An Emperical Analysis of KM Application

8/14/2019 An Emperical Analysis of KM Application

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An empirical analysis of

KM application

M9401004 M9401006 M9401013 M9401304


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Outline

Introduction

Theory building research methodology

Factor analysis

Regression analysis

Conclusion


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Introduction

Tensions exit between knowledge-

orientated applications and the progression

of organizational change.

An overemphasis on technology

Inadequate enabling technologies

A need for a rigorous theory-building/testing

research program


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Introduction

Theory-building Based on exploratory investigation Using methodological approaches

Theory-testing Using large survey empirical analysis


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Key factors for knowledge management

Macro-environment Organizational culture

People

Technology


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Macro-environment

External to the organization influences the

internal operation of organization Takeovers, changes in legislation, competition, joint

ventures and pressure groups

KM offers a framework for systematicorganizational change


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Organizational culture

A key element of managing organizational

change and renewal

Human elements comprised in culture are

key determinants

Knowledge-oriented culture challenges

people to share knowledge throughout theorganization


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People

Within the field of organizational changeresulting from KM, human issues must

be considered as a key factor Knowledge worker

Very few organizations have

systematically defined this role Less formal meetings and a more effective

flow of dialog in organizations


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Technology

A well-designed, standardized, fully

implemented technical infrastructure for KMcan improve information processing

capabilities, knowledge discovery, project

collaboration and rapid decision makingwith organizations


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Exploratory survey-based, ethnographic,and social constructionist research studies

Investigate questionnaire to survey the

scope of KM in regard to key trends


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The questionnaire was based on the

key areas of interests in KM identified

from the literature study, namely: defining KM

business benefits and KM

knowledge capture people development and KM

technology, tools and techniques

future trends


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MeCTIP Model

The model aims to portray the transformation oforganizations by prescribing source-level improvementsthat will contribute to knowledge-based activities.

The model not only describes current organization

standing but predicts how organizations can optimizebusiness performance through KM implementation.

Me macro environment

C culture

T technology

I information

P people


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The MeCTIP model is beneficial to KM researchas it clearly outlines key components of the fieldand the relationships that exist between theseelements.


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Theory testing research methodology

This paper-based tool, entitled Benchmarkingknowledge management took the form of apostal questionnaire.

This study undertook a traditional, cross-sectional approach to survey implementation.

To gain an understanding of how empiricalresearch had previously been applied within theKM field, an extensive literature review wasconducted, along with secondary exploratoryresearch.


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Each industrial sector must operate within its own

unique environment. Thus, cross-sectional results

on a broad scale KM study would not be valid. To overcome this limitation the survey population

was reduced to a more controlled group.

Concentration was awarded to three industrial

sectors, namely, engineering, retailing andtechnology.


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1. Organizations were contacted by telephone to

confirm contact details and to introduce thesurvey.

2. The survey was then sent via the postal

service; each package was marked for theattention of the managing director to bedistributed as appropriate.

3. If questionnaires were not completed andreturned by the specified deadline follow upaction was taken. Telephone contact and a second mailing to non-

respondents.


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In an attempt to further increase the response

rate, the small incentive of a copy of the research

findings was promised to the candidates on

receipt of their completed questionnaire. Each organization can benchmark their original

answers against industrial peers.

In addition each respondent was entered into araffle for a free electronic commerce short

course courtesy of the University of Ulster.


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Survey response

42 non-respondents stated that it was company policy

not to complete surveys. 14 organizations no longer existed when contacted by

telephone follow up. Others offered vague promises to complete the

questionnaires but failed to do.


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Data analysis descriptive statistics

39

18

32

1131

34


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To analyze and interpret data derived from the

empirical survey, factor analysis was conducted

on five main areas of data, namely, organizational

climate, technical climate, information, technologyand people factors.

Before conducting factor analysis, the variables

contained within each were subjected to reliability

and appropriateness testing this ensuredquality of measurement.

