Knowledge Management Summary

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Knowledge Management Summary What do we talk about when we talk about knowledge? (Davenport & Prusak, 1998) Data A set of discrete, objective facts about events; structured records of transactions. Data by itself has little relevance or purpose. Quantitative measures: cost, speed and capacity Qualitative measures: timeliness, relevance and clarity More data is not always better: 1. It is harder to identify and make sense of the data that matters. 2. There is no inherent meaning in data; provides no judgment. Information Like a message, it has a sender and receiver. It is meant to change the way the receiver perceives something, to have an impact on his judgment and behavior. The receiver decides whether the message is really information. Quantitative measures: connectivity and transactions Qualitative measures: informativeness and usefulness To transform data into transformation: Contextualized (purpose) Categorized (key components) Calculated (analyzed) Corrected (errors removed) Condensed (summarized) Having more IT will not necessarily improve the state of information, because the medium is not the message. Knowledge Fluid mix of framed experiences, values, contextual information and expert insights that provides a framework for evaluating new experiences and information. It originates and is applied in the mind of individuals; embedded in organizational routines, practices, processes and norms. To transform information into knowledge: Comparison (situations) Consequences (implications) Connections (relations) Conversation (what do others think?) 1 Data Information Knowledge

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Knowledge Management Summary

Transcript of Knowledge Management Summary

Page 1: Knowledge Management Summary

Knowledge Management Summary

What do we talk about when we talk about knowledge? (Davenport & Prusak, 1998)

Data A set of discrete, objective facts about events; structured records of transactions. Data by itself has little relevance or purpose.

Quantitative measures: cost, speed and capacityQualitative measures: timeliness, relevance and clarity

More data is not always better:1. It is harder to identify and make sense of the data that matters.2. There is no inherent meaning in data; provides no judgment.

Information Like a message, it has a sender and receiver. It is meant to change the way the receiver perceives something, to have an impact on his judgment and behavior. The receiver decides whether the message is really information.

Quantitative measures: connectivity and transactionsQualitative measures: informativeness and usefulness

To transform data into transformation: Contextualized (purpose) Categorized (key components) Calculated (analyzed) Corrected (errors removed) Condensed (summarized)

Having more IT will not necessarily improve the state of information, because the medium is not the message.

Knowledge Fluid mix of framed experiences, values, contextual information and expert insights that provides a framework for evaluating new experiences and information. It originates and is applied in the mind of individuals; embedded in organizational routines, practices, processes and norms.

To transform information into knowledge: Comparison (situations) Consequences (implications) Connections (relations) Conversation (what do others think?)

Knowledge in action Knowledge is valuable because it is close to action. It can be

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evaluated by the decisions or actions to which it leads.

Experience (knowledge develops over time) Ground truth (knowing what really works; knowledge of the

everyday, complex, messy reality of work is generally more valuable than theories about it.

Complexity (knowledge is not a rigid structure) Judgment (knowledge contains judgment and it judges and

refines itself in response to new situations) Rules of thumb and intuition (= heuristics; shortcuts to

solutions to new problems) Values and beliefs (integral to knowledge, determine what the

knower sees, absorbs and concludes)Knowledge as a corporate asset The Changing Global Economy (knowledge-based activities are

primary for providing competitive advantage Product and service conversion (knowledge is part of

everything a firms offers) Sustainable competitive advantage (unlike material assets,

knowledge assets increase with use) Corporate size and knowledge management (the value

increases with the level of accessibility) Computer networks and knowledge exchange (knowledge

enablers)

The Knowledge Creating Company (Nonaka, 1991)

Explicit knowledgeFormal and systematic. Can be easily communicated and shared trough easy codification.

Tacit knowledgeHighly personal. Hard to formalize and, therefore difficult to communicate. “Ground Truth”

From Tacit to Tacit (Socialization)

An individual shares tacit knowledge directly with another. Socialization is a rather limited form of knowledge creation.

From Explicit to Explicit (Combination)

When an individual combines discrete pieces of explicit knowledge into a new whole. Combination does not really extend the company’s existing knowledge base.

