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Report
Decision Support and Business
Intelligence Systems
(9th Ed., Prentice Hall)
Chapter 11:
Knowledge Management
Introduction to Knowledge Management

Knowledge in Knowledge Management System
is,



information that is contextual, relevant, and actionable
Primarily, Situation Knowledge is contextual. Usable
Knowledge
understanding, awareness, or familiarity acquired through
education or experience
anything that has been contextually learned, perceived,
discovered, inferred, or understood .
In a knowledge management system, “knowledge is
information in action” Information about action is
Instructional Information.
Introduction to Knowledge Management
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11-3
Ayati: Knowledge is “perceived causes and
effects.”
understanding, awareness, or familiarity acquired through education or
experience
anything that has been learned, perceived, discovered, inferred, or
understood.
Knowledge is always “an approximation’ of REALITY.
Good (accurate) knowledge represents ‘REALITY’ more
accurately.
Useful Knowledge must be relevant,
Situation Knowledge is contextual.
In a knowledge management system, actionable
knowledge is organized for share-ability”
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Introduction to
Knowledge Management

Knowledge management concepts and
definitions

Knowledge management
The active management of the expertise in an
organization. It involves collecting,
categorizing, and disseminating knowledge

Intellectual capital
The invaluable knowledge of an organization’s
employees
11-4
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Knowledge management
The active management of the expertise in an organization.
[Ayati: KM involves collecting, categorizing, and disseminating of, primarily,
Situation knowledge. KM can have a blend of ‘Situation’ knowledge
with Applied, and Fundamental knowledge or references to these
two knowledge categories.]
How to collect, organize and disseminate this category of
knowledge is the subject of KM.
Contained in Literature: Structured and Preserved
in Libraries in paper and/or electronic forms.
Opening Vignette:
MITRE’s View to the KM Process
ENABLING TECHNOLOGIES FOR
KNOWLEDGE MANAGEMENT
Collaboration
Internet
Communication
KM LIFE-CYCLE
Create
Share
Extranet
Expert
Systems
Intranet
Search
Engine
Identify
Modify
Artificial
Intelligence
feedback
Machine
Learning
Act
Knowledge
representation
Web 2.0
Databases
Apply
Measurements
Portals
CULTURE
PROCESS
PRACTICE
INFLUENCING FACTORS
11-7
Data
Mining
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Web
technologies
Opening Vignette:
“MITRE Knows What It Knows Through
Knowledge Management”
 Company background
 Problem description
 Proposed solution
 Results
 Answer and discuss the case questions
11-8
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Introduction to
Knowledge Management
Data
Processed
Information
Relevant and
Actionable
Knowledge
DEPLOYMENT CHART
Database
PHASE 1
PHASE 2
PHASE 3
PHASE 4
PHASE 5
DEPT 1
DEPT 2
DEPT 4
1
2
3
4
5
Relevant and actionable processed-data
Ayati: Wisdom is understanding of the
multi-dimensionality of the context
11-9
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Wisdom
DEPT 3
Introduction to
Knowledge Management
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Characteristics of knowledge
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11-10
Extraordinary leverage and increasing returns
Fragmentation, leakage and the need to refresh
Uncertain value
Uncertain value of sharing
Knowledge-based economy
The economic shift from natural resources to
intellectual assets
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Introduction to
Knowledge Management
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Explicit and tacit knowledge
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11-11
Explicit (leaky) knowledge
Knowledge that deals with objective,
rational, and technical material (data,
policies, procedures, software, documents,
etc.)
Easily documented, transferred, taught
and learned
Examples…
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Introduction to
Knowledge Management
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Explicit and tacit knowledge
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Tacit (embedded) knowledge
Knowledge that is usually in the domain of
subjective, cognitive, and experiential
learning
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11-12
It is highly personal and hard to formalize
Hard to document, transfer, teach and learn
Involves a lot of human interpretation
Examples…
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Wikipedia.Org:
Knowledge management (KM) comprises a range of strategies and practices used in an
organization to identify, create, represent, distribute, and enable adoption of insights and
experiences. Such insights and experiences comprise knowledge, either embodied in
individuals or embedded in organizations as processes or practices.
An established discipline since 1991 (see Nonaka 1991), KM includes courses taught in the
fields of business administration, information systems, management, and library and
information sciences (Alavi & Leidner 1999). More recently, other fields have started
contributing to KM research; these include information and media, computer science, public
health, and public policy.
Many large companies and non-profit organizations have resources dedicated to internal KM
efforts, often as a part of their business strategy, information technology, or human resource
management departments (Addicott, McGivern & Ferlie 2006). Several consulting companies
also exist that provide strategy and advice regarding KM to these organizations.
Knowledge management efforts typically focus on organizational objectives such as improved
performance, competitive advantage, innovation, the sharing of lessons learned, integration
and continuous improvement of the organization. KM efforts overlap with organizational
learning, and may be distinguished from that by a greater focus on the management of
knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. It is seen
as an enabler of organisational learning[1] and a more concrete mechanism than the previous
abstract research.
Introduction to
Knowledge Management

