Current issues in knowledge management:
"This book combines research on the cultural, technical, organizational, and human issues surrounding the creation, capture, transfer, and use of knowledge in today's organizations. Topics such as organizational memory, knowledge management in enterprises, enablers and inhibitors of knowle...
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| Sprache: | English |
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Information Science Reference
2008
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| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "This book combines research on the cultural, technical, organizational, and human issues surrounding the creation, capture, transfer, and use of knowledge in today's organizations. Topics such as organizational memory, knowledge management in enterprises, enablers and inhibitors of knowledge sharing and transfer, and emerging technologies of knowledge management, offering information to practitioners and scholars in a variety of settings"--Provided by publisher |
| Beschreibung: | Includes bibliographical references (p. 341-373) and index |
| Beschreibung: | XVI, 385 S. graph. Darst. 29 cm |
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| adam_text | Table of Contents
Preface................................................................................................................................................xiv
Section I
Advances in Knowledge Management Foundations
Chapter I
Introduction: The Need for Knowledge Management / Murray E. Jennex............................................ 1
Chapter II
The Impact of Culture and Context on Knowledge Management / Murray E. Jennex..........................6
Chapter III
Addressing Contextual Issues in Knowledge Management: A Guiding Framework /
Adekunle Okunoye and Nancy Bertaux................................................................................................. 12
Chapter IV
A Model of Knowledge Management Success / Murray E. Jennex and Lome Olfinan.......................34
Section II
Advances in Knowledge Transfer, Sharing, and Flow
Chapter V
Think Social Capital Before You Think Knowledge Transfer /
Karma Sherif and Sherif Ahmed Slier if.................................................................................................53
Chapter VI
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity
Level in Community of Practice / Jaekyung Kim, Sang M. Lee, and David L. Olson.........................66
Chapter VII
Toward a Receiver-Based Theory of Knowledge Sharing /
Sharman Liechtenstein and Alexia Hunter.............................................................................................86
Chapter VIII
A Dialectic on the Cultural and Political Aspects of Information and Knowledge
Sharing in Organizations I Dennis Hart and Leoni Warne................................................................. 104
Chapter IX
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors /
Abel Usoro and Matthew H. S. Kuofie................................................................................................ 9
Section III
Advances in Knowledge Management in Organizations
Chapter X
Integrating Knowledge Management with Programme Management I Jill Owen............................. 132
Chapter XI
Developing and Analysing Core Competencies for Alignment with Strategy /
Keith Sawyer and John Gammack...................................................................................................... 149
Chapter XII
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition:
Applying a Classification Logic Wiki to the Problem Solving Process /
Debbie Richards and Megan Vazey.................................................................................................... 163
Chapter XIII
Knowledge Management Systems: Towards a Theory of Integrated Support /
Dick Stenmark and Rikard Lindgren...................................................................................................181
Chapter XIV
Community of Practice: Aligning Knowledge Work with Organizational
Knowledge Strategy / Gerlinde Koeglreiter and Luba Torlina..........................................................206
Section IV
Advances in Knowledge Management Development Methodologies
Chapter XV
A Method for Knowledge Modeling with Unified Modeling Language (UML):
Building a Blueprint for Knowledge Management /
Sung-kwan Kim, Seongbae him, and Robert B. Mitchell...................................... 228
Chapter XVI
Improvement of Software Engineering Processes by Analyzing
Knowledge-Intensive Activities I Jane Framing, Norbert Gronau, andSimone Schmid. 243
Chapter XVII
Using Social Networking Analysis to Facilitate Knowledge Sharing Amongst
Senior Managers in Multinational Organisations / Bonnie Wai-yi Cheuk..........................................263
Section V
Advances in Knowledge Management Application
Chapter XVIII
Leveraging Current Experiences for Future Actions: An Exemplar of Knowledge Reuse /
Alton Chua YKand Wing Lam............................................................................................................275
Chapter XIX
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge
Management Implementations: An Empirical Study of Taiwanese Hospitals /
Wen-Jung (Kenny) Jib, Cheng Hsui Chen, and Andy Chen................................................................289
Chapter XX
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology /
Murali Raman, Terry Ryan, Lome Olfman, and Murray E. Jennex...................................................3 09
Chapter XXI
Knowledge Management and Hurricane Katrina Response /
Tim Murphy and Murray E. Jennex....................................................................................................328
Compilation of References ..............................................................................................................341
About the Contributors ...................................................................................................................374
Index...................................................................................................................................................383
Detailed Table of Contents
Preface................................................................................................................................................xiv
Section I
Advances in Knowledge Management Foundations
Chapter I
Introduction: The Need for Knowledge Management / Murray E. Jennex............................................1
This short chapter explores other motivations for organizations to implement knowledge management
(KM). These motivations include obsolescence/innovation (these two go together as innovation leads
to obsolescence), work process evolution, and persistence of knowledge. The goal of this discussion is
to provide a basis for all organizations to justify KM initiative that is not just event-based.