From Tacit to Explicit (Articulation)

When individual converts tacit knowledge into explicit knowledge, thus allowing it to be shared with the whole organization.

Form Explicit to Tacit (Internalization)

As new explicit knowledge is shared throughout the organization other employees begin to internalize it. (Use it to broaden, extend and reframe their own tacit knowledge.)

To convert tacit knowledge into explicit knowledge, means finding a way to express the inexpressible. When tacit and explicit knowledge interact, something powerful happens.

Metaphor Distinctive method of perception. A way for individuals to understand something intuitively through the use of imagination and symbols without the need for analysis or generalization.

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However, it only trigger the knowledge-creating process, it alone is not enough.

AnalogyWhereas metaphor is mostly driven by intuition and links images, analogy is a more structured process of reconciling contradictions and making distinctions. Intermediate step between pure imagination and logical thinking.

ModelFar more immediately conceivable than a metaphor or analogy; contradictions get resolved and concepts become transferable trough consistent and systematic logic.

Building a redundant (internal competition, strategic rotation, free access to company information) organization is the first step in managing the knowledge-company because it encourages frequent dialogue and communication. This helps creating a common cognitive ground.

What’s your strategy for managing knowledge? (Hansen et al, 1999)

Codification strategy Personalization strategyStrategy that centers on the computer. Knowledge is carefully codified and stored in databases, where it can be accessed and used easily by anyone in the company.

Knowledge is closely tied to the person who developed it and is shared mainly through direct person-to-person contacts. The purpose of computers is to help people communicate knowledge, not to store it.

Provide HQ, reliable, and fast IS implementation by reusing codified knowledge.

Competitive strategyProvide creative, analytical rigorous advice by channeling individual expertise.

Reuse economics:

Invest once in a knowledge asset, reuse it many times.

Use large teams with a high ratio of associates to partners.

Focus on generating large overall revenues.

Economic model

Expert economics:

Charge high fees for highly customized solutions to unique problems.

Use small teams with a low ratio of associates to partners.

Focus on maintaining high profit margins.

People-to-documents:

Develop electronic document system that codifies, stores, disseminates and allows reuse of knowledge.

KM strategy

Person-to-person:

Develop networks for linking people so that tacit knowledge can be shared.

Invest heavily in IT, goal: connect people with reusable codified knowledge.

Information TechnologyInvest moderately in IT, goal: facilitate conversations and exchange of tacit knowledge.

Hire new college graduates (well suited to reuse knowledge and implement solutions)Train people in groups and through computer-based distance learning.

Reward people for using and

Human Resources Hire MBAs (like problem solving and can tolerate ambiguity)

Train people through one-on-one mentoring.

Reward people for directly sharing knowledge with others.

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contributing to document databases.

Executives who try to excel at both strategies risk failing at both. (A 80%-20% approach is desirable.)

Strengthening Your Organization’s Internal Knowledge Market (Matson et al, 2003)

Organizations face two common errors:

1. They don’t have a systematic approach to knowledge (this prevents the real value of a global corporation from being captured).

2. Act as a central planner (limits the natural flow of knowledge).

Solution: understand that knowledge sharing happens within a market

Knowledge markets often have difficulty reaching equilibrium: Lack of clarity around price.

The market lens is a practical tool for systematically analyzing and improving knowledge flows within an organization.

Using the market lens to solve business problems:

Reducing duplication of effort (organizations paying for the same work twice)

Improving suboptimal decisions (Incorporate the best knowledge of the firm)

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Understanding the effect of knowledge management strategies (Kim et al, 2014)

Motivation/Research Gap

Theory/Hypotheses Conclusion Managerial Implications

Understanding the effect of knowledge management strategies (Kim et al, 2014)

How does the effect of KM strategies on KM performance differ depending on a firm’s external and internal contexts?

Previous studies: Universalistic perspective (assumption that certain KM strategies are consistently effective regardless of their organizational context)

Only considered a single KM dimension (knowledge type or origin)

H1: When a firm’s organizational IS maturity and environmental knowledge intensity are both high; the external codification strategy is the most effective way to improve that firm’s KM performance.