11-14
Knowledge management systems
(KMS)
A system that facilitates knowledge
management by ensuring knowledge
flow from the person(s) who know to
the person(s) who need to know
throughout the organization;
knowledge evolves and grows during
the process
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Organizational
Learning and Transformation
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11-15
Learning organization
An organization capable of learning from
its past experience, implying the
existence of an organizational memory
and a means to save, represent, and
share it through its personnel
Organizational memory
Repository of what the organization
“knows”
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Organizational
Learning and Transformation
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Organizational learning
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11-16
Development of new knowledge and
insights that have the potential to
influence organization’s behavior
The process of capturing knowledge and
making it available enterprise-wide
Need to establish corporate memory
Modern IT helps…
People issues are the most important!
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Organizational
Learning and Transformation
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Organizational culture
The aggregate attitudes in an
organization concerning a certain issue
(e.g., technology, computers, DSS)
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11-17
How do people learn the “culture”?
Is it explicit or implicit?
Can culture be changed? How?
Give some examples of corporate culture:
Microsoft, Google, Apple, HP, GM, …
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Organizational
Learning and Transformation
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11-18
Why people don’t like to share knowledge:

Lack of time to share knowledge and time to
identify colleagues in need of specific knowledge

Fear that sharing may jeopardize one’s job
security

Low awareness and realization of the value and
benefit of the knowledge others possess

Dominance in sharing explicit over tacit knowledge

Use of a strong hierarchy, position-based status,
and formal power

Insufficient capture, evaluation, feedback,
communication, and tolerance of past mistakes
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Organizational
Learning and Transformation
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11-19
Why people don’t like to share knowledge:
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Differences in experience and education levels
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Lack of contact time and interaction between
knowledge sources and recipients
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Poor verbal/written communication and
interpersonal skills
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Age, gender, cultural and ethical defenses
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Lack of a social network
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Ownership of intellectual property

Lack of trust in people because they may misuse
knowledge or take unjust credit for it

Perceived lack of accuracy/credibility of knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Knowledge Management Activities

Knowledge management initiatives and
activities

Most knowledge management initiatives
have one of three aims:
1.
2.
3.
11-20
To make knowledge visible
To develop a knowledge-intensive culture
To build a knowledge infrastructure
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Knowledge Management Activities
Knowledge creation is the generation
of new insights, ideas, or routines
Four modes of knowledge creation:
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Socialization
Externalization
Internalization
Combination

Analytics-based knowledge creation?
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11-21
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Knowledge Management Activities
Knowledge sharing
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11-22
Knowledge sharing is the willful
explication of one person’s ideas, insights,
experiences to another individual either
via an intermediary or directly
In many organizations, information and
knowledge are not considered
organizational resources to be shared but
individual competitive weapons to be kept
private
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Knowledge Management Activities
Knowledge seeking
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11-23
Knowledge seeking (knowledge sourcing)
is the search for and use of internal
organizational knowledge
Lack of time or lack of reward may
hinder the sharing of knowledge or
knowledge seeking
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Approaches to
Knowledge Management
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Process approach to knowledge management
attempts to codify organizational knowledge
through formalized controls, processes and
technologies

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Practice approach focuses on building the
social environments or communities of
practice necessary to facilitate the sharing of
tacit understanding

11-24
Focuses on explicit knowledge and IT
Focuses on tacit knowledge and socialization
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Approaches to
Knowledge Management

Hybrid approaches to knowledge
management

Hybrid
at
80/20
to
50/50
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11-25
The practice approach is used so that a
repository stores only explicit knowledge
that is relatively easy to document
Tacit knowledge initially stored in the
repository is contact information about
experts and their areas of expertise
Increasing the amount of tacit knowledge
over time eventually leads to the
attainment of a true process approach
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Knowledge Management A Demand Led Business Activity