Chapter II
The Impact of Culture and Context on Knowledge Management / Murray E. Jennex..........................6
Socialization, externalization, combination, and internalization: these four modes or processes show
that the transfer of knowledge is dependent upon the transfer of a common understanding from the
knower to the user of the knowledge. Common understanding consists of the context (the story behind
the knowledge, the conditions and situations which make the knowledge understandable) and the expe-
rience (those activities which produce mental models of how the knowledge should be used) expressed
in a culturally understood framework. Sherif and Sherif (2006) incorporate this common understanding
into their definition of Social Capital. Social Capital or culture and context, either way, it is clear that
these factors influence how knowledge is transferred and reused. This chapter discusses some of the
issues associated with culture and context and how they impact the Nonaka and Takeuchi (1995) SECT
knowledge transfer model.
Chapter 111
Addressing Contextual Issues in Knowledge Management: A Guiding Framework /
Adekimle Okunoye and Nancy Bertaux................................................................................................. 12
Cultural diversity and wide disparities in the extent of up-to-date infrastructure make managing know ledge
challenging in developing countries, even as the urgent human needs in these countries make knowledge
management (KM) especially valuable as a tool in economic and human development. Cultural diversity
and infrastructural gap issues are also related to a variety of government, educational, political, social
and economic factors. These environmental factors interact with organizational variables and information
technology to enable or constrain knowledge management processes in the creation and protection of
knowledge resources. Case studies in India, The Gambia, and Nigeria are used to develop an empirically
grounded contextual framework of knowledge management (KM). This guiding framework is intended
to help organizations address contextual issues in knowledge management, leading to better preparation,
implementation and assessment of KM projects.
Chapter IV
A Model of Knowledge Management Success / Murray E. Jennex and Lome Olfman.......................34
This chapter describes a knowledge management (KM) Success Model that is derived from observations
generated through a longitudinal study of KM in an engineering organization. KM success factors found
in the literature, and modified by the application of these observations and success factors in various
projects. The DeLone and McLean (1992; 2003) IS Success Model was used as a framework for the
model as it was found to fit the observed success criteria and it provided an accepted theoretical basis
for the proposed model.
Section II
Advances in Knowledge Transfer, Sharing, and Flow
Chapter V
Think Social Capital Before You Think Know ledge Transfer /
Karma Sherif and Sherif Ahmed Sherif.................................................................................................53
Knowledge transfer has been promoted as a critical and necessary condition for organizations to sustain
competitive advantage. In this chapter, we argue that successful transfer of know ledge w ithin organizations
will depend on the accumulated social capital embedded within organizational social networks. We pose
social capital as a critical factor for knowledge transfer and hypothesize that the structural, relational and
cognitive dimensions of social capital must be developed within an organization for knowledge trans-
fer to impact organizational performance. The study uses data collected from Hgypt to test the model.
Hofstede s Cultural Dimensions Model is used to explain how cultural attributes limit the accumulation
of social capital and the effectiveness of knowledge transfer in developing countries.
Chapter VI
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity
Level in Community of Practice I Jaekyung Kim, Sang M. Lee, andDavid L. Olson.........................66
Knowledge sharing is important for organizational success. Once IT-driven knowledge management
(KM) approaches are proliferated, they sometimes fail to operate as expected. Social perspectives of
KM, especially the human effect on knowledge sharing, are expected to be important because people can
choose to share or conceal knowledge. Management of knowledge is not all about collection, but more
about connection. This study investigates an individual s behavior type as a cooperator, reciprocator,
and free rider with respect to knowledge contribution. We view shared knowledge in a community of
practice as a public good and adopt a theory of reciprocity to explain how different cooperative types
affect knowledge contribution. People are assumed to react in one of three ways; sharing knowledge
without need for reciprocity (cooperators), feeling obligated to share their knowledge (reciprocators),
or taking knowledge for granted (free riders). Results reveal that the fraction of cooperator is positively
related to total knowledge contribution and to reciprocity level, while the reciprocity level positively
affects knowledge contribution.
