Managing Effective Knowledge Transfer: Difference between revisions
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Author Goh | Author [[author::Goh]] | ||
==Objectives of Paper== | |||
* Focuses on how | * Focuses on how organizations can manage [[term::Intellectual Capital]] | ||
* | * Knowledge Management transfer is the key to [[Organizatonal Learning]] | ||
* Why | * Why Knowledge Managemnt transfer is too difficult for some organizations | ||
* What are the hindrances to | * What are the hindrances to Knowledge Management Transfer | ||
==Knowledge Management in Organizations== | |||
* | * Knowledge Management transfer is possible through JV's, etc. | ||
* How does | * How does Knowledge Management transfer happen between groups and individuals? | ||
* Need to | * Need to transfer knowledge effectively and quickly | ||
* HP amd 3M are | * HP amd 3M are examples of [[Learning Organizations]] | ||
* Chevron reduced operational costs by $2bn using [[Best Practice]] | |||
* Chevron reduced | * One way to encourage Knowledge Managemen transfer is focus on "Increased Customer Satisfaction" - capture Best Practice then transfer knowledge | ||
* One way to encourage | * Organizational barriers need to be overcome | ||
* | |||
==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 | * 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 | * 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 | * IT is good at the ''hard'' factors (Intranets) but leadership is needed for ''soft'' factors - culture, motivation | ||
== 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 | ||
** Absence of unilateral | **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 | ||
==Knowledge recipients== | |||
* Recipient must be able to use it | * Recipient must be able to use it | ||
* | * Have motivation | ||
* Absorptive capacity | * Absorptive capacity | ||
* Should not be distant or poor communication | * Should not be distant or poor communication | ||
==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== | |||
Leadership + trust + collaboration+ Problem solving capabilities leads to higher | 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]] | ||
Latest revision as of 07:51, 30 September 2012
Author Goh
Objectives of Paper
- Focuses on how organizations can manage Intellectual Capital
- Knowledge Management transfer is the key to Organizatonal Learning
- Why Knowledge Managemnt transfer is too difficult for some organizations
- What are the hindrances to Knowledge Management Transfer
Knowledge Management in Organizations
- Knowledge Management transfer is possible through JV's, etc.
- How does Knowledge Management transfer happen between groups and individuals?
- Need to transfer knowledge effectively and quickly
- HP amd 3M are examples of Learning Organizations
- Chevron reduced operational 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
- Organizational 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 Knowledge Manageemnt transfer (Goodman Darr 1996)
- Best Practice network often disappear or fail - Due to peoples' attitudes rather than constraints of technology
- 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
Organizational 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 Decision-Making
- 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 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
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