Supply-driven vs. demand-driven KM
Supp
ly-dr
iven
:
Data
summarize
DIKA
n
Tech
ol
Results
obtain
Information
contextulize
Bu s i
11-26
R
h
roac
p
p
a
ogy
n e ss
-valu
e
Action
utilize
Knowledge
appr
o a ch
Dem
a
: RA
n
e
v
i
r
nd-d
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
KID
Approaches to
Knowledge Management
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11-27
Best practices
In an organization, the best methods
for solving problems. These are often
stored in the knowledge repository of a
knowledge management system
Knowledge repository is the actual
storage location of knowledge in a
knowledge management system. Similar in
nature to a database, but generally textoriented
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Approaches to
Knowledge Management
11-28
KNOWLEDGE PORTAL
(Web-based End User Interface)
Human Experts
Intelligent Broker
KNOWLEDGE REPOSITORY
(Knowledge / Information / Data Nuggets)
KNOWLEDGE CREATION
A
Comprehensive
View to
Knowledge
Repository
KNOWLEDGE UTILIZATION
KNOWLEDGE MANAGEMENT PLATFORM (KMP)
Web Crawler
Data/Text Mining Tools
DIVERSE INFORMATION / DATA SOURCES
(Weather / Medical Info / Finance / Agriculture / Industrial)
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Ad hoc
Search
JUN
1
5
Manual
Entries
Approaches to
Knowledge Management
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Developing a knowledge repository
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11-29
Knowledge repositories are developed
using several different storage mechanisms
in combination
The most important aspects and difficult
issues are making the contribution of
knowledge relatively easy for the
contributor and determining a good
method for cataloging the knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management
The KMS cycle
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11-30
KMS usually follow a six-step cycle:
1. Create knowledge
2. Capture knowledge
3. Refine knowledge
4. Store knowledge
5. Manage knowledge
6. Disseminate knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Predictive: Decision Tree*
•
Identify the factors driving customer behavior and
predict future behavior
Customer
Customers Historical Data
(query)
Age
Credit Rating
Etc.
Buying
Behavior
Mick Jones
$ 100000
48
Excellent
…
Yes
Elton Brown
$ 130000
22
Fair
…
No
Jack Turner
$ 118000
36
Excellent
…
Yes
…
…
…
…
…
$ 165000
34
Fair
…
Etc.
How will other
Customers
behave?
New Data
(query)
Income
Willie Nelson
?
Carol Lee
Etc.
$ 80000
63
Excellent
…
…
…
…
…
?
?
*Ayati: This example shows the common features of Decision
Tree and Decision Table, which is the underlying principle of
Inductive Expert Systems
© SAP AG 2010. All rights reserved. / Page 31
Ayati:
Isn’t Storytelling an informal gathering of the
past experiences, which should lead to
Inductive Reasoning?
Legal Case Collections and Research is, in
fact, is Inductive Reasoning to establish
Precedence
Beyond rule-based legal expert systems : using frames and case ...
https://circle.ubc.ca/handle/2429/42045
You +1'd this publicly. Undo
by A Kowalski - 1990
Case-based reasoning is a methodology for building legal expert systems ...
law with relatively cheap commercially available expert system shells by using
the ...
http://www.cs.cofc.edu/~manaris/aieducation-repository/expert-systemstools.html
From Wikipedia:
Strategies
Knowledge may be accessed at three stages: before, during, or after KM-related activities. Different organizations have tried various
knowledge capture incentives, including making content submission mandatory and incorporating rewards into performance
measurement plans. Considerable controversy exists over whether incentives work or not in this field and no consensus has emerged.
One strategy to KM involves actively managing knowledge (push strategy). In such an instance, individuals strive to explicitly encode their
knowledge into a shared knowledge repository, such as a database, as well as retrieving knowledge they need that other individuals have
provided to the repository.[13] This is also commonly known as the Codification approach to KM.
Another strategy to KM involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis
(pull strategy). In such an instance, expert individual(s) can provide their insights to the particular person or people needing this (Snowden
2002). This is also commonly known as the Personalization approach to KM.
Other knowledge management strategies and instruments for companies include:
• rewards (as a means of motivating for knowledge sharing)
• storytelling (as a means of transferring tacit knowledge)
• cross-project learning
• after action reviews
• knowledge mapping (a map of knowledge repositories within a company accessible by all)
• communities of practice
• expert directories (to enable knowledge seeker to reach to the experts)
• best practice transfer
• knowledge fairs
• competence management (systematic evaluation and planning of competences of individual organization members)
• proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing)
• master-apprentice relationship
• collaborative technologies (groupware, etc.)
• knowledge repositories (databases, bookmarking engines, etc.)
• measuring and reporting intellectual capital (a way of making explicit knowledge for companies)
• knowledge brokers (some organizational members take on responsibility for a specific "field" and act as first reference on whom to talk
about a specific subject)
• social software (wikis, social bookmarking, blogs, etc.)
• Inter-project knowledge transfer
KM-Images From
google
http://www.
.com/search?q=knowledge+management&hl=en&tbm=isch&tb
o=u&source=univ&sa=X&ei=e8M1UajIGMaryQGw3oDwAQ&ved=0CGgQsAQ&biw=1080&
bih=810
Information Technology (IT) in
Knowledge Management
The Cyclic Model
of Knowledge
1
Create
Management
Knowledge
Capture
Knowledge
2
Refine
Knowledge
6
Disseminate
Knowledge
Store
Knowledge
Manage
Knowledge
11-35
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5
3
4
Information Technology (IT) in
Knowledge Management
Components of KMS
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11-36
KMS are developed using three sets of core
technologies:
1. Communication
2. Collaboration
3. Storage and retrieval
Technologies that support KM
 Artificial intelligence
 Intelligent agents
 Knowledge discovery in databases
 Extensible Markup Language (XML)
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management
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Artificial intelligence