Chapter VII
Toward a Receiver-Based Theory of Know ledge Sharing /
Sharman Lichtenstein and Alexia Hunter.............................................................................................86
Managers and researchers alike have sought new ways to address the challenges of sharing dispersed
knowledge in modern business environments. Careful consideration by sharers of receivers knowledge
needs and behaviors may improve the effectiveness of knowledge sharing. This research examines how
sharers react to their perceptions of receivers knowledge needs and behaviors when making choices
relating to sharing knowledge. The focus of this chapter is to propose and explore a theoretical framework
for a study of the role of the receiver in knowledge sharing—receiver-based theory. Data collected from
two case studies highlight a key role played by perceived receiver knowledge needs and behaviors in
shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge
sharing is provided that highlights key receiver and sharer issues. The chapter concludes that companies
should develop better ways to connect potential sharers with receivers real knowledge needs. Further, the
findings suggest that sharing on a need-to-know basis hinders change in organizational power structures,
and prevents the integration of isolated pockets of knowledge that may yield new value.
Chapter VIII
A Dialectic on the Cultural and Political Aspects of Information and Knowledge
Sharing in Organizations / Dennis Hart and Leoni Warne................................................................. 104
This chapter raises issues concerning information and knowledge sharing in organizations and why such
sharing is often difficult to achieve. In particular, it compares an organizational cultural analysis with
an organizational political one. The authors believe that the issues raised are not only important but
arc often insufficiently attended to by practitioners who arc attempting to build technological informa-
tion and knowledge management systems. The driver for the chapter is the fact that despite impressive
advances in technology, and its now almost ubiquitous presence in organizations, many of the benefits
originally expected concerning improved information and knowledge sharing have not materialized as
was once confidently expected. One of the authors argues a basic reason for this lies in the lack of at-
tention to the cultural foundations of organizations, while the other contends it is more because matters
relating to organizational power and political matters are often misunderstood, overlooked or ignored.
These different perspectives are discussed and contrasted in order to tease out the important differences
between them and assess the prospects for a synthesis. It is concluded that, while there are important
commonalities between the two perspectives, there are also fundamental differences concerning what
are causes and effects, and therefore, how to go about effecting change regarding information and
knowledge sharing.
Chapter IX
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors /
Abel Usoro and Matthew H. S. Kuofie................................................................................................ 119
Often, organizational members are separated not only geographically but also culturally. Information
technology has inevitably become a facilitator of knowledge sharing. However, earlier studies have
posited that culture can significantly facilitate or hinder knowledge sharing in culturally diverse teams.
Greater enlightenment on the cultural effect is a useful contribution to understanding the most effective
way of managing knowledge sharing in organizations. However, little effort has been put into dimen-
sioning culture in such a way as to enable comparative and large scale study. This investigation tries
to fill this gap by bringing together and examining the few attempts at dimensioning this concept. This
review results in the proposing of cultural dimensions which are grouped into organizational and societal
classes. The review also results in a proposal of a conceptual model that expresses knowledge sharing
to be a function of organizational and societal cultural factors. We formulated two major hypotheses:
HI - There is a high positive relationship between organizational culture and knowledge sharing, and
H2 - There is a high positive relationship between societal culture and know ledge sharing. The model
requires further investigation as explained in the chapter.
Section III
Advances in Knowledge Management in Organizations
Chapter X
Integrating Knowledge Management with Programme Management / Jill Owen............................. 132
Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of
knowledge can improve project management capabilities (i.e.. learning, memory, cycle time) resulting in
continuous learning. Although knowledge management has been recognized as a critical success factor in
program management, very little research has been conducted to date (Lycett. Rassau. Danson. 2004:
Soderlund, 2004). A framework is discussed that demonstrates how knowledge is created, transferred,
captured and reused within project and program management, resulting in improved project manage-
ment maturity. The framework utilizes a task- based approach to knowledge management and assumes
that knowledge is created, transferred and reused as a result of an individual performing a specific task,
which in this context is a project at the project level and a program at the program level.
