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- Research Proposals -Valuing Knowledge Management in
Organizations
Alexandre Perrin, Junior PhD StudentCERAM Sophia Antipolis, European School of Management – Nice, Francealexandre.perrin@ceram.fr – www.alexandreperrin.com
1. About me2. About my research3. About my thesis4. About my articles
Discussion
AGENDA
PROFESSIONAL
ACADEMIC
2001 2002 2003 2004 2005 2006
Nantes Graduate School of ManagementMaster in Management
CERAM Sophia Antipolis
Specialized Master in KM
PhD GrantEUDOKMA (European
Doctoral on KM)
SIEMENS LAFARGE AMADEUS
How can we value Knowledge Management practices in our organization ?
Action-Research
1. About me
LAFARGE
Knowledge Management…a technical issue ?
personal experience…NO !
KM is far more complex and interesting
…the reason for doing a PhD
Gap between theory and practice
Organizations have hard time valuing knowledge management effectively
Academic can help Business to value knowledge management Lack of theoretical approach Lack of operational methodology
1. About me2. About my research3. About my thesis4. About my articles
Discussion
AGENDA
2. About my research
2.1 Research environment
2.2 Research questions
2.3 Research methodology
2.1 Research environment: everybody talks about Knowledge !
Practice FrameworkThe Knowledge Based Organization
Economy LegalManagement
My problem:How Valuing Knowledge Management
?
The Knowledge Economy
Knowledge Management
Organization
Research
Organizations can build a competitive advantage by managing effectively information and knowledge
Faced with a low return on investment from technology and a lack of absorption from employees, organizations live a false revolution of information
Research Framework The Knowledge
Paradigm
Intellectual Property
2.2 Research Questions
1. Theoretical Question: What are the valuable dimensions of Knowledge Management practices ?
2. Empirical Question: How can an organization value these practices ?
3. Methodological Question: How can I build a model to value and monitor the increase of economical and organizational performance ?
My aim: find scientific ways to value Knowledge Management
2.3 Research Methodology
How: Action Research + Literature Review Where: Global French companies that have implemented
a Knowledge Management Strategy Amadeus in Sophia Antipolis: Marketing Lafarge in Paris: Information Systems
What: Longitudinal Case Study built on semi-structured interviews
Who: Collaboration with Knowledge Manager and Business Units (10)
How long: 18 months
1. About me2. About my research3. About my thesis4. About my articles
Discussion
AGENDA
3. About my thesis
3.1 The KM Framework
3.1 Typology of Knowledge Management practices
3.2 Typology of tools to monitor KM practices
3.1 The KM Framework
TECHNOLOGYORGANISATION
STRATEGYCULTURE
3.2 Typology of KM practices
TECHNOLOGYKnowledge Systems
Are the information tools blocking knowledge sharing?
CODIFICATION VS PERSONALISATION
ORGANISATIONLearning Structure
Are the employees aware and supported?
TOP DOWN VS BOTTOM-UP
STRATEGYKnowledge Portfolio
What kind of knowledge the company manage?
EXPLORATION VS EXPLOITATION
CULTUREKnowledge Sharing
How often do employees collaborate?
COLLABORATION VS RETENTION
3.3 Typology of tools to monitor KM practices
CULTURE
Collaborative Climate Index
STRATEGY
StoryTellingIntangible Assets Monitor
ORGANISATION
Maturity ModelsCost Analysis
TECHNOLOGY
Usage MetricsFeedbacks
1. About me2. About my research3. About my thesis4. About my articles
Discussion
AGENDA
4. About my articles
Article 1: Mc Gill J., Perrin A. et Vidal P. (2004) - Valuing Knowledge Management in Organizations, from theory to practice: the case of Lafarge Group - 5th Conference on Organization Knowledge and Learning Capabilities (OKLC), Innsbruck, Austria
Article 2:
Perrin A., Stanley T. et Rolland N. (2004) - Managing organizational networks and knowledge transfer in a global service company - 24th Annual International Conference of the Strategic Management Society (SMS), San Juan, Puerto Rico
Valuing Knowledge Management: from theory to practice, the Lafarge Case
Alexandre PerrinDoctoral Student
Pascal VidalProfessor in IS
Jennifer McGillKnowledge Manager
Theoretical foundations
In the Knowledge Based View (KBV) of the firm, knowledge is recognized as a vital source of competitive advantage (Nonaka, 1994; Spender, 1996 ; Grant, 2000)
Knowledge integration needs cooperation, but depends on coordination between individuals and knowledge they retained. The firm must manage the integration of discontinuous types of knowledge into a coherent organizational view (Spender, 1996).
According to this academic field, leveraging knowledge leads to knowledge management strategies.
