Learning (alone?) KM Reflect Observe Experiment Act Kolb 1984 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:47 Alf Westelius IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:48 Alf Westelius SECI, learning together To Tacit knowledge Tacit knowledge From Socialization Externalization Sympathized knowledge Conceptual knowledge Internalization Combination Operational knowledge Systemic knowledge Explicit knowledge Exploration / exploitation Kaizen / BPR KM activities Explicit knowledge Four modes of knowledge creation and their contents, Nonaka & Takeuchi 1995, p72 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:49 Alf Westelius IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:50 Knowledge landscaping (Coopers & Lybrand) Knowledge investment Technological Accenture Alf Westelius Social LiU Explicit Knowledge domain Exploit Tacit BT The virtual office Pharmacia Upjohn Blacksmith Knowledge management investments, Earl & Scott, (98) p9 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:51 Alf Westelius IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:52 Alf Westelius Brynjolfsson on IT productivity • • "We don't know what Knowledge Management is, but we sure know it's not happening here." ”For every dollar of IT hardware capital that a company owns, there are up to $9 of IT-related intangible assets, such as human capital—the capitalized value of training—and organizational capital—the capitalized value of investments in new businessprocess and other organizational practices” ”Companies that use IT intensively work differently from their competitors” the European Knowledge Survey: P Murray, Cranfield University cited by Ilkka Tuomi, Principal scientist, Nokia research centre 981212, 4th annual SIM academic workshop, Helsinki Brynjolfsson & Hitt IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:53 Alf Westelius Knowledge areas in IT consulting company CG Technical competence Specific situations in my 0,80 Reuse of systems design, leadership and architecture Code templates 0,60 Who knows what design templates 0,40 Rules of thumb and guidelines Program/function library Examples of and building blocks contracts, etc. 0,20 Experience of technical solution 0,00 Experience of development tools Document templates Development platforms, Coding standards Checklists and specific methods Experieince of CG methods Competence on CG methods Customers’ contact nets Customers’ operations and business Hjertzén & Toll, 1999 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:55 Alf Westelius Value and need Technical competence Specific situations in my Reuse of systems design, 1,00 leadership and architecture 0,80 Knowledge Code templates Who knows what design templates categories 0,60 Program/function library Rules of thumb and guidelines 0,40 Examples of and building blocks contracts, etc. Portion who view the knowledge as useful 0,20 Experience of technical solution 0,00 Experience of development tools Document templates Checklists and specific methods People dissatisfied Experieince of CG methods with the Competence on CG methods supply IEI/EIS Development platforms, Coding standards Customers’ contact nets Customers’ operations and business Hjertzén & Toll, 1999 http://www.iei.liu.se/eis/edu/tdei09 L1:57 Alf Westelius IEI/EIS Alf Westelius http://www.iei.liu.se/eis/edu/tdei09 L1:54 Production och dissemination Technical competence Specific situations in my 0,80 Reuse of systems design, leadership and architecture Code templates 0,60 Who knows what design templates 0,40 Rules of thumb and guidelines Program/function library 0,20 Examples of and building blocks contracts, etc. Experience of technical solution 0,00 Experience of development tools Document templates Development platforms, Coding standards Checklists and specific methods Experieince of CG methods Competence on CG methods Knowledge disseminated IEI/EIS Customers’ contact nets Customers’ operations and business Knowledge produced Hjertzén & Toll, 1999 People with needs who are dissatisfied with the supply Demand versus supply Technical competence Reuse of systems design, Specific situations in my 1,00 leadership and architecture Who knows what Rules of thumb and guidelines Examples of and building blocks contracts, etc. Portion who view the knowledge as useful 0,80 0,60 Code templates design templates Program/function library 0,40 0,20 0,20 Experience of technical solution 0,00 Experience of development tools Document templates Checklists and specific methods Experieince of CG methods Competence on CG methods Knowledge disseminated IEI/EIS Alf Westelius http://www.iei.liu.se/eis/edu/tdei09 L1:56 Development platforms, Coding standards Customers’ contact nets Customers’ operations and Knowledge business produced http://www.iei.liu.se/eis/edu/tdei09 L1:58 Alf Westelius Valuable sources and distribution channels Other companies Types of processes Own material Identity Core Background Mandated (Historical) KO/NWT Natural Work Team Customer Informal contacts Internet Courses/ Seminars (internal) Distribution channel Courses/ seminars (external) Source PERFORM x-disc the Galaxy/ Polarstar Intranet Structural capital Peter Keen, 1997 Hjertzén & Toll, 1999 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:59 Alf Westelius IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:60 ”The knowledge star” Maturity profile of KM in Swedish retail banking Capture 5 4 3 2 1 0 Use Technology Organise Education ”Mission” Generate Intellectual Leadership assets Culture and climate Psychometrics http://www.iei.liu.se/eis/edu/tdei09 L1:61 Alf Westelius Annie Brooking & Philip Harris, 1997 Alf Westelius http://www.iei.liu.se/eis/edu/tdei09 L1:62 IEI/EIS Who is competent? High Who is competent? Agreement Overrated? High Company group manager’s perception of competence Agreement Overrated? Misunderstood? Misunderstood? Low Low Low Own perception of competence High Low Based on N Arvidsson, 1999 IEI/EIS Competence Professional Ahde & Beckmann 1998 Company group manager’s perception of competence Knowledge Personal Share Measurements IEI/EIS Alf Westelius http://www.iei.liu.se/eis/edu/tdei09 L1:63 Alf Westelius Own perception of competence High Based on N Arvidsson, 1999 IEI/EIS http://www.iei.liu.se/eis/edu/tdei09 L1:64 Alf Westelius Learning in a community of practice Who learns from who? High Company group manager’s perception of competence Becoming an expert Agreement Overrated? “old-timers” novices Misunderstood? Low Low Own perception of competence The zone of legitimate peripheral participation High Based on N Arvidsson, 1999 IEI/EIS Community of practice: shared knowledge same well-known experts shared tools shared practices Experts shared identity An expert is a person who defines what counts as knowledge http://www.iei.liu.se/eis/edu/tdei09 L1:65 Alf Westelius IEI/EIS Based on Ilkka Tuomi, 981212 Alf Westelius http://www.iei.liu.se/eis/edu/tdei09 L1:66
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