Chapter XI
Developing and Analysing Core Competencies for Alignment with Strategy /
Keith Sawyer and John Gammack...................................................................................................... 149
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to
date, there have been few clear statements on what a knowledge strategy looks like and how it may be
practically implemented. We argue that current methods and techniques to accomplish this alignment
are severely limited, showing no clear description on how the alignment can be achieved. Core com-
petencies, embodying an organization s practical know-how, are also rarely linked explicitly to action-
able knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the
chapter uses a case study to show how a company s core competencies were articulated and verified for
either inclusion or exclusion in the strategy. The study is representative of similar studies carried out
across a range of organizations using a novel and practically proven method. This method, StratAchieve,
was used here in a client situation to show how the core competencies were identified and tested for
incorporation or not in the strategy. The chapter concludes by considering the value of the approach for
managing knowledge.
Chapter XII
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition:
Applying a Classification Logic Wiki to the Problem Solving Process /
Debbie Richards and Megan Vazey.................................................................................................... 163
This chapter postulates that the problem-solving process in many domains involves identifying the class
of problem on hand, identifying an appropriate solution, and recognizing opportunities for its reuse. A
solution is suggested that builds up knowledge of a given domain by recording observations, diagnoses
and actions in a 3Cs form of cases, classifications and conclusions.
This solution allows knowledge workers in any domain where heuristics are relied on to form classi-
fications, and then apply generalized conclusions on the basis of the given classification, to collabora-
tively refine and expand a topic by consistently asking users to confirm, add to, or refine the presented
knowledge in the context of the current case being classified. The solution is presented in the context
of the Corporate Call Centre and is a significant extension of the Multiple Classification Ripple Down
Rules algorithm.
A 3Cs Logic Wiki is presented that takes the best features of current collaborative knowledge exchange
mechanisms, and captures a logic structure on top of that which provides for rapid indexing of acquired
knowledge.
Chapter XIII
Knowledge Management Systems: Towards a Theory of Integrated Support /
Dick Stenmark and Rikard Lindgren................................................................................................... 18|
This chapter is motivated by one simple question: Why do so many knowledge management systems
(KMS) fail when implemented in organizational knowledge work practice? Indeed, imbalance between
the desire for accurate content and the workload required to achieve this still appears to be a critical
issue, resulting in KMS of little use for organizational members. Hence, KMS maintenance is an impor-
taut research subject. With the objective to contribute recommendations for how to integrate KMS with
everyday knowledge work, we apply general lessons learned from development of groupware applica-
tions as a theoretical lens to analyze empirical experiences of three implemented and evaluated KMS.
Theorizing the relationship between the recommendations developed and extant KMS design theory,
the chapter offers implications for IS research and practice.
Chapter XIV
Community of Practice: Aligning Knowledge Work with Organizational
Knowledge Strategy / Gerlinde Koeglreiter and Luba Turlina..........................................................206
In developing a conceptual framework of a Community of Practice s (CoP) role in organizational KM,
this chapter summarizes preliminary findings of a long-term action research study. Interventions address
CoP identification, group boundaries, trust-related issues, communication, knowledge work and resources.
It is argued that these aspects equally need to be addressed as part of complex multilevel organizational
KM strategy. The organizational challenge is to achieve strategic alignment between knowledge activi-
ties of informally operating CoPs and formalized organizational processes. The conceptual framework
aims at providing a comprehensive approach to KM strategizing.
Section IV
Advances in Knowledge Management Development Methodologies
Chapter XV
A Method for Knowledge Modeling with Unified Modeling Language (UML):
Building a Blueprint for Knowledge Management /
Sung-kwan Kim, Seongbae him, ami Robert B. Mitchell....................................................................228
Since knowledge management (KM) is considered to be an important function of the successful busi-
ness operation, many organizations are embracing KM. The success of a KM project is dependent upon
its contents. This chapter presents a method for building an effective knowledge model which can help
businesses analyze and specify knowledge contents. The method takes a decision-oriented view. For the
modeling language of the method, Unified Modeling Language (UML) has been chosen. The method
is applied to the vessel scheduling process in a maritime shipping company The steps and rules are
explained using an example, and the strengths and weaknesses of the method are discussed.
Chapter XVI
Improvement of Software Engineering Processes by Analyzing
Knowledge-Intensive Activities / Jane Framing, Norbert Gronuu, andSimone Scfnnid..................243
The Knowledge Modeling and Description Language (KMDLfc) analyzes knowledge- intensive busi-
ness processes which lead towards improvements. After modeling the business processes, knowledge
and process potentials in daily business tasks in know ledge generation and handling can be unleashed.
