organisational incentives for information sharing • case study evidence 17
- 18. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Conditions Infrastructure Usability Hard Responsibilities Articulation Soft Status Critical mass Communities Boundary objects 18
- 19. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Financial rewards Hard Soft Career advancement/security as reward Access to information and knowledge as reward 19
- 20. Knowledge management and knowledge sharing Incentives for knowledge sharing Increased pay Bonuses Rewards Stock options Financial rewards Hard Promotion Career advancement/security as reward Future work Soft Learning Access to information and knowledge as reward Innovation 20
- 21. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Financial rewards Hard Soft Career advancement/security as reward Access to information and knowledge as reward 21
- 22. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Hard Enhanced reputation as reward Soft Personal satisfaction as reward 22
- 23. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Hard Enhanced reputation as reward Gratitude Flattery Soft Recognition Personal satisfaction as reward Cross-hierarchy alliances Positive results of altruism 23
- 24. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Hard Enhanced reputation as reward Soft Personal satisfaction as reward 24
- 25. Knowledge management and knowledge sharing Incentives for knowledge sharing c e Rewards plian m r y co st p ora tere Hard e tem elf-in u rag ote s hips Enco prom tions ing pes ” - k y Soft ver re rela risk ta ality “t O tu R up urage erson p isco nd on D e D ep 25
- 26. Knowledge management and knowledge sharing Incentives for knowledge sharing Training & debriefings Conditions Mentoring & assisting Acquire knowledge Disseminate knowledge Responsibilities Time allocated “Copying” permitted Status Senior management buy-in Communities Leadership by example 26
- 27. Knowledge management and knowledge sharing Incentives for knowledge sharing Conditions Acquire knowledge Disseminate knowledge Responsibilities Status Communities 27
- 28. Knowledge management and knowledge sharing Incentives for knowledge sharing Training & debriefings Conditions Mentoring & assisting ve e rati Acquire knowledge imp Responsibilities Disseminate knowledge n ge Time allocated re c ha C ultu “Copying” permitted Status Senior management buy-in Communities Leadership by example 28
- 29. Knowledge management and knowledge sharing Incentives for knowledge sharing Conditions Remove management Responsibilities levels Relegate Status Mask status Communities All are contributors, experimentation is encouraged 29
- 30. Knowledge management and knowledge sharing Incentives for knowledge sharing Conditions Responsibilities Academic research on online interactions Relegate Status Doctors v nurses Communities 30
- 31. Knowledge management and knowledge sharing Incentives for knowledge sharing Conditions f Removeomanagement rd Responsibilities ft r ewa levels o n st s tion a gai puta rks ed re Relegate Wo a Status nc Mask status enh Communities All are contributors, experimentation is encouraged 31
- 32. Knowledge management and knowledge sharing Incentives for knowledge sharing Shared commitment, Conditions obligation & co- dependence vitality & trust Responsibilities Social interaction clique & high risk Status exchange Provide for Communities Identity common purpose 32
- 33. Knowledge management and knowledge sharing Incentives for knowledge sharing Conditions Responsibilities Social events Status Common language framework Provide for Communities Space 33
- 34. Knowledge management and knowledge sharing Incentives for knowledge sharing Shared commitment, Conditions obligation & co- dependence vitality & trust Responsibilities Social interaction clique & high risk Status exchange ” a ted Provide for Communities “ cr e Identity ’t be common Can purpose 34
- 35. Knowledge management and knowledge sharing Incentives for knowledge sharing s k tie a Shared commitment, we obligation s co- & Conditions e rsu gv dependence vitality on tr& trust S Responsibilities Social interaction clique & high risk Status exchange ” a ted Provide for Communities “ cr e Identity ’t be common Can purpose 35
- 36. Knowledge management and knowledge sharing Incentives for knowledge sharing s k tie a Shared commitment, we obligation s co- & Conditions e rsu gv dependence vitality on tr& trust S Responsibilities n a tio n Social interaction e mi d clique & high iss risk Status it ed h ib exchange In ” a ted Provide for Communities “ cr e Identity ’t be common Can purpose 36
- 37. Knowledge management and knowledge sharing Incentives for knowledge sharing s k tie a Shared commitment, we obligation s co- & Conditions e rsu gv dependence vitality on tr& trust S Responsibilities n a tio n Social interactione mi clique & highd iss risk Status it ed h ib exchange In ” ip a ted sh Provide for Communities “ cr e Identity ber be m ’t common me Can on purpose its 37 Lim
- 38. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Ease of use Usability Usefulness of use is obvious Articulation Critical mass Boundary objects 38
- 39. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Ease of use Usability Usefulness of use is obvious Articulation Critical mass Boundary objects 39
- 40. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Usability Integration of tools with communities Articulation Critical mass Boundary objects 40
- 41. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Usability Integration of tools with communities Articulation Critical mass Boundary objects 41
- 42. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Ease of use Usability Usefulness of use is obvious Articulation Integration of tools with communities Critical mass Boundary objects 42
- 43. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Usability Articulation classification schemes Critical mass repositories Boundary spaces and people objects 43
- 44. Knowledge management and knowledge sharing Incentives for knowledge sharing Infrastructure Usability Articulation Ease of knowledge sharing classification schemes Equal status Critical mass Community ownership repositories Exploitation of weak ties Boundary Transfer from oldies to newbies spaces and people objects 44
- 45. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Conditions Infrastructure Usability Hard Responsibilities Articulation Soft Status Critical mass Communities Boundary objects 45
- 46. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Conditions Infrastructure Usability Hard Responsibilities Articulation Soft Tension Status Critical mass Communities Boundary objects Mixed incentives 46
- 47. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Conditions Infrastructure To jump start knowledge For long-term compliance To help new members of staff sharing To encourage experimentation For cross-team working To match “expectations” For “community” benefits For distributed staff of personality types To promote moral obligation For wide dissemination 47
- 48. Knowledge management and knowledge sharing Incentives for knowledge sharing Rewards Conditions Infrastructure To jump start knowledge For long-term compliance To help new members of staff sharing To encourage experimentation For cross-team working To match “expectations” For “community” benefits For distributed staff of personality types To promote moral obligation For wide dissemination Knowledge is a private Knowledge is a public good Knowledge is accessible good 48
- 49. Knowledge management and knowledge sharing References and further work in this area Davenport, E., & Cronin, B. (2000). Knowledge management: semantic drift or conceptual shift?, [Online]. Available: http://www.alise.org/nondiscuss/conf00_Davenport-Cronin-paper.htm [2000, 28 January]. Davenport E. & Hall, H. (2002 in press). Organizational knowledge and communities of practice. In B. Cronin & D, Shaw (Eds.). Annual Review of Information Science and Technology. Medford NJ: Information Today. Hall, H. (2001). Input-friendliness: motivating knowledge sharing across intranets. Journal of Information Science 27(2), 139-146. Kelleher, D., & Levene, S. (2001). Knowledge management: a guide to good practice. London: British Standards Institution. 49