1 Knowledge Management Module ii KM in Organizational Culture and HR Practices Rami Gharaibeh ©
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Transcript of 1 Knowledge Management Module ii KM in Organizational Culture and HR Practices Rami Gharaibeh ©
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Knowledge Management
Module ii
KM in Organizational Culture and HR Practices
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To develop a framework for practicing Knowledge Management
Goals
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Trainees will be able to
~ Discuss the concept of knowledge creation and the requirements for its business practices ~ Discuss the concept of knowledge sharing and the requirements for its business practices
Learning Outcomes
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Research and Development
~ Traditionally and formally, knowledge creation was a duty of one department: R&D
~ Other departments had already-established knowledge which the employees need to acquire and apply
~ Also, other departments has to acquire and apply the knowledge that the R&D department creates
K Creation in Business
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Learning Organization
~ In learning organizations, knowledge creation is a duty in all jobs
~ Innovation is encouraged in all jobs at all levels
~ There are tools that help the process of knowledge creation
K Creation in Business
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Learning Organization
~ Modeling offers great techniques and tools for knowledge representation and knowledge storage
~ Modeling techniques that allow for simulation are great tools for knowledge creation
K Creation in Business
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Modeling
Is a simplified representation of reality
K Creation in Business
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Types of Model Variables
~ Decision variables~ Uncontrollable variables~ Result variables
K Creation in Business
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Types of Model Variables
K Creation in Business
MODEL
Uncontrollable vars
Decision vars Result vars
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Types of Model Variables
~ Decision variables:
K Creation in Business
- # of produced items- unit profit
- quality of product or service
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Types of Model Variables
~ Uncontrollable variables
K Creation in Business
- fuel prices- government taxes
- weather conditions- rivals’ actions
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Types of Model Variables
~ Result variables
K Creation in Business
- total profit- customer satisfaction
- total cost
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Qualitative Modeling
~ Qualitative modeling techniques and tools allows the capturing of relationships in cases under investigation
~ Great tools for knowledge representation and storage but not knowledge creation because of their lack of ability to simulate and generate scenarios
K Creation in Business
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Qualitative Modeling
K Creation in Business
Number of people in
cities
Migration from
villages
Modernization
Sanitation
measures
Amount of
garbage per area
Bacteria per area
+
Number of
diseases
+
+
-
-
-
+
+
+
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Quantitative Modeling
~ If the relationships in a qualitative model were quantified, then we may proceed to quantitative modeling techniques and tools
~ When simulation is added to a quantitative model, a prediction tool becomes in hand
~ Using simulation we become able to generate scenarios
~ The generated scenarios are answers to what if questions
K Creation in Business
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Quantitative Modeling
~ The what if questions are used to explore the outcomes of decision alternatives without actually experiencing them (what if analysis)
~ Not only we explore the outcomes of alternatives, we also explore the robustness of these outcomes when uncontrollable parameters change (sensitivity analysis)
K Creation in Business
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What-if Analysis
K Creation in Business
MODEL
FIXED Uncontrollable Values
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What-if Analysis
K Creation in Business
MODEL
FIXED Uncontrollable Values
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alternatives outcomes
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Sensitivity Analysis
K Creation in Business
MODELFIXED
Decision Values
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Quantitative Modeling
~ The experience of manipulating a model and exploring consequences is a knowledge creation process
~ There are quantitative modeling tools that are used at the operational level such as ARENA
~ There are quantitative modeling tools that are used at the strategic level such as STELLA and iTHINK
K Creation in Business
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Job Experience
~ Each employee experience many job situations~ The employee will develop an experience of the outcomes of different alternatives for different situations~ It is unfavorable that employees develop knowledge through trial and error because errors are costly
K Creation in Business
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Knowledge Sharing vs. Information Sharing
~Knowledge sharing is the GOAL ~Information sharing is the MEAN
K Sharing in Business
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Knowledge Sharing Forms
~ Knowledge sharing & knowledge transfer are synonyms
~ Knowledge sharing takes two forms: - direct form - Indirect form
K Sharing in Business
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Knowledge Sharing Forms
~ Direct knowledge sharing takes place in situations when the transmitter and receiver are communicating instantly
~ Indirect knowledge sharing takes place when the transmitter and receiver are communicating through a knowledge storage
~ The transmitter represents and stores knowledge
~ The receiver accesses the knowledge storage
K Sharing in Business
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Direct Knowledge Sharing
~ Lecturing~ Video conferencing~ Apprenticeship
K Sharing in Business
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Indirect Knowledge Sharing
~ Printed material~ Video-taped material~ Audio-taped material
K Sharing in Business
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Knowledge Sharing Forms
K Sharing in Business
Knowledge storageTransmitter
Receiver
Lecture ,video conferencing ,
etc.
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Knowledge Sharing Forms
K Sharing in Business
Transmitter
Receiver
MODEL
Uncontrollable
Decision Result
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Lecture ,video conferencing ,
etc.
