Knowledge Management

Group 2, International Mobility and Career Development

Introduction

What is knowledge management?

Historic Background

https://www.youtube.com/watch?v=JUZxaHj0FEI

Current Concepts

MAKING TACIT KNOWLEDGE

TANGIBLE

SHARING KNOWLEDGE BETWEEN

SUBSIDIARIES

Tacit Explicit

“(Tacit knowledge)...is housed in the human brain, and originates from an experience such as intuition or expertise” (Zhang, 2013) E.g. language, interpersonal skills, leadership skills

Resides with individuals

Can’t create value

Easily lost

Tacit Knowledge Capture Process Dzekashu, McCollum, (2014)

• Collaboration Systems• Online Databases• Forums• Intranets

Identify Acquire Refine Store

Knowledge sharing between subsidiaries

• Open knowledge exchange• Collaborative tools• HQ encourages subsidiaries to share their knowledge

• Consistency for organization• Collective benefit for organization

• Data quality management

How do you mobilise knowledge?2 way information exchange

Introduction

IT Company Bhubaneswar, Eastern India Founded in 2010 Enterprise-class cloud computing platform Vision: «[…]the company wants to make software

a commodity that is “accessible” » 

KM Cycle

Created peer review Tacit to Explicit Identified problems –

saved solutions KM Database

KM Strategy

Business Goals – KM Goals Community of Practice (COP)

Partner Business analyst Technical evangelist

Metrics, Eg: number of applications made to BATOI; number of clients through IT solution provider; number of complaints

Employee Retention

Conclusions

Wide and Integrated Achieved objectives Constant improvement of processes

“An integrated system such as the one used by BATOIenables all of the separate parts of the organization to pull in the same direction.”

ARF conseil’ failure

Management Counsel Group created in 1981 in Tunisia

Activities: RH Management & Strategy studies Client: + Bank & big companies (public and international) Strategy: 10% seniors

40% juniors50% consultant managers

Consulting group of 5 to

8and one expert

Reasons of Changes

Too much scattered activity Between 2000 & 2003 : 39 resignations Recruitment of new junior executives

“ ARF lost a bit of its soul and its efficiency” Seniors executives

Problem of synergy & lost of involvement Problem of communication & competences

disparity

Objectives

Conserve the knowledge of the company and spread it the larger possible

More research & innovations to improve performances of services

KMPKnowledge Management

Program

Reasons of Failure

Involvement of headquarters, Technological investment, support of seniors, Innovation of structure

COGNITIVE & SOCIOCULTURAL aspects forgotten

Lack of verbal communication, adaptation to the culture MORE trust and complementarity

LESS competition and rivalry

Conclusions & Future Implications

Tacit to Exlicit Tangible Employee Retention

KM follows IT Semantic Web

Thank you!Questions?

References A light bulb in the socket is worth two in the pocket. - Bill Wolf (1950–2001)

Davies, J., Fensel, D. and Van Harmelen, F. (2003). Towards the semantic web. Chichester, England: J. Wiley.

Dzekashu, W, & McCollum, W 2014, 'A Quality Approach to Tacit Knowledge Capture: Effective Practice to Achieving Operational Excellence', International Journal Of Applied Management & Technology, 13, 1, pp. 52-63

http://www.arfconseil.com/ 2014-12-07 http://www.erudit.org/revue/mi/2009/v13/n4/038587ar.html#no3 2014-12-07

Knowledge Management, Théorie et pratique de la gestion des connaissances. - René-Charles Tisseyre - HERMES sciences publications 1999

Mohapatra Sanjay Thakurta Rahul , (2014),"Knowledge management practices of an IT company", Emerald Emerging Markets Case Studies, Vol. 4 Iss 2 pp. 1 – 27

Shelby, K, Mazzuchi, T, & Sarkani, S 2013, 'Tacit knowledge mobilization effect due to information structure', Information Knowledge Systems Management, 12, 2, pp. 115-133

Zhang, L, He, J, & Zhou, S 2013, 'Sharing Tacit Knowledge for Integrated Project Team Flexibility: Case Study of Integrated Project Delivery', Journal Of Construction Engineering & Management, 139, 7, pp. 795-804