AI methods used in KMS:
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11-37
Assist in and enhance searching knowledge
Help for knowledge representation (e.g., ES)
Help establish knowledge profiles of individuals
and groups
Help determine the relative importance of
knowledge when it is contributed to and
accessed from the knowledge repository
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management

AI methods used in KMS:
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11-38
Scan e-mail, documents, and databases to
perform knowledge discovery, determine
meaningful relationships and rules
Identify patterns in data (usually through neural
networks and other data mining techniques)
Forecast future results by using data/knowledge
Provide advice directly from knowledge by using
neural networks or expert systems
Provide a natural language or voice command–
driven user interface for a KMS
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management

Intelligent agents


Intelligent agents are software systems
that learn how users work and provide
assistance in their daily tasks
They are used to elicit and identify
knowledge


11-39
See ibm.com, gentia.com for examples
Combined with enterprise knowledge portal
to proactively disseminate knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management

Knowledge discovery in databases
(KDD)
A machine learning process that
performs rule induction, or a related
procedure to establish (or create)
knowledge from large databases

11-40
a.k.a. Data Mining (and/or Text Mining)
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Information Technology (IT) in
Knowledge Management
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
11-41
Model marts
Small, generally departmental repositories of
knowledge created by employing knowledgediscovery techniques on past decision
instances. Similar to data marts
Model warehouses
Large, generally enterprise-wide repositories
of knowledge created by employing
knowledge-discovery techniques. Similar to
data warehouses
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Information Technology (IT) in
Knowledge Management

Extensible Markup Language (XML)
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
Web 2.0

11-42
XML enables standardized representations of
data structures so that data can be
processed appropriately by heterogeneous
information systems without case-by-case
programming or human intervention
The evolution of the Web from statically
disseminating information to collaboratively
creating and sharing information
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
KM System Implementation

Knowledge management products and
vendors


Knowware
Technology tools (software/hardware products)
that support knowledge management
Software development companies / vendors



11-43
Collaborative computing tools
Knowledge servers
Enterprise knowledge portals (EKP)
An electronic doorway into a knowledge management
system…
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
KM System Implementation

Software development companies / vendors


11-44
Electronic document management (EDM)
A method for processing documents
electronically, including capture, storage,
retrieval, manipulation, and presentation
Content management systems (CMS)
An electronic document management system
that produces dynamic versions of documents,
and automatically maintains the current set for
use at the enterprise level
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
KM System Implementation

Software development tools

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
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11-45
Knowledge harvesting tools
Search engines
Knowledge management suites
Knowledge management consulting firms
Knowledge management ASPs
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
KMS Implementation

Integration of KMS with other business
information systems






11-46
With
With
With
With
With
With
DSS/BI Systems
AI
databases and information systems
CRM systems
SCM systems
corporate intranets and extranets
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Roles of People in
Knowledge Management

Chief knowledge officer (CKO)
The person in charge of a knowledge
management effort in an organization

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

11-47
Sets KM strategic priorities
Establishes a repository of best practices
Gains a commitment from senior executives
Teaches information seekers how to better elicit it
Creates a process for managing intellectual assets
Obtain customer satisfaction information
Globalizes knowledge management
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Roles of People in
Knowledge Management