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Relationship with Knowledge Acquisition
Every knowledge sharing process involves a process of knowledge acquisition at the
receiver end
K Sharing in Business
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K Processes at the Operational Level
Non-managerial employees need to share their knowledge
For example
~ Maintenance employees could create a video library of encountered problems and how they dealt with them~ Line managers could use ARENA to learn about the best setup for machinery in a factory
KM at the Levels of Management
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K Processes at the Strategic Level
Strategic Managers need to share their knowledge when setting organizational
plans
For example
~ Strategic managers could use STELLA to represent their perception of a strategic situation and then run what-if analysis
KM at the Levels of Management
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Innovation
Is the implementation of a new or significantly improved idea, good, service, process or practice that is
intended to be useful
Organizational Innovation
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Classification of Individuals
According to famous Everett Rogers, individuals in any community could be classified into five categories:~ Innovators (2.5%)~ Early adopters (13.5%)~ Early majority (34%)~ Late majority (34%)~ Laggards (16%)
Organizational Innovation
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Classification of Individuals
Characteristics of Innovators venturesome, educated, multiple info sources, greater propensity to take risk
Organizational Innovation
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Classification of Individuals
Characteristics of Early Adopters social leaders, popular, educated
Organizational Innovation
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Classification of Individuals
Characteristics of Early Majority deliberate, many informal social contacts
Organizational Innovation
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Classification of Individuals
Characteristics of Late Majority skeptical, traditional, lower socio-economic
status
Organizational Innovation
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Classification of Individuals
Characteristics of Laggards neighbours and friends are main info
sources
Organizational Innovation
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Classification of Individuals vs. K Processes
~ Innovators: knowledge creators and disseminators~ Early adopters: knowledge acquirers~ Early majority: knowledge acquirers~ Late majority: knowledge acquirers~ Laggards: knowledge acquirers
Organizational Innovation
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Theory of Diffusion of Innovation
Innovation Management
Innovators
Laggards
Late majority
Early majority
Early adopters
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Theory of Diffusion of Innovation
The study of how (means & techniques), why (incentives), and at what rate (efficiency) new
ideas (knowledge) spread through cultures
Innovation Management
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Comprehensive Model of Adoption
Innovation Management
individual’s identity
Security-anxietyValuesMental ability & conceptual skillsSocial statusCosmopolitnessOpinion leadership
Adoption
Perceived char of the innovationRelative advantageCompatibilityComplexityDivisibilityCommunicability
Perceptions of the situation
Social system norms on innovativeness
Economic constraints and incentivesCharacteristics of the unit
Adoption process
AwarenessInterestEvaluationTrial
Information sources
Rejection
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Comprehensive Model of Adoption
The model identifies four categories that affects an individual’s adoption of an innovation:
~ Individual’s identity
~ Perception of the situation
~ Perceived characteristics of the innovation
~ Sources of information
Innovation Management
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Comprehensive Model of Adoption
Understanding the model of innovation allows firms to set up the appropriate
work environment by lowering all barriers to knowledge creation and sharing
Innovation Management
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Comprehensive Model of Adoption
For example
Firms should be keen on selecting employees who show characteristics of
innovators, early adopters or early majority
Innovation Management
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Comprehensive Model of Adoption
For example
Firms should have incentives plan encouraging knowledge creation and
sharing
Innovation Management
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Comprehensive Model of Adoption
For example
Firms should communicate the advantages of any sought innovation
Innovation Management
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Comprehensive Model of Adoption
For example
The communicated advantages should come from reliable and credible sources
of information
Innovation Management
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Diffusing Innovation
The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.
Innovation Management
TIME
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Diffusing Innovation
The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.
Innovation Management
TIME
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Diffusing Innovation
The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.
Innovation Management
TIME
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Share/Hoard Dilemma
What do I benefit when I share my knowledge ?
People tend to hoard their knowledge
KM practices has to be embedded in job descriptions
Job Redesign
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Job Description
It describes the Duties, Tasks and Responsibilities of a job (TDRs)
Every employee has a job description
Job Redesign
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Job Description
For example
A job description of a professor
Job Redesign
Duty 1: teachingTask 1: Giving lecturesR 1: Arrive on time
R2: Leave on time
Task 2: Putting up examsR 1: Reasonable questions
R 2: Allowing for differentiation
Task 3: Correcting examsR 1: Fairness across students
Duty 2: researchingTask 1: attend conferencesR 1: pick reputable conferences
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Job Description
Job descriptions needs to be redesigned to include TDRs related to knowledge
management
Employees cannot be held accountable on KM processes that are not listed as
TDRs
Job Redesign
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Job Specifications
It describes the Knowledge, Skills, Abilities and Traits (KSAO) required to
carry out the TDRs
Job Redesign
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Job Specifications
Job specifications needs to be redesigned to ensure employing
individuals with the appropriate KSAOs to support knowledge management
practices
Job Redesign
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Job Specifications
For example
~ This training course is considered a knowledge that is required to perform KM~ Also, skills in modeling techniques~ Also, traits such as cooperation, innovation, initiative
Job Redesign
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END
MODULE II
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