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Knowledge ManagementChallenges and Demands for Organizations
Wendy E.A. Ruona, Ph.D.Selena S. Blakenship
University of Georgia
© Ruona & Blankenship, 2008
l U.S. companies will spend $73 billion on knowledge management software in 2007, and spending will grow nearly 16% to an average of $1,224 per employee in 2008
l Knowledge is centrally important to advanced economies
l Knowledge is key to organizational performancel Intangible assets
l Changing organizationsl Increasingly more knowledge intensivel Leanerl Globalizationl Expectation of quick turn-aroundl Changing nature of the employment relationship
Why Knowledge Management?
© Ruona & Blankenship, 2008
l 84% of all KM programmes fail to have any real impact 1
l Current knowledge sharing simply falls short 2l 39% report that they know others in the organization
could help them do their job better, but they don’t know how to find these people
l 51% report wrong decisions made because knowledge isn’t tapped
l 54% report missed opportunities to innovate because right people aren’t working together
l 60% report work is often duplicated because people are unaware of what others are doing
1- Lucier, C. & Torsiliera, J. (1997, 4th quarter). Why knowledge programs fail. Strategy and Business, 14-28.
2 - Gilmour, D. (2003). How to fix knowledge management. Harvard Business Review, 81(10), 16-17.© Ruona & Blankenship, 2008
Knowledge capture and/or creation
Knowledge sharing and dissemination
Knowledge acquisition and application
Upda
te
Assess
Contextualize
Knowledge capture and/or creation
Knowledge sharing and dissemination
Knowledge acquisition and application
Upda
te
Assess
Contextualize
Knowledge Management
Knowledge Management in Theory & Practice (Dalkir, 2005) & Knowledge Management in Organizations (Hislop, 2005)
• Systemic, deliberate leveraging of knowledge assets
• Systems and strategies for capturing and creating, sharing and disseminating and acquiring and applying both tacit and explicit forms of knowledge
l Embedded in practice (something we do, not have)l Embodied in peoplel Tacit and explicit (inseparable)l Embedded in culture l Socially constructedl Multi-dimensionall Contestable
Knowledge Management in Organizations (Hislop, 2005)
What is Knowledge?
Challenges
Formal and Structural
Personal and Interpersonal
Power and Political
Culture and Meaning
• Link to strategy• Structure of the
organization• Decentralized
communication• Technology• Human
resource policies and systems
• Worth of the individual
• Informal networks
• More social space
• Shifting role of the leader
• Power of knowledge
• Alternative forms of power
• Power distribution
• Culture enactment and change
© Ruona & Blankenship, 2008
Formal and Structural
l Link to strategyl Structure of the
organizationl Decentralized
communicationl Technologyl Human resource
policies and systems
© Ruona & Blankenship, 2008
Personal and Interpersonal
l Worth of the individual
l Informal networksl More social spacel Shifting role of the
leader
© Ruona & Blankenship, 2008
Power and Politics
l Power of knowledgel Alternative forms of
powerl Power distribution
© Ruona & Blankenship, 2008
Culture and Meaning
l Culture enactment and change
© Ruona & Blankenship, 2008
