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Knowledge Management

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Eirik Bjørnstad

on 13 September 2012

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Transcript of Knowledge Management

Knowledge Management "Organisations where the focus is on the acquisition, sharing and utilisation of knowledge" (Stone 2005, 332). Learning Organisation Knowledge Management "Deals with an organisation's ability to collect, store, share and apply knowledge in order to enhance its survival and success" (Stone 2005, 334). Facilitation Outline HS (actual name is confidential) is a Hong Kong based enterprise.
Founded 1983.
Produces and exports handbags and leather premium products to US and Europe.
10 administrative staff in Hong Kong and a munufacturing plant with 450 employees. Case Study Ryan Edmunds – 16091207
Zachary Addenbrooke – 15484592
Carlos Andrés Muirhead – 16210879
Eirik Bjornstad – 14480311 Strategy and leadership Success of KM Information technology Organisatioal structure Organisatioal culture Human resource Knowledge was not shared
Learning initiatives were low due to organisational silo effect
When skilled workers left HS knowledge was lost to competitors
Knowledge was not appropriately defined, captured and retained
Knowledge creation and development was not encouraged, motivated and nurtured systematically KM Issues KM Focus KM Results from 2001 to 2003 Initiatives in 2001 Results in 2003 Determine knowledge gap Strategic Identify core knowledge that led to business success Unrealistic aims
Volatile support Organisational Establish knowledge friendly culture Knowledge sharing through socialisation and informal gatherings Confusion and negative perceptions due to unframed socialisation
Ineffective HR policy to retain KW led to increased loss of knowledge Instrumental Acquire and stimulate knowledge creation Gathered knowledge in departmental handbook and rewarded knowledge sharing Unlimited definition of sources of knowledge
Monetary rewards led to self-defeating mechanisms and unfriendly team culture
IT was seen as cutting-edge solution which led to unnecessary investment in technology Output Evaluate and Audit KM development Conducted periodic review and measured organisational performance KM was reviewed infrequently and not followed up properly
Overly focused on short-term rather than long term (Chan and Chau 2005) (Chan and Chau 2005) (Chan and Chau 2005) Reference List Stone, Raymond. 2005. “Human Resource Management.” 5th ed. Edited by Caroline Hunter. Milton: Wiley. Chan, Ivy and Patrick Y.K. Chau. 2005. "Why Knowledge Management Fails: Lessons from a Case Study." in Case Studies in Knowledge Management. Edited by Murray Jennex. Hershey: Idea Group Publishing. Our Solution: Strategy and Leadership Ansari, Manoucher, Hossein Rahmany Youshanlouei and Mohammad Mirkazemi Mood. 2012. "A Conceptual Model for Success in Implementing Knowledge Management: A Case Study in Tehran Municipality." Journal of Service Science and Management. 5: 212-222. doi: 10.4236/jssm.2012.52026. (Ansari, Youshanlouei and Mood 2012) Icebreaker
Case Study Outline
Class Activity
Our Solutions The "question ball" will be thrown around the class
If you catch the ball, attempt to answer the question that is closest to your left thumb
Once you have answered the question, throw the ball to a class mate Icebreaker Our Solution: Organisational Structure Our Solution: Organisational Culture Our Solution: Human Resource Our Solution: Information Technology Top management should set clear, relevant and reachable KM goals (Chan and Chau 2005).
Top management should give consistent support and invest time and effort into the promotion of development and sharing of knowledge (O'Regan, Ghobadian and Sims 2005).
Rewards should promote knowledge sharing, creativity and innovation, and should be monetary and non-monetary (Chen and Chau 2005). Implement job rotation.
Establish efficient and effective communication channels special emphasis on horizontal communication to avoid silo effect.
Involve staff in manufacturing in planning and strategy (Chen and Chau 2005).
As HS has a decentralised manufacturing plant, they should make extra effort to improve communication and engagement between the headquarters and the plant in China Remove misconceptions and negative views towards KM and support KM from all levels of the organisation through effective and encouraging communication (Chan and Chau 2005).
Build an environment based on trust (Tuason 2010).
Encourage knowledge sharing (Nonaka and Takeuchi 1995), creativity and innovation (Gurten 1998) through monetary and non-monetary rewards (Chen and Chau 2005). Consistent and systematic reviews and follow up of KM (Chen and Chau 2005).
Focus on long term capability development.
Facilitate gathering focused on KM and not merely socialising (Soliman and Spooner 2000).
Provide a wide set of flexible work arrangements in order to retain key knowledge workers (O'Neal 2005). Define what relevant sources are i.e. not all knowledge is good knowledge (Kalling 2003).
In implementing IT KM systems, provide sufficient relevant training (Ansari, Youshanlouei and Mood 2012).
Such an IT system should have a clear purpose and be user friendly i.e. the staff it is intended for should be able to learn how to use it (Ansari, Youshanlouei and Mood 2012). Tuason, Innocenza Jay. 2010. "The Relationship between Trust and Organizational Culture Change."University of Calgary (Canada). http://search.proquest.com/docview/848965892?accountid=10382. Nonaka, I. & Takeuchi, H. 1995. “The knowledge-creating company”. New York: Oxford University Press Gurteen, David. 1998. "Knowledge, Creativity and Innovation." Journal of Knowledge Management 2 (1): 5-13. http://search.proquest.com/docview/230327374?accountid=10382. O'Regan, Nicholas, Abby Ghobadian, and Martin Sims. 2005. "THE LINK BETWEEN LEADERSHIP, STRATEGY, AND PERFORMANCE IN MANUFACTURING SMEs." Journal of Small Business Strategy 15 (2): 45-57. http://search.proquest.com/docview/201387228?accountid=10382. Kalling, Thomas. 2003. "Organization-Internal Transfer of Knowledge and the Role of Motivation: A Qualitative Case Study." Knowledge and Process Management 10 (2): 115-126. http://search.proquest.com/docview/215189067?accountid=10382. O'Neal, Sandra. 2005. "Total Rewards and the Future of Work." Workspan. 48 (1): 18-26.
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