1 Knowledge Management Module ii KM in Organizational Culture and HR Practices Rami Gharaibeh ©

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Knowledge Management

Module ii

KM in Organizational Culture and HR Practices

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To develop a framework for practicing Knowledge Management

Goals

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Trainees will be able to

~ Discuss the concept of knowledge creation and the requirements for its business practices ~ Discuss the concept of knowledge sharing and the requirements for its business practices

Learning Outcomes

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Research and Development

~ Traditionally and formally, knowledge creation was a duty of one department: R&D

~ Other departments had already-established knowledge which the employees need to acquire and apply

~ Also, other departments has to acquire and apply the knowledge that the R&D department creates

K Creation in Business

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Learning Organization

~ In learning organizations, knowledge creation is a duty in all jobs

~ Innovation is encouraged in all jobs at all levels

~ There are tools that help the process of knowledge creation

K Creation in Business

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Learning Organization

~ Modeling offers great techniques and tools for knowledge representation and knowledge storage

~ Modeling techniques that allow for simulation are great tools for knowledge creation

K Creation in Business

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Modeling

Is a simplified representation of reality

K Creation in Business

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Types of Model Variables

~ Decision variables~ Uncontrollable variables~ Result variables

K Creation in Business

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Types of Model Variables

K Creation in Business

MODEL

Uncontrollable vars

Decision vars Result vars

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Types of Model Variables

~ Decision variables:

K Creation in Business

- # of produced items- unit profit

- quality of product or service

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Types of Model Variables

~ Uncontrollable variables

K Creation in Business

- fuel prices- government taxes

- weather conditions- rivals’ actions

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Types of Model Variables

~ Result variables

K Creation in Business

- total profit- customer satisfaction

- total cost

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Qualitative Modeling

~ Qualitative modeling techniques and tools allows the capturing of relationships in cases under investigation

~ Great tools for knowledge representation and storage but not knowledge creation because of their lack of ability to simulate and generate scenarios

K Creation in Business

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Qualitative Modeling

K Creation in Business

Number of people in

cities

Migration from

villages

Modernization

Sanitation

measures

Amount of

garbage per area

Bacteria per area

+

Number of

diseases

+

+

-

-

-

+

+

+

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Quantitative Modeling

~ If the relationships in a qualitative model were quantified, then we may proceed to quantitative modeling techniques and tools

~ When simulation is added to a quantitative model, a prediction tool becomes in hand

~ Using simulation we become able to generate scenarios

~ The generated scenarios are answers to what if questions

K Creation in Business

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Quantitative Modeling

~ The what if questions are used to explore the outcomes of decision alternatives without actually experiencing them (what if analysis)

~ Not only we explore the outcomes of alternatives, we also explore the robustness of these outcomes when uncontrollable parameters change (sensitivity analysis)

K Creation in Business

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What-if Analysis

K Creation in Business

MODEL

FIXED Uncontrollable Values

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What-if Analysis

K Creation in Business

MODEL

FIXED Uncontrollable Values

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alternatives outcomes

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Sensitivity Analysis

K Creation in Business

MODELFIXED

Decision Values

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Quantitative Modeling

~ The experience of manipulating a model and exploring consequences is a knowledge creation process

~ There are quantitative modeling tools that are used at the operational level such as ARENA

~ There are quantitative modeling tools that are used at the strategic level such as STELLA and iTHINK

K Creation in Business

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Job Experience

~ Each employee experience many job situations~ The employee will develop an experience of the outcomes of different alternatives for different situations~ It is unfavorable that employees develop knowledge through trial and error because errors are costly

K Creation in Business

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Knowledge Sharing vs. Information Sharing

~Knowledge sharing is the GOAL ~Information sharing is the MEAN

K Sharing in Business

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Knowledge Sharing Forms

~ Knowledge sharing & knowledge transfer are synonyms

~ Knowledge sharing takes two forms: - direct form - Indirect form

K Sharing in Business

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Knowledge Sharing Forms

~ Direct knowledge sharing takes place in situations when the transmitter and receiver are communicating instantly

~ Indirect knowledge sharing takes place when the transmitter and receiver are communicating through a knowledge storage

~ The transmitter represents and stores knowledge

~ The receiver accesses the knowledge storage

K Sharing in Business

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Direct Knowledge Sharing

~ Lecturing~ Video conferencing~ Apprenticeship

K Sharing in Business

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Indirect Knowledge Sharing

~ Printed material~ Video-taped material~ Audio-taped material

K Sharing in Business

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Knowledge Sharing Forms

K Sharing in Business

Knowledge storageTransmitter

Receiver

Lecture ,video conferencing ,

etc.

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Knowledge Sharing Forms

K Sharing in Business

Transmitter

Receiver

MODEL

Uncontrollable

Decision Result

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Lecture ,video conferencing ,

etc.