The following contribution presents the current state of specification of KMDLK. A real-life example
in software engineering is used to explain the advantages of this approach.
Chapter XVII
Using Social Networking Analysis t- o Facilitate Knowledge Sharing Amongst
Senior Managers in Multinational Organisations / Bonnie Wai-yiCheuk..........................................263
Prior to the establishment of the Knaowledge Management (KM) strategy, the British Council defined
knowledge as objects . Knowledge sharing was about sharing documents and information on the intranet
or via global databases. Since December 2002, Dervin s Sense-Making Methodology has been applied
to manage knowledge . Knowledge^ is seen not as a product that can be transferred from one colleague
to another, but as a communication p ractice. This means that shared knowledge has to be interpreted and
made sense of by its recipients throu gh genuine dialogue. During this phase of KM implementation, the
focus shifted to linking up co|U?agu»es and providing space for dialogue through building global com-
munities of practice and virtual team s. This chapter presents an example of how we have used the theory
of Social Networking Analysis as a diagnostic tool to promote knowledge sharing amongst our newly
formed thirty-people global leadership team. The three steps we have taken to carry out the exercise
and its limitations are also disciissedH. Towards the end of the chapter, the author presents an alternative
application of social networking anaalysis in a multinational consulting firm.
Section V
Advances i*n Knowledge Management Application
Chapter XVIII
Leveraging Current Experience for Future Actions: An Exemplar of Knowledge Reuse /
Alton Chua YK and Wing Lam.............................................................................................................275
This chapter describes how the Ceaiter for Army Lessons Learned (CALL) has developed a unique,
institutionalized knowledge reuse process. The chapter highlights several issues related to knowledge
reuse, including the collection, disti Hation and dissemination of knowledge, the role of subject experts
in the knowledge reuse process and how technology facilitates knowledge reuse.
Chapter XIX
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge
Management Implementations: An Empirical Study of Taiwanese Hospitals /
Wen-Jung (Kenny) Jih, Chen^ Hsui Chen, and Andy Chen................................................................289
The very fundamental mission of ho spital management is to deliver quality healthcare services by utiliz-
ing highly specialized medical knovn-ledge and solve other healthcare problems within various resource
constraints. Similar to other knowledge-intensive industries which operate in highly challenging business
environments, hospitals of all sizes must view the creation, organization, distribution, and application
of knowledge as a critical aspect oM their management activities. Knowledge management, therefore,
represents a viable strategy as hoSp itals strive to simultaneously provide quality medical services, im-
prove operational efficiency, and co»mply with governmental documentation and reporting regulations.
This study examines the correlation as well as causal relationships between knowledge characteristics,
knowledge acquisition strategy, impHementation measures, and performance of knowledge management
implementations in the context of hospital management. Using primary data collected in Taiwanese
hospitals, our analyses showed that the characteristics of knowledge affect the ways in which knowledge
management is implemented, and the implementation measure, in turn, has a significant impact on the
results of knowledge management implementation.
Chapter XX
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology /
Murali Raman, ferry Ryan, Lome Olfman, ami Murray E. Jenne.x...................................................30°
This chapter is about the design and implementation of an information system, using wiki technology
to improve the emergency preparedness efforts of the Claremont University Consortium. For some
organizations, as in this case, responding to a crisis situation is done within a consortia environment.
Managing knowledge across the various entities involved in such efforts is critical. This includes hav-
ing the right set of information that is timely, relevant, and is governed by an effective communication
process. It is expected that issues such as training in use of system(s), a knowledge sharing culture
between entities involved in emergency preparedness, and a fit between task and technology/system
must be there to support emergency preparedness activities given such structures. This study explored
the use of wiki technology to support knowledge management in the context of emergency prepared-
ness within organizations. While initially found to be useful for supporting emergency preparedness,
continuing experience with the system suggests that vvikis might be more useful as a collaborative tool
used to train people involved in emergency preparedness, rather than being used to support response
activities during an actual emergency.
Chapter XXI
Knowledge Management and Hurricane Katrina Response /
Tim Murphy and Murray E. Jennex....................................................................................................328
This chapter explores the use of knowledge management with emergency information systems. Two
knowledge management systems that were utilized during Hurricane Katrina response are described
and analyzed. The systems specified were developed by both federal agencies as well as grass root ef-
forts without the support or mandate of government programs. These programs, although developed
independently, were able to share data and interact in life-saving capacities, transcending traditional geo-
political boundaries. We conclude that emergency information systems are enhanced by incorporating
knowledge management tools and concepts.
