1. HP China established a Knowledge Management (KM) committee in 2001 that organized several KM practices, including knowledge documentation, standardization, book clubs, formal and informal learning, a monitoring system, and rewarding knowledge sharing. 2. When HP merged with Compaq, it brought uncertainty that stalled some KM programs as the head of KM became engaged in other activities. Employees also felt uncertain about their jobs. 3. Implementing KM in China faced challenges as there was little practical experience and a culture where knowledge sharing was not a habit, unlike in Western companies.

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Kelas : LE11

2.  China was relative late to approached the knowledge management. the
concept of knowledge management was properly introduced into china at
1990s.
 Gao Jin hua the first chief knowledge office actually prefer to determined
to follow another approach than to follow the knowledge management
practices in Hewlett packard Headquarters.
 In 2001 & 2004, Hewlett Packard China.
 Lu Lin and Leung Kwok describe the approach of HP China’s chief
knowledge officer.
Introduction

3. A series of KM practices organized by the
committee, including :
As a member of the first group of foreign companies entering mainland china, not
only focus on trend setter technology HP focus on their management practices too.
In September 2001 HP China KM committee was established and in the next 18
months saw
1. Knowledge Documentation
2. Standardization
3. Book-reading Association
4. Formal and Information Learning
Institutions
5. The Monitoring System
6. Rewarding Knowledge Sharing
7. Use of Information Technology

4. When the KM programs stalled
√ The merger of Compaq with HP brought with it an unpredictable
impact.
√ Person in charge, Gao found himself fully engaged in activities
beyond KM and make some KM practices were suspended.
√ Facing the big uncertainty of the merger, many employees felt their
jobs were threatened.
√ Naturally, the work on knowledge sharing and other relevant
activities were stopped.

5. Difficulties in KM Implementation
1. There was no practical experience to refer to in mainland China.
2. Naturally, the design and implementation of KM faced big challenges.
3. Many KM practicioners in China are calling for efficient methods.
Chinese Culture and Knowledge Sharing
A. In China, KM is a relatively new trend.
B. It's notable that all these KM practices were introduced into an
environment where knowledge sharing had not been a habit.

6. Task-related and Leader-initated KM Practice
 One of the criticisms of HP China’s KM pratices is that these practices
were not closely aligned with job-related activities. Most practices were
designed to nurture people’s willingness of sharing knoledge, without
integrating these practices into their daily task fulfilment.
 Beside that, another concern when integrating KM into the business
operations is the seniority of the executive involve.
 Taking a top-down approach, Gao Jianhua as CKO was successful in
getting the KM practices running with fussicient organizaional support. But
the leader initiated activities rely on the individual.

7. KM Environment and IT Support
In implementing KM, there will have some approach such as establishing IT
System or focus on fostering a KM-friendly environment. From these different
combinations, it may emerge the effects of different approaches to KM implentation.
4 Type of approaches emerge from
different combination of this two
empahases
1. Strong environment development +
strong IT support
2. Strong environment development +
weak IT support
3. Weak environment development +
strong IT support
4. Weak environment development +
weak IT support