Managing Effective Knowledge Transfer - Revision history

Paulreed: /* Integrative Framework Model */

2012-09-30T12:51:17Z

Integrative Framework Model

← Older revision		Revision as of 06:51, 30 September 2012
Line 51:		Line 51:
	Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management		Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management

	[[Comments />]]		<Comments />

	[[Category:Knowledge]]		[[Category:Knowledge]]

Paulreed: /* Integrative Framework Model */

2012-09-30T12:50:38Z

Integrative Framework Model

← Older revision		Revision as of 06:50, 30 September 2012
Line 51:		Line 51:
	Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management		Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management

	[[Comments />		[[Comments />]]

	[[Category:Knowledge]]		[[Category:Knowledge]]

Paulreed at 12:50, 30 September 2012

2012-09-30T12:50:03Z

← Older revision		Revision as of 06:50, 30 September 2012
Line 50:		Line 50:
	==Integrative Framework Model==		==Integrative Framework Model==
	Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management		Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management

			[[Comments />

	[[Category:Knowledge]]		[[Category:Knowledge]]
	~~[[Category:Pages Needing Improvement]]~~

Paulreed at 12:49, 30 September 2012

2012-09-30T12:49:12Z

← Older revision		Revision as of 06:49, 30 September 2012
Line 1:		Line 1:
	Author Goh		Author [[author::Goh]]

	==Objectives of Paper==		==Objectives of Paper==

Paulreed at 12:48, 30 September 2012

2012-09-30T12:48:01Z

← Older revision		Revision as of 06:48, 30 September 2012
Line 1:		Line 1:
	Author Goh		Author Goh

	~~!!Objectices~~ of ~~paper~~		==Objectives of Paper==
	* Focuses on how ~~org~~ can manage ~~intellectual capital~~		* Focuses on how organizations can manage [[term::Intellectual Capital]]
	* ~~KM Xfer~~ is key to ~~Org~~ Learning		* Knowledge Management transfer is the key to [[Organizatonal Learning]]
	* Why ~~KM Xfer~~ is to difficult for ~~orgs~~		* Why Knowledge Managemnt transfer is too difficult for some organizations
	* What are the hindrances to ~~KM Xfer~~		* What are the hindrances to Knowledge Management Transfer

	~~!!KM on Orgs~~		==Knowledge Management in Organizations==
	* ~~KM Xfer~~ is possible ~~throu~~ JV's etc		* Knowledge Management transfer is possible through JV's, etc.
	* How does ~~KM Xfer~~ happen between ~~grps~~ and individuals?		* How does Knowledge Management transfer happen between groups and individuals?
	* Need to ~~xfer~~ knowledge effectively and quickly		* Need to transfer knowledge effectively and quickly
	* HP amd 3M are ~~egs~~ of [[Learning Organizations]]		* HP amd 3M are examples of [[Learning Organizations]]
	* Goh and Richards have competed 12 surveys 1200 people		* Chevron reduced operational costs by $2bn using [[Best Practice]]
	* Chevron reduced op costs by $2bn using [[Best Practice]]		* One way to encourage Knowledge Managemen transfer is focus on "Increased Customer Satisfaction" - capture Best Practice then transfer knowledge
	* One way to encourage ~~KM Xfer~~ is focus on "Increased Customer Satisfaction" - capture Best Practice then transfer K		* Organizational barriers need to be overcome
	* ~~Org Barriers~~ need to be overcome

	!!Using IT to facilitate Knowledge Transfer		==Using IT to facilitate Knowledge Transfer==
	* BP used virtual teams		* BP used virtual teams
	* Employees sharing Best Practices seem to be a central theme in ~~KM Xfer~~ (Goodman Darr 1996)		* Employees sharing Best Practices seem to be a central theme in Knowledge Manageemnt transfer (Goodman Darr 1996)
	* Best Practice network often disappear or fail - Due to peoples attitudes rather than constraints of technology		* Best Practice network often disappear or fail - Due to peoples' attitudes rather than constraints of technology
	* Use of IT to ~~Xfer K~~ or share Best Practice can work under right conditions - motivation, trust, culture		* Use of IT to tarnsfer knowledge or share Best Practice can work under right conditions - motivation, trust, culture
	* IT is good at the hard factors (Intranets) but leadership is needed for ~~Soft~~ factors - culture, motivation		* IT is good at the ''hard'' factors (Intranets) but leadership is needed for ''soft'' factors - culture, motivation

	~~!! Org~~ Culture		== Organizational Culture==
	* Culture definition is very broad and has many dimensions		* Culture definition is very broad and has many dimensions
	* Culture of co-operative behaviours		* Culture of co-operative behaviours
Line 30:		Line 29:
	**Trust		**Trust
	**Fair treatment		**Fair treatment
	** ~~rewards~~		**Rewards
	** Absence of unilateral D-M		**Absence of unilateral Decision-Making
	** Experimentation and toleration of failures		**Experimentation and toleration of failures
	* Support structures		* Support structures
	** Nonaka - break down hierarchies		** [[author::Nonaka]] - break down hierarchies
	** Barlett Ghoshal - breakdown silos that encourage "sticky" knowledge		** Barlett [[author::Ghoshal]] - breakdown silos that encourage "sticky" knowledge
	** Balanced Scorecard approach		** [[Balanced Scorecard]] approach
	** ~~takes~~ time to develop environment		** Takes time to develop environment