H2: When a firm’s organizational IS maturity is high and its environmental knowledge intensity is low, the internal codification strategy is the most effective way to improve that firm’s KM performance

H3: When a firm’s organizational IS maturity is low and its environmental knowledge intensity is high, the external personalization strategy is the most effective way to improve that firm’s KM performance.

H4: When a firm’s organizational IS maturity and environmental knowledge intensity are both low, the internal personalization strategy is the most effective way to improve that firm’s KM performance.

Combining both dimensions to derive 4 KM strategies.

To suggest the optimal choice of KM initiatives, authors propose a contingency model based on TOE framework.

Environmental Knowledge Intensity: Extent to which a firm relies on knowledge inherent in its activities and outputs for a competitive market advantage.

Organizational IS Maturity:Degree of IS effectiveness in supporting organizational decisions and the contribution of IS to a firm’s desired outcomes.

Given its circumstances and knowledge dimensions, firms can consult the framework to find the best KM Strategy.

To find the most optimal KM Strategy, the firm should conduct further analysis to find out which knowledge dimensions to focus on under given circumstances.

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Strategic Management of Intellectual Property (Fisher & Oberholzer-Gee, 2013)

IP rights constitute significant fraction of enterprise value.

R&D, strategy and legal functions are poorly integrated missed opportunities to create and exploit value. There are significant benefits of close and early collaboration.

Holding (T1) Offense Non-Holding (T2) Defense1. Exercising Market Power

Choosing among the potential Sources of Market power (Whether the potential advantages of a patent justify its costs).The Cost of exercising Market power (Three mechanisms that can turn it into a liability: changes in competition, rivals incentive to innovate, smaller markets for complements).

2. SellingIt is challenging to sell innovative products and services in the presence of buyer uncertainty and incomplete property rights. While techniques (such as block to fence,

1. Asserting Legal PrivilegeTo create room to operate the newcomer must secure permission by the court.a) Challenge the validity of the incumbent’s

rightsb) Acknowledge the validity of the

incumbent’s rights, but content that the product or practice would not run against those rights.

2. Develop an Alternative TechnologyAvoid territory already claimed by the incumbent.

3. Getting Permission

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Technological

Environmental

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partial disclosure and skin the game) facilitate the sale of valuable IP, they remain costly to the seller.

3. LicensingCompanies compare return of the license fee with the cost of increased competition. By making a product available at a reasonable cost, rival firms have reduced incentives to challenge validity.

4. Collaboratinga) standard-setting organizations: agreements among competitors to adhere to common standards.b) working with developers of complements.c) encouraging and then capitalizing upon innovations by independent developers and even customers (open innovation).

5. DonatingNon-strategic donation (Wikipedia).Strategic donations:a) fast scientific progressb) reduce risk of rival firm patenting researchc) signal value to capital market

The easier it is to invent around, the more willing the licensor to give right.

4. DétenteBuild large patent portfolios. Brought cross licensing that leads to neutral dependence.

5. Rapid DisseminationDisregard the potential claims of rivals and instead disseminate a potentially infringing technology in rapid fashion. By the time it is challenged, persuade firms or judges. Highly risky.

None is optimal under all circumstances. Which is best varies by context; weighing relative costs and benefits and short-term and long-term objectives (T3). Wise choices arise out of consultation among managers, lawyers and creators (T4).

The choices are not mutually exclusive.

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The effects of incentive subjectivity and strategy communication on knowledge-sharing and extra-role behaviors (Cheng & Coyte, 2014)

Motivation/Research Gap Theory/Hypothesis Theory Development Conclusion

1. Examine the effect of subjective weighting vs. formula-based incentive schemes on individuals’ willingness to share knowledge with a co-worker and on their tendency to pursue extra role behaviors

2. Examine whether communicating the strategic role of a firm’s human-based intangible assets (HIA) moderates the effect of incentive schemes on employee’s knowledge sharing and extra role behaviors

H1. Employees’ willingness to share knowledge with a co-worker is higher under a subjective weighting incentive scheme than a formula-based incentive scheme.H2. The introduction of a strategy map that communicates how the firm’s human-based intangible assets can contribute to its strategic goals will increase employees’ willingness to share knowledge with a co-worker under a subjective weighting incentive scheme, but decreases employees’ willingness to share knowledge with a coworker under a formula-based incentive scheme.H3. Managers’ tendency to perform extra-role behaviors is higher under a subjective weighting incentive scheme than a formula-based incentive scheme.H4. The introduction of a strategy map that communicates how the firm’s human-based intangible assets can contribute to its strategic goals will increase employees’ tendency to perform extra-role behaviors under a subjective weighting incentive scheme, but decreases employees’ willingness to perform extra-role behaviors under a formula-based incentive scheme.