Issues raised by the case in the KBV
1. What is the role of a knowledge manager ?
2. How an organization defines a strategy to manage knowledge ?
3. How an organization can value knowledge management ?
Case on DVD
The goal of a Knowledge Manager?
“Put in place a knowledge sharing culture, which becomes a natural way of working in
the organization…without the ongoing need of a Knowledge Manager.”
Jennifer McGill,
Lafarge Corporate Knowledge Manager
Issue N°1: The role of the Knowledge Manager
According to Earl (1999): CKOs have two principal design competencies: they are “technologists” and “environmentalists”. They encourage and initiate investments in information technology as well as in the social environment.
A survey carried out in 92 firms show that organizations have shifted to the « environmental » side of Knowledge Management.
Knowledge Management Strategy 1998 2000 2002Technological (codification) 72 % 66 % 33%Personalization (personal networks) 6 % 8 % 12%Socialization (communities of practice) 12 % 26 % 55%
Rolland (2004)
Issue N°2: The choice for a Knowledge Management Strategy, the case of Lafarge
Lafarge has followed this trend: while knowledge has been documented in the past thanks to a technological strategy, and the barriers to access in the international environment have been removed, the challenge today is to ensure contribution and use of this knowledge to improve business performance.
About Lafarge: The world leader in construction materials Four business lines: Cement, Aggregates & Concrete, Gypsum and Roofing
solutions. One of France's largest corporations in terms of sales (13,6 billions €)
Knowledge Management at Lafarge
The vision for knowledge management is to support Lafarge in its efforts to become the undisputed world leader in building materials by:
Generating value for key stakeholders through the widespread sharing and application of expertise, good and best practices.
Providing local businesses with a simple way to access knowledge & know-how, find experts and work collaboratively on solutions that leverage and apply the knowledge of the company.
To provide tools that will analyze knowledge and turn it into actionable business intelligence to further enable performance improvements for Lafarge business and customers.
Key knowledge stakeholders are defined as employees, customers, suppliers and partners
Knowledge Management Achievements
Goal 1: Generating value for stakeholders Internal: post-it session and definition of user needs External: presentation on “Performance and KM” to shareholders
Goal 2: Providing simple ways to access knowledge Search Engine New Information Portal (Navigation bar, Profiling…My Leo)
Goal 3: Build a culture of knowledge sharing and collaborative communities Collaborative Tools to support workgroup Story Telling from Communication Team
Goal 4: Providing tools to help decision Not only softwares… Mc Dermott (1999): Information Technology has led many companies to imagine a new world of
leveraged knowledge […] as a result, many companies are rethinking how work gets done, linking people through electronic media so they can leverage each other's knowledge.
1. Strategy & Content
4. Culture
3. User access& Technology
2. Governance Process &Organization
Knowledge initiatives must be aligned with the business Strategy.
A clear process of Governance.And organization must be Defined in the divisions.
Tools enable access to knowledge and must
be simple and accessible to all
The knowledge sharing culture must be aligned
with company programs including Leader for
Tomorrow and Division Performance initiatives
Knowledge Management Framework in Lafarge
Knowledge Management Challenges
1. Return on Investment
2. Divisional Organization
3. Clear understanding of the concept of knowledge sharing
Issue N°3: Valuing Knowledge Management
Valuing knowledge management is obtaining tangible results with intangible resources.
Start small and gain results to attract internal customers Story telling: The Langkawi Case
Valuing knowledge management is solving day-to-day issues. The example of the Corporate Directory Beyond tools…the real implementation challenge is not to get the knowledge
base, hardware and software in place, but to encourage their use (Orlikowski view) (Volumes of data are growing at a rate of 100% per year).
Valuing knowledge management is developing a knowledge sharing culture
Merger with Blue Circle Focus of knowledge management on tools is only the first step
Conclusion
Lesson 1: Focus on Human Beings and Corporate Culture ! the essence of an effective Knowledge Management Structure is advertising,
marketing, packaging, incentives, big travel budgets, and the psychodynamics of knowledge management. The answer turns out to lie more with psychology and marketing…than with bits and bytes (Peters, 1993).
Lesson 2: Valuing KM is based on tangible and intangible results keep track of people who ‘know the recipe’, and nurture the technology and
culture that will get them talking ROI measurement implies to link KM program to Corporate Performance
Program
Evolution of the KM Strategy in Lafarge according to our Framework
CULTUREStep 4
STRATEGYStep 1
ORGANISATIONStep 3
TECHNOLOGYStep 2
Future Research
Focus on Knowledge Management Performance Enablers (Choi and Lee, 2003): collaboration, trust…
Paper on the use of StoryTelling in Information Systems Test the StoryTelling approach in Lafarge
THANK YOU FOR YOUR ATTENTION !
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