Factor Analysis (2/7)


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Computation of factor scoresFactor scores were calculated using two

different methods.

To ensure that the process for calculating a

value awarded to KM is accurate. The two

values obtained for KM were compared usingboth graphical and statistical applications.


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The scatter graph indicates that the values attributed to the

variable KM are closely related, independent of which

technique is employed.


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Interpretation of factor scores The factor scores for KM were interpreted in two ways.

The respondent organizations were classifiedinto poor, average and good categories.

-22 ~ -8 poor at KM

-7.99 ~ 6.30 having potential for KM

6.31 ~ 21 showed most development withinKM


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To gain further comprehension of organization interest in KM, the same information was

used to classify the organizations according to component structure.


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Regression analysis (1/4)

It is a technique aimed at proportionate

reduction in error .

It is designed to simplify and summarizecomplex information , and ascertain underlying

patterns in the data.

It informs how strongly related a pair of variable

is , via a measure of correlation.

It also measures the extent of the effect .


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It is used in this research to establish statistical

model fit of the MeCTIP.

First , regression analysis was performed to

ascertain if any relationship exist between KM

and internal organizational factors , namely

organizational climate and technicalinfrastructure.


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Second , regression analysis was employed to

ascertain if an indirect is made to KM by external

factors ; all elements external to KM wereevaluated. In this instance the dependent

variable , KM , is assessed against the

independent variables , organizational climate ,

internal technical climate , organization size ,market stage and type of respondent .


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Figure 9 presents the findings of statistical

investigation to establish a relationship between

KM and internal organization factors.


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The result of this multiple regression analysisindicates a highly significant relationshipbetween the dependent variable and

independent variables. Overall model fitindicates that almost 48% of variability in thedependent variable is explained by theindependent variables.

Model fit supports the hypothesis that changesin organization climate and changes in theinternal technical climate will have a direct effecton KM.



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The results from the second multiple regression

analysis performed , conducted using the five

elements external to KM , are shown below in

Figure 10.


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The regression analysis reports that a highlysignificant relationship exists between thedependent and the independent variables.Overall model fit testifies that the independentvariables contribute to just over half thevariability of the dependent variable .

However . From the multiple regressioncoefficient table only internal organizationalfactors , namely organizational climate andtechnical infrastructure , have a direct effect onKM. While other macro-environment factors tendto influence KM in an indirect manner , thisrelationship is not strong .


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Interpretation of statistical data

Having obtained a complete set of statisticalresults in relation to the MeCTIP model , it ispossible to draw some conclusions on the

respondent organizations were classifiedaccording to their current KM position. Furtherinsight to these organizations can be obtainedthrough the analysis of organizational

approaches to KM. This is achieved byanalyzing internal organizational factors.


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13

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43

14

3


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Conclusion(1/3)

The MeCTIP model characterizes the keyelements of KM. It is concerned with theimpact that external and internal factors

have on organizational KM implementation,development and maintenance. In the firstinstance, emphasize is place on elementsexternal to the organization. These are

labeled macro-environmental issues.Although these elements are beyondorganizational control ,they still impact onthe organizations business environment.


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Conclusion(2/3)

Although these organizations realize theimportance of KM, they do not understand howto establish a successful KM environment.

Those who show most commitment to KM haveused technology as the key driver for KMimplementation and development. While thisapproach is fine for short-time reward , the

technological stance on its own will not offerlong-time benefit to the organization.


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Conclusion(3/3)

Very few of the respondent organizations haveadopted a culturally led change program for KM.Although changing the organization climate hasbeen outlined as the most difficult aspect of KM ,

it is one that must be embraced for KM success.Thus , managers must avoid the perception ofKM as overriding cultural barriers. Organizationthat fail to shift cultural attitudes will not remain

knowledge focused ; again efforts will be shortlived. The conclusion exists that the journey yetto be travelled by many organizations to achievesuccessful KM is not one to be embarked upon

lightly.


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An Emperical Analysis of KM Application

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