Picmet10 - Why early implementation of a knowledge management system can support the growth of R&D‐driven SMEs
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This document summarizes a study on how early implementation of a knowledge management system (KMS) can support the growth of research and development-driven small and medium enterprises (SMEs). The study found that as SMEs grow in complexity and size, they recognize a near-future need for a KMS to efficiently manage knowledge. However, SMEs often focus only on initial barriers to implementation like costs and technology issues, rather than how a KMS could support organizational culture changes needed for growth. The study concludes that SMEs should implement a KMS earlier in their development, before barriers accumulate, so the KMS and organizational culture can evolve together to support continued growth.
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Picmet10 - Why early implementation of a knowledge management system can support the growth of R&D‐driven SMEs
- 1. PICMET ’10 Why early implementation of a knowledge management system can support the growth of R&D-driven SME’s > Michael Aa. Nørkjær MSc. in Engineering (Technology-based business development), student >HenrikScheel MSc. in Engineering (Technology-based business development), student >Mads A. S. Sørensen MSc. in Engineering (Technology-based business development), student 1
- 2. AGENDA Reason for study Method Literature review Empirical findings Conclusion 2
- 3. Reason for study The contemporary business is characterized by increasing competitive pressure combined with fast technological changes. Therefore the most important resource is knowledge – in order to cope with the rapidly changing environments Own experience has shown a lack and resistance towards KMS in smaller and medium sized enterprises. 3 Storage and retrieval of internal (and external) knowledge
- 4. Method Abductive approach Interpretive paradigm Semi structured interviews Delimitations Focus on R&D-driven growth-SME’s Personalization VS. codification KM strategy in SME’s Number of iterations Process Empiric Framework 4
- 7. More efficient use of resources5
- 9. SME’s ability to collect, verify, store, disseminate and useSocialization Externalization Explicit knowledge Tacit knowledge Internalization Combination Explicit knowledge Tacit knowledge Explicit knowledge Explicit knowledge 6
- 10. Implementation and Culture The challenge of implementing a KMS Cultural changes in SME’s Technical solutions No contribution equals unsuccessful implementation Change alongside organizational culture Culture changes over time… Management involvement Employee participation 7
- 11. Building block Increase future growth Tackle future obstacles earlier 8
- 12. findings Who, Characteristics and Individuals 9
- 14. From large company: Failed implementation
- 15. Management did not prioritize KM
- 17. Management encouraged use of KMS
- 18. Employees recognised the benefits of the KMS
- 20. It’s a priority between need and nice to know
- 23. Culture is a main barrier
- 24. Managers lost overview of competencies due to growth increasing organizational complexity
- 26. Thank you for your attention 13 For contact details – please scan the barcode …or go to www.norkjar.biz/picmet > Michael Aa. Nørkjær >MadsA. S. Sørensen
- 27. Points of improvement –combine with previous? 14
Hinweis der Redaktion
- Nonaka and Takeuchi .knowledge‐creation continually develops through four stages: Socialization, Externalization, Combination and Internalization. During this process the tacit knowledge becomes explicit knowledge and then transformed back into tacit knowledge as an integrated part of the organization
- SME’s cross-functional interaction eases the adaptationthen end up with a, in best cases, technically well functioning but fairly empty and unused database.management efforts lies in changing organizational culture and people’s work habits Lesser et. Al., 2000; Barnes, 2002; Birkinshaw, 2001Culture changes over time… Involvement from management and participation from the employees.When implementing new working procedures, SME’s often benefit from their natural approach towards cross-functional interaction (Ghobadian and Gallea, 1997
- Iterations –our knowledge base has evolved during the study so the last interviews were different than the first, and we didn’t have time to more iterations.Some parts should be challenged more e.g. organizational growth. (as the scope is on R&D)Used several companies to generalize. This influence the dept for the study.Conclude much out of empirical dataRely too much on consultant, as she could “approve/disapprove” almost everything – we tried to increase validity as SME’s might not have realized it themselves.Analysis/linkingTheory and empirical collection evolved too much along side. (note: could seem as we actually found the findings and then applied theory).