	!!Knowledge recipients		==Knowledge recipients==
	* Recipient must be able to use it		* Recipient must be able to use it
	* ~~have~~ motivation		* Have motivation
	* Absorptive capacity		* Absorptive capacity
	* Should not be distant or poor communication		* Should not be distant or poor communication

	!!Types of Knowledge		==Types of Knowledge==
	* Tacit - better communicated personally through chat, [[Communities of Practice]], less structured methods		* Tacit - better communicated personally through chat, [[Communities of Practice]], less structured methods
	* Explicit - written recorded in manuals, tech driven - structured approaches		* Explicit - written recorded in manuals, tech driven - structured approaches

	!!Integrative Framework Model		==Integrative Framework Model==
	Leadership + trust + collaboration+ Problem solving capabilities leads to higher ~~proensity~~ to ~~xfer KM~~ leads to EFFECTIVE ~~K XFER~~ leads to l-t competitive advantage. ~~IF Supprt~~ structure exists, Knowledge Receipient has capacity and good ~~realtionships~~ and right methods are used to ~~xfer~~ Tacit and Explicit KM		Leadership + trust + collaboration+ Problem solving capabilities leads to higher propensity to tarnsfer Knowledge Management leads to EFFECTIVE KNOWLEDGE TRANSFER leads to long-term competitive advantage. ''If'' Support structure exists, Knowledge Receipient has capacity and good relationships and right methods are used to transfer Tacit and Explicit Knowledge Management

	[[Category:Knowledge]]		[[Category:Knowledge]]
	[[Category:Pages Needing Improvement]]		[[Category:Pages Needing Improvement]]

Paulreed at 17:14, 27 September 2012

2012-09-27T17:14:25Z

← Older revision		Revision as of 11:14, 27 September 2012
Line 53:		Line 53:

	[[Category:Knowledge]]		[[Category:Knowledge]]
			[[Category:Pages Needing Improvement]]

Paulreed: Created page with "Author Goh !!Objectices of paper * Focuses on how org can manage intellectual capital * KM Xfer is key to Org Learning * Why KM Xfer is to difficult for orgs * What are the hind..."

2010-12-27T15:21:31Z

Created page with "Author Goh !!Objectices of paper * Focuses on how org can manage intellectual capital * KM Xfer is key to Org Learning * Why KM Xfer is to difficult for orgs * What are the hind..."

New page

Author Goh

!!Objectices of paper
* Focuses on how org can manage intellectual capital
* KM Xfer is key to Org Learning
* Why KM Xfer is to difficult for orgs
* What are the hindrances to KM Xfer

!!KM on Orgs
* KM Xfer is possible throu JV's etc
* How does KM Xfer happen between grps and individuals?
* Need to xfer knowledge effectively and quickly
* HP amd 3M are egs of [[Learning Organizations]]
* Goh and Richards have competed 12 surveys 1200 people
* Chevron reduced op costs by $2bn using [[Best Practice]]
* One way to encourage KM Xfer is focus on "Increased Customer Satisfaction" - capture Best Practice then transfer K
* Org Barriers need to be overcome

!!Using IT to facilitate Knowledge Transfer
* BP used virtual teams
* Employees sharing Best Practices seem to be a central theme in KM Xfer (Goodman Darr 1996)
* Best Practice network often disappear or fail - Due to peoples attitudes rather than constraints of technology
* Use of IT to Xfer K or share Best Practice can work under right conditions - motivation, trust, culture
* IT is good at the hard factors (Intranets) but leadership is needed for Soft factors - culture, motivation

!! Org Culture
* Culture definition is very broad and has many dimensions
* Culture of co-operative behaviours
* Smith 1995 identified prerequisites for co-operative relationships
**Trust
**Fair treatment
** rewards
** Absence of unilateral D-M
** Experimentation and toleration of failures
* Support structures
** Nonaka - break down hierarchies
** Barlett Ghoshal - breakdown silos that encourage "sticky" knowledge
** Balanced Scorecard approach
** takes time to develop environment

!!Knowledge recipients
* Recipient must be able to use it
* have motivation
* Absorptive capacity
* Should not be distant or poor communication

!!Types of Knowledge
* Tacit - better communicated personally through chat, [[Communities of Practice]], less structured methods
* Explicit - written recorded in manuals, tech driven - structured approaches

!!Integrative Framework Model
Leadership + trust + collaboration+ Problem solving capabilities leads to higher proensity to xfer KM leads to EFFECTIVE K XFER leads to l-t competitive advantage. IF Supprt structure exists, Knowledge Receipient has capacity and good realtionships and right methods are used to xfer Tacit and Explicit KM

[[Category:Knowledge]]