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KM Most cited 4-6
October 20, 2005MIS 480Anh HoManagement Information System Undergrad
A Model of Knowledge Management and the N-form Corporation
By Gunnar Hedlund 1994
Outline
Introduction Model of Knowledge Japanese Diversification vs.
Western companies From N-Form to M-Form
Introduction
A model of knowledge management is developed.
The development of model between economics, organizational theory and strategic management
Transfer of knowledge from lower level to higher agency level in articulated or tacit form
The Model of Knowledge
Individual Group Organization Interorganization Domain
Knowing calculus
Quality circle’s documented analysis of its performance
Organizational chart
Suppliers’ patents and documented practices
Cross cultural negotiation skills
Team coordination in complex work
Corporate culture Customers’ attitudes to products and expectations
Articulated Knowledge (AK)
Tacit Knowledge information (TK)
The Model of Knowledge
Small group often temporary in innovation and product development
Interorganizational domain of units interacting with the focal is critical to KM
The Model of Knowledge
Three aspects of knowledge Cognitive knowledge Skills Knowledge embodied in products or
services Advantage of three forms:
Increased sales Licensing Capacity increasing Investment
The Model of Knowledge
Major concerns: Storage Transfer to transform
Knowledge ModelASSIMILATION
Individual
Group Organization
Interoranizational domain
Appropriation Extension
Articulatio
n
Internalization R
eflection
Dialogue
Expansion
DISSEMINATION
Articulated Knowledge (AK)
Tacit Knowledge (TK)
Japanese Corporations
Articulated Assimilation (patent or tangible products)
Group and interorganizational levels
Dissemination of products Important tacit element AK TK AK Bureaucratic corporation Weakness: lack integration in
large system
Western Coporations
Tacit and articulated Explicit, structured
implementation Individual and organizational
levels Bureaucratic corporation AK + TK AK AK + TK Excel in managing large and
complex system with articulation and systematic approach
N-form vs. M-form
N-form M-form
TechnologicalinterdependencePeople interdependence
Critical organizationallevelCommunication networkTop Management roleCompetitive scope
Basic organizational form
Combination
Temporary constellations,given pool of peopleMiddle
LateralCatalyst, architect,protectorFocus, economies of depth,combinable parts
Heterarchy
Division
Permanent structures,changing pool of peopleTop
VerticalMonitor, allocatorDiversification, economiesof scale and scope, semiindependent partsHierarchy
Question today?
What happens in today’s leading companies in fast moving technological fields?
Organizational Learning: The Contributing processes and the literatures
George P. Huber 2001
Outline
Introduction Knowledge Acquisition Information Distribution Information Interpretation Organizational Memory Summary
Introduction
Complete understanding of organizational learning
The important to challenge narrow concepts, phenomenon of organizational learning and the chances of encountering useful findings or ideas
Paper outline diagramKnowledge Acquisition
Information Distribution
Organizational Memory
Information Interpretation
Congenital LearningExperiental Learning
Vicarious learningGrafting
Searching and Noticing
Organizational experimentOrganizational self-appraisalExperimenting organization
Unintentional or unsystematic learningExperience based learning curve
Cognitive Maps and FramingMedia Richness
Information OverloadUnlearning
Scaning
Focused searchPerformance monitoring
Storing and Retrieving Information
Computer-based Organizational Memory
Knowledge Acquisition
Acquire information or knowledge
Example are customers, survey, research, development activities, performance reviews, and analyses of competitor’s product
Knowledge Acquisition
1. Congenital Learning Inherited Knowledge
2. Experimental Learning Organizational Experiment Organizational self-appraisal Experimenting organizations Unintentional or unsystematic
learning Experience-based learning curve
Knowledge Acquisition
3. Vicarious Learning Acquiring second-hand experience Imitate other organizations
4. Grafting Acquiring knowledge through
resources Acquisition through another
organization
Knowledge Acquisition
5. Searching and Noticing Scanning Focused Search Performance monitoring
Information Distribution
- System routine Index
- Hard Information
Information Interpretation
1. Cognitive maps and Framing
2. Media richness
3. Information Overload
4. Unlearning
Organization Memory
1. Storing and Retrieving information
2. Computer based Organizational Memory
Summary
1. Information acquisition depends in many instances on instances, which is directed by previous learning retained in memory.
2. Information distribution is affected by organizational decisions made using information contained in memory.
3. Information interpretation is greatly affected by cognitive maps or frames of references.
4. That which has been learned must be stored in memory and then brought forth from memory; both the demonstrability and usability of learning depend on the effectiveness of the organization’s memory.
Question?
Knowledge of the firm, Combinative capabilities and the replication of technology
Bruce Kogut and Udo Zander 1992
Outline Introduction Information and Know How The Inertness of knowledge Transformational of Personal to Social
Knowledge The paradox of Replication Combinative Capabilities Selection Environment The Make decision and Firm
Capabilities Conclusions
Introduction
The central competitive dimension of what firms know how to do is to create and transfer knowledge efficiently within an organization
Organizational knowledge into information and know how based a distinction that corresponds to used in artificial intelligent of declarative and procedural knowledge.
Information and Know-How 2 categories: information and
know-how Information: knowledge which can
be transmitted with loss of integrity once the rules for deciphering it are known
Know-how: the accumulated practice skill or expertise that allows one to do something smoothly an efficiently
The Inertness of Knowledge Why knowledge is not easily
transmitted and replicated? 2 dimensions of codifiability and
complexity Examples
Transformation of Personal to Social Knowledge
Individual Group Organization Network
Information -facts -who knows what
-profits-accounting data-formal &informal structure
-prices-whom to contact-who has what
Know-how -skill of how tocommunicate-problem solving
-recipes oforganizing such asTaylorist methodsor craftproduction
-higher orderOrganizingprinciples of howto coordinategroups andTransferknowledge
-how to cooperate -how to sell andbuy
The paradox of Replication Goal of the firm to reduce cost
while preserving the quality and value of the technology
Firm may codify and simplify such knowledge to be accessible.
Why software has been successful that is codified as to demand a lower fixed cost on general user?
Combinative Capabilities
Distinction between exploiting and developing capability. Example: Japanese shop and American operations
Combinative Capability As the firm moves away from its
knowledge base, its probability of success converges to that of a start-up operation.
Selection Environment
The ability of a firm to indulge in a forward-looking development of knowledge
Short-term survival and long-term development of capabilities
The Make decision and Firm capabilities
The decision to make or buy is dependant on three elements: How good a firm is currently at
doing something. How good a firm is at learning
specific capabilities. The value of these capabilities as
platforms into new markets.
Summary
Firms should follows organizing principles as the primary unit of analysis of understanding the variation in performance and growth.
Switching new capability is difficult as neither the knowledge embedded in the current relationships and principle is well understood nor the new learning.
Question?