Learning / Knowledge Management Technology Management Activities and Tools.
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Transcript of Learning / Knowledge Management Technology Management Activities and Tools.
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Learning /Knowledge Management
Technology ManagementActivities and Tools
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Contents
Learning organization Knowledge management Practices of knowledge management
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DISCUSS:
Why is it important to become a learning organization?
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What do you do to manage knowledge?
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Managerial tasks Planning Organizing Leading Control
Innovations - learning cycle( 80% of improvements came from the
human side not from automation Failures in IT or ERP applications
are based on human factors )
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Learning capability(Source: Boerner, Macher and Teece, 2001)
The ability of an organisation to learn, adapt, change and renew itself over time:
1) Managerial and organisations processes refer essentially to how things get done in firms;
2) The strategic position of a firm pertains to its current endowment of technology and IP as well as its customer base and upstream relations with suppliers; and
3) Paths are available to a firm.
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Knowledge management
Definition: An approach to adding and creating value
by more actively leveraging know-how, experience, and judgment resident within and, in many cases, outside of an organization
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Human resources Recruiting the right people Stimulating them to internalize the
information knowledge, skills and attitudes needed for success
Creating systematic technological and organizational structures to capture, focus and leverage intellect
Demanding and rewarding top performance from all players
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Individual learning
Process Non-linear Cumulative Need of communication and
interaction
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From individual to organizational learning - some definitions
Learning institution/organization/ knowledge-creating company is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights.
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Characteristics of organizational learning
It is cumulative. Not simply the sum of the absorptive
capacities of its employees. The structure of communication between
the external environment and the organization + among the subunits of the organization + the character and distribution of expertise within the organization.
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Categories of learning in the innovation literature (Source: Boerner et al., 2001)
Type of learning Locus Innovative focus
Learning-by-doing Internal to the firm Production activities
Learning-by-searching Primarily internal to the firm Commercial focus mainly R&D related
Scientific learning Internal and external to the firm
Absorption of new scientific and technological knowledge
Learning-by-using Internal to the firm Use of products and inputs
Spillover learning External to the firm Absorbing external knowledge and imitating the practices of rivals
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4 basic patterns for creating knowledge in any organization(Source: Nonaka and Takeuchi 1995)
From tacit to tacit (socialization) From explicit to explicit (articulation) From tacit to explicit (combination) From explicit to tacit (internalization)
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Knowledge is changed both by learning and by forgetting.
The flows of learning, remembering, and forgetting and the selection mechanism are all shaped by institutional factors.
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DISCUSS
Trade-off between diversity and commonality of knowledge across individuals.
Trade-off between Inward-looking versus outward-looking learning capacities.
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Some approaches in structuring institutional learning
For effective implementation of learning organization: Meaning, management and measurement needs to be clarified!!!!
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Creating systems and processes that support: Systematic problem solving Experimentation with new approaches Learning from their own experience and
past history Learning from the experiences and best
practices of others Transferring knowledge quickly and
efficiently throughout the organization.
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Measurement
Learning curves/ Experience curves
Half-life curve
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Be aware:
Learning organizations are not built overnight. So, try to:
• foster an environment that is conducive to learning.
• open up boundaries and stimulate the exchange of ideas.
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Learning Processes
1 building learning/KM enablers
2 building and utilizing networks
3 becoming a learning organization
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Knowledge ManagementIn Practice
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Knowledge Processes
Generating new knowledge Accessing valuable knowledge from outside Using accessible knowledge in decision making Embedding knowledge in processes, products and
services Representing knowledge in documents, databases, and
software Facilitating knowledge growth through culture and
incentives Transferring existing knowledge into other parts of the
organization Measuring the impact of knowledge management
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Popular KM Projects Creating an intranet
• To support knowledge access and exchange within the organization
Data Warehousing/Knowledge Repositories• To capture explicit, codified info wrapped in varying levels of
the context• To contribute to the maintenance of the firm’s shared
intelligence and organizational memory.
Implementing Decision-Support Tools• To improve the ability of employees to make decisions• Codified best practices
Groupware to support collaboration• To encourage the sharing of ideas in a much more free-flowing
manner.• To facilitate knowledge generation and transfer
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A recent study on TM (Source: Armbrecht et al., 2001)1. Instill Goals and Strategies Balanced Scorecard Regular Reinforcement Integrated Developmental Business Organisation
2. Enhance Access to Tacit Knowledge Expertise/Skills Database Communities of Practice New-pot-of-coffee Alert Project Team/Group Seminar Moderated Discussion Groups Collaboration Tools “Inverse” Poster Presentations Mind Mapping
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3. Provide “Search and Retrieval” Tools Portals Web-searching Taxonomy- Standardized information
classification and indexing scheme. Technology Yellow Pages Personalisation Data and Textual Archives Desktop Library
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4. Promote Creativity IP Analysis Website Analysis Creativity Rooms Data Mining Outside Intervention
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5. Capture New Learning Team Learning Through Project Execution Know-how Web Sites/KM Web Site Project Process Debriefing E-Notebooks Learning Centre of Excellence6. Provide Supportive Culture Eliminate “Silos” Management Support Sharing Culture Employee Orientation/Tours/”Link” Person or Mentor
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LearningIdentification
Create/acquireknowledge
Transfer knowledgeReuse knowledge
Protection:IP portfolio
Output
Acquisition
Exploitation
Selection
NetworksLearning enablers:
IT infrastructureLearning
organisation
Knowledge maps, Culture, Teams