H1. Under a formula based scheme, the cost of knowledge sharing is highly salient. Any time/effort spent away from improving one of the incentivized activities is likely to reduce managers opportunity to obtain a bigger financial report. Under a subjective-weighting scheme the employees potential costs from engaging in knowledge sharing activities is eliminated. It allows a supervisor to indirectly recognize high performance in KS by reallocating weights to those incentivized performance areas.H2. A strategy map is a visual representation of the hypothesized causal relationship between a firm’s financial and nonfinancial performance objectives, and how together these objectives are aligned with business strategy.

Using a strategy map to communicate to employees the importance of HIA further improves employees’ general tendency to perform extra-role behaviors under a subjective weighting scheme but can potentially backfire under a formula-based scheme.Subjectivity in incentive schemes has benefits w.r.t. knowledge-sharing and extra-role behaviors.

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Acquiring tacit and explicit marketing knowledge from foreign partners in IJVs (Hau & Evangelista, 2007)

Motivation/Research Gap Theory/Hypothesis Theory Development Conclusion

Identify the factors that facilitate or inhibit the acquisition of tacit and explicit marketing knowledge by local partners from their foreign counterparts in IJVs.

H1 The learning intent of the local partner has a positive influence on the acquisition of both explicit and tacit marketing know-how.H2 The learning capability of the local partner has a positive influence on the acquisition of both explicit and tacit marketing know-how.H3 Partner assistance provided by the foreign partner in an IJV has a greater positive influence on the acquisition of explicit than of tacit marketing know-how.H4 Knowledge protectiveness has a negative influence on the acquisition of both tacit and explicit marketing know-how.H5 Cultural distance has a greater negative effect on the acquisition of tacit marketing know-how than on the acquisition on explicit marketing know-how.H6 The extent of explicit marketing know0 how acquired from the foreign partner has a positive effect on the acquisition of tacit marketing know-how.H7 Learning intent has a positive effect on learning capability.H8 The hypothesized relationships between marketing know-how acquisition and its antecedents are

H1. The result of knowledge acquisition depends upon the effort of both sides, of which learners may play a more important role. Learning intent is the extent of desire and will of the local partner to acquire knowledge from its foreign partner and internalize the other firm’s knowledge and skills.

H2. “Learning capability” is the receptivity or a firm’s ability to absorb new knowledge from its JV partner. Effective learning requires not only the combination of different types of knowledge but also the combination of present and past knowledge.

H4. Knowledge protectiveness is the extent of hurdles caused (un)intentionally by foreign members that disrupt the communications between foreign and local members.

H5. Verbal communication may suffer from both perceptual and encoding/decoding gaps. It may lead to misunderstandings and suspicion, and eventually to lower commitment and trust.

Evidence to emphasize the role of learning intent and capability as the most important drivers for knowledge acquisition from the foreign partner.

Alliances provide an ideal platform for learning.

In order to learn effectively, the local parent must set clear objectives of acquiring the partner’s knowledge , rather than merely utilizing the knowledge as a substitution for its insufficiency.

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moderated by the environmental challenge faced by the IJV.

H6. The development of a common language and mental model trough explicit knowledge facilitates the acquisition of tacit knowledge.

H8. Environmental challenge can be viewed as consisting of 2 dimensions:

• Hostility (Importance and deterrence of environmental factors)

• Dynamism (Degree of predictability and variability of environmental factors)

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Evaluation of competing Candidate Solutions in Electronic Networks of Practice (Meservy et al, 2014)

Motivation/Research Gap Theory/Hypothesis Theory Development Conclusion

Exploring the process by which knowledge seekers evaluate and filter knowledge found on internet forum associated with electronic networks of practice.

