Knowledge Management Programmes - Research Proposal Example

Critical analysis of the core concepts of knowledge management with specific reference to a case study Table of Contents Critical analysis of the core concepts of knowledge management with specific reference to a case study 1 Table of Contents 1 Glossary 2 Purpose of this paper 2 Design, methodology and approach 2 Practical implications 2 Relevance to present context 3 Case study scenario 4 Problems at Merkk Chemicals 4 Problem identification 4 Changes at Merkk 5 Merkk Knowledge Management Team 5 References 6 Glossary Acquisition, action space, review, technology, knowledge, browser, concept, content management, culture, data, document management, document, value, explicit knowledge, information audit, information management, information, internet, intranet, extranet, information systems, knowledge analysis, knowledge repository, systematic knowledge, building blocks. Purpose of this paper This paper attempts to present a systematic approach to uncover the knowledge in specific context of a case study. The systematic approach involves a number of stages which when passed through enable one to establish an overall framework along with customised tools for uncovering the knowledge that needs to be managed. Design, methodology and approach A number of phases are involved in the systematic approach to knowledge management and generally these are eight in number. The first one being orientation and background study; the second one is cultural assessment; third one is in-depth investigation; fourth one is knowledge mapping and building knowledge inventory; fifth being social and knowledge network analysis; sixth being knowledge management recommendation strategy (Haggie & Kingston, 2003) seventh is building collaborative culture and deploying knowledge management tools; and the eight being continuous knowledge re-auditing (Cheung, Li, Shek, Lee & Tsang 2007, pp.140 - 158). Practical implications It might sound strange but knowledge management programmes in many companies fail because in the first place the companies had only little or no knowledge about the knowledge management itself (Nickols 2001, pp. 12-21). Knowledge management is knowing the unacknowledged percentage of it existing but hidden somewhere there (Lambe 2011, pp. 175-197). In order to make a KM initiative successful, it is important to understand the KM first (Dalkir 2011). When the eight phase design methodology is applied to KM initiatives or case studies, the immediate practical implication of this systematic approach allows an organisation to understand its KM needs in the first place, then strengths, followed by weaknesses, threats, opportunities and even risks. That means, it is essential for an organisation to have an appropriate KM strategy so as to be able to organise its knowledge management programmes in a better and efficient manner. The systematic approach for knowledge management addresses certain shortcomings of knowledge management audits that exist at present. The most glaring shortcomings include lack of the very systematic approach on which knowledge management principles are found and their limited potential to offer practical value in case study scenarios that are more real-life than just virtual. Relevance to present context There has been a complete strategic shift in how knowledge management was perceived and implemented three decades ago and how the same is undertaken now. Today it is part of a huge landscape (Binney 2001, pp. 33-42). Present-age businesses are information-technology-driven. The high-speed networks have given way to high-speed transfer of knowledge or date in digitised forms, thus providing organisations unparalleled opportunities to protect knowledge; use it or formalise the collection. New software systems with state-of-the art processes have found ubiquitous integration into existing information systems through different enterprises. Seen collectively, they are what make up 'knowledge management'. KM has taken a centre stage in big and small organisations because digital communications have enabled companies to receive, process, and send data in huge quantum. As a result of this companies need to look into all-important 'building blocks' so as to be able to implement KM correctly (Hüttenegger 2003, pp. 485-494). Three principles are supposed to form the founding pillars of this task, which are: i) building on existing systems and resources, ii) provide immediate return on investment on resources pertaining to knowledge, and iii) make sure that each step of this building block is embedded with some scope to accommodate future enhancements. Keeping these three principles in mind, KM can further be implemented through a series of seven ideas or concepts (Burnett, Illingworth & Webster 2004, pp. 25-37). Step 1: Business problem identification Step 2: Preparation for a change Step 3: Creation of the knowledge management team Step 4: Carry out the knowledge audit and analysis Step 