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Relationship with Knowledge Acquisition

Every knowledge sharing process involves a process of knowledge acquisition at the

receiver end

K Sharing in Business

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K Processes at the Operational Level

Non-managerial employees need to share their knowledge

For example

~ Maintenance employees could create a video library of encountered problems and how they dealt with them~ Line managers could use ARENA to learn about the best setup for machinery in a factory

KM at the Levels of Management

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K Processes at the Strategic Level

Strategic Managers need to share their knowledge when setting organizational

plans

For example

~ Strategic managers could use STELLA to represent their perception of a strategic situation and then run what-if analysis

KM at the Levels of Management

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Innovation

Is the implementation of a new or significantly improved idea, good, service, process or practice that is

intended to be useful

Organizational Innovation

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Classification of Individuals

According to famous Everett Rogers, individuals in any community could be classified into five categories:~ Innovators (2.5%)~ Early adopters (13.5%)~ Early majority (34%)~ Late majority (34%)~ Laggards (16%)

Organizational Innovation

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Classification of Individuals

Characteristics of Innovators venturesome, educated, multiple info sources, greater propensity to take risk

Organizational Innovation

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Classification of Individuals

Characteristics of Early Adopters social leaders, popular, educated

Organizational Innovation

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Classification of Individuals

Characteristics of Early Majority deliberate, many informal social contacts

Organizational Innovation

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Classification of Individuals

Characteristics of Late Majority skeptical, traditional, lower socio-economic

status

Organizational Innovation

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Classification of Individuals

Characteristics of Laggards neighbours and friends are main info

sources

Organizational Innovation

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Classification of Individuals vs. K Processes

~ Innovators: knowledge creators and disseminators~ Early adopters: knowledge acquirers~ Early majority: knowledge acquirers~ Late majority: knowledge acquirers~ Laggards: knowledge acquirers

Organizational Innovation

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Theory of Diffusion of Innovation

Innovation Management

Innovators

Laggards

Late majority

Early majority

Early adopters

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Theory of Diffusion of Innovation

The study of how (means & techniques), why (incentives), and at what rate (efficiency) new

ideas (knowledge) spread through cultures

Innovation Management

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Comprehensive Model of Adoption

Innovation Management

individual’s identity

Security-anxietyValuesMental ability & conceptual skillsSocial statusCosmopolitnessOpinion leadership

Adoption

Perceived char of the innovationRelative advantageCompatibilityComplexityDivisibilityCommunicability

Perceptions of the situation

Social system norms on innovativeness

Economic constraints and incentivesCharacteristics of the unit

Adoption process

AwarenessInterestEvaluationTrial

Information sources

Rejection

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Comprehensive Model of Adoption

The model identifies four categories that affects an individual’s adoption of an innovation:

~ Individual’s identity

~ Perception of the situation

~ Perceived characteristics of the innovation

~ Sources of information

Innovation Management

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Comprehensive Model of Adoption

Understanding the model of innovation allows firms to set up the appropriate

work environment by lowering all barriers to knowledge creation and sharing

Innovation Management

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Comprehensive Model of Adoption

For example

Firms should be keen on selecting employees who show characteristics of

innovators, early adopters or early majority

Innovation Management

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Comprehensive Model of Adoption

For example

Firms should have incentives plan encouraging knowledge creation and

sharing

Innovation Management

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Comprehensive Model of Adoption

For example

Firms should communicate the advantages of any sought innovation

Innovation Management

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Comprehensive Model of Adoption

For example

The communicated advantages should come from reliable and credible sources

of information

Innovation Management

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Diffusing Innovation

The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.

Innovation Management

TIME

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Diffusing Innovation

The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.

Innovation Management

TIME

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Diffusing Innovation

The rate of diffusion is the speed at which a new idea spreads from one adopter to the next.

Innovation Management

TIME

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Share/Hoard Dilemma

What do I benefit when I share my knowledge ?

People tend to hoard their knowledge

KM practices has to be embedded in job descriptions

Job Redesign

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Job Description

It describes the Duties, Tasks and Responsibilities of a job (TDRs)

Every employee has a job description

Job Redesign

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Job Description

For example

A job description of a professor

Job Redesign

Duty 1: teachingTask 1: Giving lecturesR 1: Arrive on time

R2: Leave on time

Task 2: Putting up examsR 1: Reasonable questions

R 2: Allowing for differentiation

Task 3: Correcting examsR 1: Fairness across students

Duty 2: researchingTask 1: attend conferencesR 1: pick reputable conferences

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Job Description

Job descriptions needs to be redesigned to include TDRs related to knowledge

management

Employees cannot be held accountable on KM processes that are not listed as

TDRs

Job Redesign

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Job Specifications

It describes the Knowledge, Skills, Abilities and Traits (KSAO) required to

carry out the TDRs

Job Redesign

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Job Specifications

Job specifications needs to be redesigned to ensure employing

individuals with the appropriate KSAOs to support knowledge management

practices

Job Redesign

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Job Specifications

For example

~ This training course is considered a knowledge that is required to perform KM~ Also, skills in modeling techniques~ Also, traits such as cooperation, innovation, initiative

Job Redesign

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END

MODULE II

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