Dual-process filtering:Filtering: Process by which a set of possible alternatives is reduced prior to making a final choice.

Consideration set: A subset of alternatives of which the knowledge seeker is aware and willing to evaluate further.

Choice set: The set of alternatives considered immediately prior to choice.

Competing objectives when reducing their consideration set to a choice set: speed vs. quality

Information evaluation occurs through to processing routes:

• Central (Focus on analyzing the quality of the knowledge

H1 An ENP forum solution of higher perceived content quality is more likely to be retained in the choice set than a solution of lower perceived content quality.H2 An ENP forum solution contributed by a source of perceived high expertise is more likely to be retained in the choice set than one contributed by a source of perceived low expertise.H3 An ENP forum solution that is validated (i.e., as an indicator that the solution has worked for at least one other person) is more likely to be retained in the choice set than one that has not been validated.H4 In the context of an ENP forum, elaboration…H4a: Positively moderates the influence of content quality on choice set retentionH4b: Negatively moderates the influence of source expertise on choice set retentionH4c: Negatively moderates the influence of validation

Features of ENP:• Participation is voluntary

and self-organizing

• Participation is open to anyone, regardless of personal acquaintance with other users or familiarity with the network

• Network participants are linked through their shared engagement in practice

• Rely on asynchronous computer-mediated communication and exist primarily in electronic space

The openness and search-ability create the potential to support rapid knowledge sharing among thousands of individuals at a relatively low cost.

Unique challenges:The lack of formalized control, coupled with the number and anonymity of knowledge contributors, complicates the task of the ENP knowledge seeker.

1. Knowledge seekers rely heavily on peripheral cues such as source expertise and validation when forming their source set

2. Dual process theory suggests that greater elaboration should decrease the relative importance of accompanying peripheral cues in determining the knowledge adoption choice.

3. During the filtering stage, the perceived expertise of the knowledge source does play a role in choice set formation. However, validation seemed to exert a stronger effect on ultimate retention in the choice set than did source expertise.

4. The additive impact of having congruent peripheral cues that both indicate high content quality exceeds the summed incremental impact of adding each peripheral cue individually.

Practical Implication:Peripheral cues are highly salient to people who must filter solutions on a forum. It holds even for skilled professionals who presumably possess the capability and motivation to analyze the solution content.

1. Practitioners should not assume that objective quality of online solutions alone will influence filtering decisions, even when a target audience is

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content itself)• Peripheral (Focus on

peripheral accompanying the knowledge, e.g. the credibility the knowledge of the source.

Filtering Consideration set (Central or peripheral) Choice set (Central or peripheral)

on choice set retentionH5 In an ENP forum where multiple potential solutions are available, peripheral cues (e.g., source credibility, validation) have a stronger influence on choice set retention than content quality.

relatively sophisticated.

2. Designers and supporters of ENP-associated online forums would be well advised to implement these cues as a valuable guide to knowledge seekers.

3. Validation was shown to be the single most influential feature of candidate solutions, outweighing both objective content quality and source expertise. Validation is unique because it typically relies on the experience of others.

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Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological forces, and organizational climate (Bock et al, 2005)

Motivation/Research Gap

Theory/Hypothesis Theory Development Conclusion

Understanding the factors or inhibiting individuals’ knowledge sharing intentions.

The movement on knowledge ultimately depends on employees’ knowledge sharing behaviors.

Pay-for performance compensation discourages knowledge sharing if employee’s belief it will hinder their personal efforts to distinguish themselves.

A work climate unfavourable to knowledge sharing is difficult to change.

H1 The more favorable the attitude toward knowledge sharing is, the greater the intention to share knowledge will be.

H2 The greater the anticipated extrinsic rewards are, the more favorable the attitude toward knowledge sharing will be.

H3 The greater the anticipated reciprocal relationships are, the more favorable the attitude towards knowledge sharing will be.

H4 The greater the sense of self-worth through knowledge sharing behavior is, the more favorable the attitude toward knowledge sharing will be.