5: Outline the key features of the solution Step 6: Start implementing the building blocks for KM Step 7: Establish a knowledge-to-people link Case study scenario Problems at Merkk Chemicals This case study scenario demonstrates how KM methodologies can help mitigate specific problems. Merkk is a worldwide and leading chemicals producer meant for consumer goods, paper, textile, aerospace, automotive and construction industries. Problem identification Recently Merkk acquired Tikk Technologies, which has a strong background in manufacture of agricultural products. With this acquisition Merkk intends to foray into biotechnology as that business sounds alluring. But before Merkk and Tikk merge for the new business prospect, Merkk is faced with a typical problem; and that is sharing of knowledge between Merkk and Tikk, which, the management feels, might be poor on account of lack of relevant domain knowledge on each side about the other one. Further deliberations in a meeting with the CEO reveal that in order to succeed further, two things are critical to Merkk's success. One, collaboration with companies outside of its segment, and two, introduction of more products. Both are parts of its global strategy and Merkk believes that KM can address both its internal issues on knowledge sharing and global strategies. Changes at Merkk There is an air of misgivings about knowledge management at the level of R&D's VP, information systems (IS), and product management. The very mention of KM creates an uncanny level of mistrust among all; each fearing his or her department would be encroached upon. CEO changes such thoughts into a fruitful follow action and reassures that this initiative is for everybody's good. This results into the making of Merkk Knowledge Management Team. Merkk Knowledge Management Team It was decided that VP would be responsible for choosing the KM team since he was made the director of the KM. The team comprised of R&D and corporate librarian, members from IS, a molecular biologist, a chemical engineer, a product manager and human resource director. They were asked to indentify valuable information which scientists must share with each other, and information that is missing but is highly relevant to R&D. The molecular biologist, chemical engineer and product manager start brainstorming for the information that is in deficit but which they typically need. They also start identifying the information that would help the company streamline all its operations efficiently. This is followed by categorisation. Initially, it is decided that the KM team will operate from two locations and then spread its reach throughout all global offices. IS comes up with applications that could help link the job on intranet and extranet, following which it starts working on the 'building blocks' principles. This is followed by creating focused repository, then a unified search and finally implementation of knowledge warehouse pilot. Explicit assets as below are incorporated to contribute to the pilot: research reports, profile of product managers, researchers, and engineers; patents, schedules of product roll-outs, previously published research papers, newsfeeds, customer feedbacks, discussion database and best practices. At the end the KM team comes up with a browser-based tool that can manage the content. This helps replication across all departments in the company and three months down the line, the staff feel that there is a noticeable difference in work culture and information. Everything ops up on their computer screens with the speed of a thought and there is a remarkable reduction in the information clutter that was prevalent there earlier. References Burnett, S, Illingworth, L, & Webster, L 2004, ‘Knowledge Auditing and Mapping: A pragmatic approach’, Knowledge and Process Management, vol 11, no 1, pp. 25-37. Binney D 2001, T’he knowledge management spectrum - understanding the KM landscape’, Journal of Knowledge Management, vol 5, no. 1, pp. 33-42. Cheung, CF, Li, ML, Shek, WY, Lee, WB, Tsang, TS 2007, ‘A systematic approach for knowledge auditing: a case study in transportation sector’, Journal of Knowledge Management, vol. 11, no. 4, pp.140-158. Dalkir, K 2011, Knowledge management in theory and practice 2nd ed. [electronic resource] foreword by Jay Liebowitz, MIT Press Cambridge, Mass. Available from http://lrmprod.canberra.edu.au/record=b1799348~S4. [13 June 2014] Haggie, K & Kingston, J. 2003, Choosing Your Knowledge Management Strategy. Available from . [13 June 2014] . Hüttenegger, G (2003), ‘A Knowledge Management System Architecture’ Proceedings of the 4th European Conference on Knowledge Management (ECKM 2003), Oxford, MCIL, pp. 485-494. Lambe, P. 2011, The unacknowledged parentage of knowledge management. Journal of Knowledge Management, vol. 15(2), no. pp. 175 -197. Nickols, F 2000, The Knowledge in Knowledge Management, The Knowledge Management Yearbook 2000-2001, ed. J.W. Cortada and J.A. Woods, Butterworth-Heinemann, 12-21. Read More