Knowledge Management in Organizations

Case study for Knowledge Management and Engineering, MSc Software Engineering and Enterprise Information Systems, Technical University of Lisbon

Transcript

1. Knowledge Management in organizations Knowledge Management and Engineering 70729 Adriano Martins
2. KNOWLEDGE MANAGEMENT • Knowledge Sharing Proficiencies • Business Processes Redesign • Organizational Learning
6. KNOWLEDGE SHARING PROFICIENCIES • Attribute that allows the creation of knowledge to take place through exchange of ideas. • Challenge: Manage Knowledge Sharing Proficiencies • How: Analyzing the Knowledge Sharing Culture • Goal: More productivity and Effectiveness
7. Knowledge Sharing Effectiveness Inventory ❖25 Questions ❖Assess how well an organization is learning and applying knowledge ❖Divided in 4 parts: ✤ Communication Flow ✤ Knowledge Management Environment ✤ Organization Facilitation ✤ Measurement
8. Knowledge Sharing Effectiveness Inventory ❖Classification ⃤A: Very good sharing culture ⃤B: Good sharing culture ⃤C: Not sufficient sharing culture ⃤D/F: Not good sharing culture
9. • “Motivate and Reward” systems complicated to apply • Hierarchy and bureaucracy are drawbacks • Reluctancy to knowledge sharing
10. BUSINESS PROCESS REDESIGN !Specific ordering of work activities with clearly defined inputs and outputs !Rich source of rich knowledge !Challenge: Develop means to analyze, synthesize and create knowledge from the business activities and redesign the processes of the organization
11. STRATEGY !Analyze and Synthesize !Connect, Collect and Create !Personalize
12. HUMAN CAPITAL • Stock of competences, knowledge and personality attributes embodied in the ability to perform labor so as to produce economic value • Leverage Business Processes
13. HUMAN CAPITAL • Management strategies as transfers of knowledge: - Individual to Enterprise - Enterprise to Individual - Multiple individuals and the organization
14. ORGANIZATIONAL LEARNING
15. ORGANIZATIONAL LEARNING • capacity of the organization to acquire the knowledge necessary to survive and compete in its environment • maximizes their combined capacity and ability to understand and take effective action
16. ORGANIZATIONAL LEARNING • Single-loop • mistakes are detected and corrected • carry on with their present policies and goals • Double-loop • questioning and modification of existing procedures, policies, and objectives. • changing the organization’s knowledge base, competencies or routines. • Deutero-learning • carry out single-loop and double-loop learning. change acceptance how and why how and why
17. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING • Common Ground • Structure • Strategy • Technology • Leadership • Environment
18. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING • Intersection • Individual Learning and Knowledge Management • Learning and Communities of Practice • Learning and Systems Thinking • Learning and Flow
19. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING Learning Continuum • absence of learning diminishes the awareness of the need to change • increased learning brings increased vulnerability changing environment
20. BOTTOM OF THE LINE “The time will come when the information created from a financial transaction will be more valuable than the execution of the actual transaction itself” electronic banking pioneer and Citibank Chairman, Walter Wriston
21. Isn’t Knowledge Delicious? Knowledge Management in organizations Knowledge Management and Engineering 70729 Adriano Martins