H5 The greater the sense of self-worth through knowledge sharing behavior is, the greater the subjective norm to share knowledge will be.

H6 The greater the subjective norm to share knowledge is, the greater the intention to share knowledge will be.

H7 The greater the subjective norm to share knowledge is, the more favorable

Motivational forces derive from two bases:

1. Employees’ personal belief structures

2. Institutional structures Climate: Situation at a point

in time, temporal, subject to manipulation

Culture: Evolved context, rooted in history, collectively held, complex enough to resist manipulation

Extrinsic rewards may very well hinder the development of favorable attitudes toward KS.

The attitude towards KS is driven primarily by anticipated reciprocal relationships regarding KS and the subjective norm regarding KS.

The sense of self-worth through KS intensifies the salience of the subjective norm regarding KS.

The organizational climate has a strong influence on the formation of subjective norms regarding KS; it also directly affects individuals’ intentions to engage in KS behaviors.

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the attitude towards knowledge sharing will be.

H8 The greater the extent to which the organizational climate is perceived to be characterized by fairness, innovativeness and affiliation, the greater the subjective norm to share knowledge will be.

H9 The greater the extent to which the organizational climate is perceived to be characterized by fairness, innovativeness and affiliation, the greater the intention to share knowledge will be.

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How knowledge validation processes effect knowledge contribution (Durcikova & Gray, 2009)

Motivation/Research Gap Theory/Hypothesis Conclusion

Explain how the perceptions individuals form as they interact with knowledge validation processes affect their beliefs about repository knowledge quality, as well as the rate at which they contribute new knowledge to the repository.

To succeed, a repository must contain knowledge that will prove useful for employees.

To ensure that repositories contain HQ knowledge, the contributions must undergo stringent validation processes. SMEs filter employees’ contributions, rejecting those that are redundant, incorrect, ineffective, or outdated.

Knowledge Validation

Characterizing the validation processes as simple sorting mechanisms fails to take into account the significant impact such processes may have on contributors who must interact with them. They are capable of observing and forming judgments about 3 key characteristics:

1. Time lag between submission of a new contribution and decision by a reviewer

2. The extent to which contributors can observe the validation process in action

3. Restrictiveness (overall rejection rate) of the process

Perceptions are more important in understanding contributors’ behaviors than are any actual or objective measures of validation process characteristics.

Signaling TheoryH1 Perceived validation process duration is negatively associated with perceptions of repository knowledge quality.

H2 Perceived validation process transparency is positively associated with perceptions of repository knowledge quality.

H3 Perceived validation process restrictiveness is positively associated with perceptions of repository knowledge quality.

Reinforcement Theory

H4 Perceived validation process duration is negatively associated with perceptions of repository contribution frequency.

H5 Perceived validation process transparency is positively associated with perceptions of repository contribution frequency.

H6 Perceived validation process restrictiveness is negatively associated with perceptions of repository contribution frequency.

H7 Perceived repository knowledge quality negatively influences repository contribution frequency.

• Transparency positively influences knowledge contribution while duration has no effect on it.

• The validation process should not be weakened to maximize contributions+ the positive link between knowledge quality and knowledge sourcing established in previous research makes it apparent that doing so would be very managing.

• To reduce the negative effect of restrictiveness, validators should give ideas on how to improve contributions.

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The openness of knowledge sharing within organization (Chow et al, 2000)

Motivation/Research Gap

Theory/Hypothesis Theory Development Conclusion

Examines the interaction effects of national culture and contextual factors (nature of the knowledge and the relationship between the knowledge sharer and recipient) on employees’ tendency to share knowledge with co-workers.

Findings can increase the understanding of when and how national-culture attributes may facilitate or impede KS.

H1a: When knowledge sharing does not involve a self vs. collective interests conflict, PRC and U.S. nationals are equally open in knowledge sharing.

H1b: When knowledge sharing involves a self vs. collective interests conflict, PRC nationals share knowledge more openly than do their U.S. counterparts.

H2a: When knowledge sharing involves a self vs. collective interests conflict, PRC nationals share knowledge less openly than do U.S. nationals when the potential recipient is an out group member.

