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![Page 1: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/1.jpg)
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Knowledge management and knowledge sharing
Hazel Hall
Senior Lecturer
School of Computing
Napier University, Edinburgh
http://www.bim.napier.ac.uk/esis/about_us/hazel.html
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Knowledge management and knowledge sharing
Format of the presentation
• Knowledge management “defined”• Knowledge management perspectives• Knowledge management at Napier University• Knowledge sharing
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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”
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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”
![Page 5: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/5.jpg)
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Knowledge management and knowledge sharing
Knowledge management
Business studies
Artificial intelligence
Computer science
Science and technology
Sociology
Strategic management
Psychology
Organisational science
Information systems
Information science
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Knowledge management and knowledge sharing
Knowledge management
Business studies
Artificial intelligence
Computer science
Science and technology
Sociology
Strategic management
Psychology
Organisational science
Information systems
Information scienceLibrarians
Human resources managers
Hardware & software vendors
Military strategists
Charities
Management consultants
Engineers
Accountants
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Knowledge management and knowledge sharing
Contested approaches
Laissez-faire Re-engineering
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Knowledge management and knowledge sharing
Contested approaches
Laissez-faire Re-engineering
3 articulations from the literature
KM1: Library and Information ScienceKM2: Process EngineeringKM3: Organisational Theory
(Davenport & Cronin, 2000)
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Knowledge management and knowledge sharing
KM1: “Knowledge organisation” approach
IdentifyAcquireClassifyCatalogueOrganiseStore
internally and externally produced publications
for subsequent retrieval and use
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Knowledge management and knowledge sharing
KM2: “Process” approach
Use techniques and tools
to map and model “know-how”
then recompile systems and resources identify existing conceptual links, form new links
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Knowledge management and knowledge sharing
KM3: “Creation” approach
Provide conditions for knowledge creation
to encourage knowledge culture
so that knowledge is created and shared freely
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Knowledge management and knowledge sharing
KM1: “Knowledge organisation” approach
IdentifyAcquireClassifyCatalogueOrganiseStore
internally and externally produced publications
for subsequent retrieval and use
Isn’t this just information management?Ignores “tacit”, unrecorded knowledge
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Knowledge management and knowledge sharing
KM2: “Process” approach
Use techniques and tools
to map and model “know-how”
then recompile systems and resources identify existing conceptual links, form new links
Over-emphasis on the process of mapping & modellingToo little emphasis on human factorsCost of exercise
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Knowledge management and knowledge sharing
KM3: “Creation” approach
Provide conditions for knowledge creation
to encourage knowledge culture
so that knowledge is created and shared freely
Ignores “published” sourcesDependent on personality “types”Highly reliant on personal networks
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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
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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)
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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
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions
Critical massSoft
Hard
Communities
Status
Responsibilities
Infrastructure
Articulation
Usability
Boundary objects
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Financial rewards
Career advancement/security as reward
Access to information and knowledge as reward
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Financial rewards
Career advancement/security as reward
Access to information and knowledge as reward
Increased payBonuses Stock options
LearningInnovation
PromotionFuture work
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Financial rewards
Career advancement/security as reward
Access to information and knowledge as reward
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Personal satisfaction as reward
Enhanced reputation as reward
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Personal satisfaction as reward
Enhanced reputation as reward GratitudeFlatteryRecognitionCross-hierarchy alliancesPositive results of altruism
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Personal satisfaction as reward
Enhanced reputation as reward
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Soft
Hard
Encourage temporary compliance
Over-promote self-interest
Rupture relationships
Discourage risk taking
Depend on personality “types”
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities Time allocated
Senior management buy-in
Mentoring & assisting
Leadership by example
Training & debriefings
“Copying” permitted
Acquire knowledge Disseminate knowledge
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
ResponsibilitiesAcquire knowledge Disseminate knowledge
![Page 28: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/28.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities Time allocated
Senior management buy-in
Mentoring & assisting
Leadership by example
Training & debriefings
“Copying” permitted
Acquire knowledge Disseminate knowledge
Culture change imperative
![Page 29: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/29.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Relegate
All are contributors, experimentation is encouraged
Mask status
Remove management levels
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Relegate
Academic research on online interactions
Doctors v nurses
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Relegate
All are contributors, experimentation is encouraged
Mask status
Remove management levels
Works against soft reward of
enhanced reputation
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social interaction clique & high risk exchange
Shared commitment, obligation & co-dependence vitality & trust
Identity common purpose
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social events
Common languageframework
Space
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social interaction clique & high risk exchange
Shared commitment, obligation & co-dependence vitality & trust
Identity common purpose Can’t b
e “created”
![Page 35: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/35.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social interaction clique & high risk exchange
Shared commitment, obligation & co-dependence vitality & trust
Identity common purpose
Strong versus weak tie
s
Can’t be “created”
![Page 36: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/36.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social interaction clique & high risk exchange
Shared commitment, obligation & co-dependence vitality & trust
Identity common purpose
Inhibited disseminationStro
ng versus weak ties
Can’t be “created”
![Page 37: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/37.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Communities
Status
Responsibilities
Provide for
Social interaction clique & high risk exchange
Shared commitment, obligation & co-dependence vitality & trust
Identity common purpose
Inhibited disseminationStro
ng versus weak ties
Can’t be “created”
Limits on membership
![Page 38: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/38.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objects
Usefulness of use is obvious
Ease of use
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objects
Usefulness of use is obvious
Ease of use
![Page 40: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/40.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objects
Integration of tools with communities
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objects
Integration of tools with communities
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objects
Usefulness of use is obvious
Integration of tools with communities
Ease of use
![Page 43: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/43.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objectsspaces and people
classification schemes
repositories
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Critical mass
Infrastructure
Articulation
Usability
Boundary objectsspaces and people
classification schemes
repositories
Ease of knowledge sharingEqual statusCommunity ownershipExploitation of weak tiesTransfer from oldies to newbies
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions
Critical massSoft
Hard
Communities
Status
Responsibilities
Infrastructure
Articulation
Usability
Boundary objects
![Page 46: 1 Knowledge management and knowledge sharing Hazel Hall Senior Lecturer School of Computing Napier University, Edinburgh h.hall@napier.ac.uk .](https://reader030.fdocuments.in/reader030/viewer/2022032607/56649ed15503460f94bdf522/html5/thumbnails/46.jpg)
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions
Critical massSoft
Hard
Communities
Status
Responsibilities
Infrastructure
Articulation
Usability
Boundary objects
Tension
Mixed incentives
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
To jump start knowledge sharing
For long-term compliance To help new members of staff
For distributed staff
For cross-team working
For wide dissemination
For “community” benefits
To encourage experimentation
To match “expectations” of personality types
To promote moral obligation
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Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
To jump start knowledge sharing
For long-term compliance To help new members of staff
For distributed staff
For cross-team working
For wide dissemination
For “community” benefits
To encourage experimentation
To match “expectations” of personality types
To promote moral obligation
Knowledge is a public goodKnowledge is a private good
Knowledge is accessible
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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.