Skills required of a CKO include:







11-48
Interpersonal communication skills
Leadership skills
Business acumen
Strategic thinking
Collaboration skills
The ability to institute effective educational
programs
An understanding of IT and its role in advancing
knowledge management
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Roles of People in
Knowledge Management

The CEO, other chief officers, and managers


The CEO is responsible for championing a
knowledge management effort
The officers make available the resources needed
to get the job done




11-49
CFO ensures that the financial resources are available
COO ensures that people begin to embed knowledge
management practices into their daily work processes
CIO ensures IT resources are available
Managers also support the KM efforts by providing
access to sources of knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Roles of People in
Knowledge Management

Community of practice (CoP)
A group of people in an organization
with a common professional interest,
often self-organized for managing
knowledge in a knowledge management
system

11-50
See Application Case 11.7 as an example of
how Xerox successfully improved practices
and cost savings through CoP
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Roles of People in
Knowledge Management

KMS developers



KMS staff

11-51
The team members who actually develop
the system
Internal + External
Enterprise-wide KMS require a full-time
staff to catalog and manage the knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Success stories of knowledge management

11-52
Implementing a good KM strategy can:
 Reduce…
 loss of intellectual capital
 costs by decreasing the number of times
the company must repeatedly solve the
same problem
 redundancy of knowledge-based activities
 Increase…
 productivity
 employee satisfaction
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

MAKE: Most Admired Knowledge Enterprises
“Annually identifying the best practitioners of KM”
 Criteria (performance dimensions):
1.
2.
3.
4.
5.
6.
7.
8.
11-53
Creating a knowledge-driven corporate culture
Developing knowledge workers through leadership
Fostering innovation
Maximizing enterprise intellectual capital
Creating an environment for collaborative knowledge sharing
Facilitating organizational learning
Delivering value based on stakeholder knowledge
Transforming enterprise knowledge into stakeholders’ value
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

MAKE: Most Admired Knowledge Enterprises
“Annually identifying the best practitioners of KM”
 2008 Winners:
1.
2.
3.
4.
5.
6.
7.
8.
9.
11-54
McKinsey & Company
Google
Royal Dutch Shell
Toyota
Wikipedia
Honda
Apple
Fluor
Microsoft
10.
11.
12.
13.
14.
15.
16.
17.
18.
PricewaterhouseCoopers
Ernst & Young
IBM
Schlumberger
Samsung Group
BP
Unilever
Accenture
…
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Useful applications of KMS

Finding experts electronically and using
expert location systems

11-55
Expert location systems (know-who)
Interactive computerized systems that help
employees find and connect with colleagues
who have expertise required for specific
problems—whether they are across the county
or across the room—in order to solve specific,
critical business problems in seconds
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Knowledge management valuation

Financial metrics for knowledge
management valuation


11-56
Focus knowledge management projects on
specific business problems that can be easily
quantified
When the problems are solved, the value and
benefits of the system become apparent
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Knowledge management valuation

Nonfinancial metrics for knowledge
management valuation—new ways to view
capital when evaluating intangibles:






11-57
Customer goodwill
External relationship capital
Structural capital
Human capital
Social capital
Environmental capital
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Causes of knowledge management failure
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11-58
The effort mainly relies on technology and
does not address whether the proposed
system will meet the needs and objectives of
the organization and its individuals
Lack of emphasis on human aspects
Lack of commitment
Failure to provide reasonable incentive for
people to use the system…
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Factors that lead to knowledge
management success



11-59
A link to a firm’s economic value, to
demonstrate financial viability and maintain
executive sponsorship
A technical and organizational
infrastructure on which to build
A standard, flexible knowledge structure to
match the way the organization performs
work and uses knowledge
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Factors that lead to knowledge
management success




11-60
A knowledge-friendly culture that leads
directly to user support
A clear purpose and language, to
encourage users to buy into the system
A change in motivational practices, to
create a culture of sharing
Multiple channels for knowledge transfer
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Ensuring the Success of
Knowledge Management Efforts

Factors that lead to knowledge
management success



11-61
A significant process orientation and
valuation to make a knowledge
management effort worthwhile
Nontrivial motivational methods to
encourage users to contribute and use
knowledge
Senior management support
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Last words on KM
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Knowledge is an intellectual asset
IT is “just” an important enabler
Proper management of knowledge is a
necessary ingredient for success
Key issues:



11-62
Organizational culture
Executive sponsorship
Measurement of success
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall

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