H2b: When knowledge sharing involves a self vs. collective interests conflict, PRC nationals share knowledge more openly than do U.S. nationals when the potential recipient is an in group member.

National culture: supplies the values toward which the actions are oriented.

Individualism/collectivism: relative emphasis on self-interests vs. those of the group

Other cultural attributes: Confucian dynamism

Emphasis on long-term consequences or objectives: if high, it increases knowledge sharing

Concern for faceNeed for group affiliation; deterrence from sharing knowledge that can damage their face or social standing

In-group/out-group distinctionIndividualist cultures are less affected by this

When the private knowledge has no potential to damage the sharer’s self-interests, there is no significant difference between US and PRC nationals’ willingness to share

With knowledge that can damage the sharer’s self-interests while benefiting the firm, PRC nationals indicate a higher propensity to share, putting the interest of the collective ahead of their own

PRC nationals are less inclined than US nationals to share info files with other employees who are not considered to be part of their in-group

The effects of national culture on KS are not monotonic. They interact with attributes of the knowledge and employment setting.

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Motivating employees to share their failures in KMS (Huerta et al, 2012)

Willingness to share knowledge is a critical success factor; information about failures can reduce avoidable costs. Despite the potential benefits to the organization, revealing a failure might have negative personal consequences for the knowledge sharer.

Type of information

Successful experience Non-threatening failure experience Threatening failure experience

Anonymity Identity disclosed Identity not disclosed

Culture Individualist Collectivist

KMSRepositories Store knowledge derived from past experience

Knowledge transfer from implicit and explicitDirectories Locate person based on the expertise

Yellow pages

Type of motivationIntrinsic Individual’s value and interest

Leads to knowledge sharing Hard to influence

Extrinsic Individual’s desire to obtain a desired outcome or to avoid a negative outcome

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Chapter 9: Using Past History Explicitly as Knowledge: Case-based Reasoning systems (Becerra-Fernandez et al, 2004)

Weaknesses of Rule-Based Systems

Difficulties trying to manage expert knowledge:1. Relying on these experts to interpret the domain for us; thus, the

source of the knowledge can have an impact on the knowledge gathered.

2. Transferring the knowledge can be difficult and error prone; experts can misinterpret the data.

3. The rules have to be coded, verified, validated and maintained.

Basic Concepts in CBRIndexing and Case Library OrganizationMatching and RetrievalEvaluation and AdaptationLearningDiscussion Advantages Disadvantages

Variations

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The Psychology of Case-Based Reasoning (Wheeler & Jones, 2008)

Afasf

Communities of practice: The organizational frontier (Wenger & Synder, 2000)

Enterprise 2.0: The Dawn of Emergent Collaboration (McAfee, 2006)

Blank Slates: Platforms that companies can buy or build in order to make the practices and outputs of their knowledge workers visible.

The 6 Components of platforms (SLATES)Search Keyword searchesLink Guide to what is important; structure to online content

Let Intranet be built by large group rather than by small one.Authoring Blogs: Individual author, cumulative

Wikis: Group authorship, iterative (people undo/redo each other’s work)Tags Better Categorization of content

Folksonomy: Outsource the work of categorization to users; develops over time, not upfront

Extensions Automating some of the work of categorization and pattern matching (like recommender systems: match preference to show the user what he likes)

Signals When new content of interest appears (so that users don’t feel overwhelmed)

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Two intelligent ground rules:1. Easy to use2. Let the aspects of knowledge work emerge naturally (how work should proceed/categorization)

Internal corporate prediction markets (O’Leary, 2013)

Asd

The Dynamics of Organizational Forgetting (de Holan et al, 2004)

Adsas

The World is not small for Everyone: Inequity in Searching for Knowledge in Organization (Singh et al, 2010)

Social Network effects on Productivity and Job Security (Wu, 2013)

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When using knowledge can hurt Performance (Haas & Hansen, 2004)

Profiting from knowledge management: The impact of Time and Experience (Ko & Dennis, 2011)

As

Tacit knowledge as a source of competitive advantage in the NBA (Berman et al, 2002)

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