Compilation of References ..............................................................................................................341
About the Contributors ...................................................................................................................374
Index...................................................................................................................................................383
|
| adam_txt |
Table of Contents
Preface.xiv
Section I
Advances in Knowledge Management Foundations
Chapter I
Introduction: The Need for Knowledge Management / Murray E. Jennex. 1
Chapter II
The Impact of Culture and Context on Knowledge Management / Murray E. Jennex.6
Chapter III
Addressing Contextual Issues in Knowledge Management: A Guiding Framework /
Adekunle Okunoye and Nancy Bertaux. 12
Chapter IV
A Model of Knowledge Management Success / Murray E. Jennex and Lome Olfinan.34
Section II
Advances in Knowledge Transfer, Sharing, and Flow
Chapter V
Think Social Capital Before You Think Knowledge Transfer /
Karma Sherif and Sherif Ahmed Slier if.53
Chapter VI
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity
Level in Community of Practice / Jaekyung Kim, Sang M. Lee, and David L. Olson.66
Chapter VII
Toward a Receiver-Based Theory of Knowledge Sharing /
Sharman Liechtenstein and Alexia Hunter.86
Chapter VIII
A Dialectic on the Cultural and Political Aspects of Information and Knowledge
Sharing in Organizations I Dennis Hart and Leoni Warne. 104
Chapter IX
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors /
Abel Usoro and Matthew H. S. Kuofie. "9
Section III
Advances in Knowledge Management in Organizations
Chapter X
Integrating Knowledge Management with Programme Management I Jill Owen. 132
Chapter XI
Developing and Analysing Core Competencies for Alignment with Strategy /
Keith Sawyer and John Gammack. 149
Chapter XII
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition:
Applying a Classification Logic Wiki to the Problem Solving Process /
Debbie Richards and Megan Vazey. 163
Chapter XIII
Knowledge Management Systems: Towards a Theory of Integrated Support /
Dick Stenmark and Rikard Lindgren.181
Chapter XIV
Community of Practice: Aligning Knowledge Work with Organizational
Knowledge Strategy / Gerlinde Koeglreiter and Luba Torlina.206
Section IV
Advances in Knowledge Management Development Methodologies
Chapter XV
A Method for Knowledge Modeling with Unified Modeling Language (UML):
Building a Blueprint for Knowledge Management /
Sung-kwan Kim, Seongbae him, and Robert B. Mitchell. 228
Chapter XVI
Improvement of Software Engineering Processes by Analyzing
Knowledge-Intensive Activities I Jane Framing, Norbert Gronau, andSimone Schmid. 243
Chapter XVII
Using Social Networking Analysis to Facilitate Knowledge Sharing Amongst
Senior Managers in Multinational Organisations / Bonnie Wai-yi Cheuk.263
Section V
Advances in Knowledge Management Application
Chapter XVIII
Leveraging Current Experiences for Future Actions: An Exemplar of Knowledge Reuse /
Alton Chua YKand Wing Lam.275
Chapter XIX
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge
Management Implementations: An Empirical Study of Taiwanese Hospitals /
Wen-Jung (Kenny) Jib, Cheng Hsui Chen, and Andy Chen.289
Chapter XX
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology /
Murali Raman, Terry Ryan, Lome Olfman, and Murray E. Jennex.3 09
Chapter XXI
Knowledge Management and Hurricane Katrina Response /
Tim Murphy and Murray E. Jennex.328
Compilation of References .341
About the Contributors .374
Index.383
Detailed Table of Contents
Preface.xiv
Section I
Advances in Knowledge Management Foundations
Chapter I
Introduction: The Need for Knowledge Management / Murray E. Jennex.1
This short chapter explores other motivations for organizations to implement knowledge management
(KM). These motivations include obsolescence/innovation (these two go together as innovation leads
to obsolescence), work process evolution, and persistence of knowledge. The goal of this discussion is
to provide a basis for all organizations to justify KM initiative that is not just event-based.
Chapter II
The Impact of Culture and Context on Knowledge Management / Murray E. Jennex.6
Socialization, externalization, combination, and internalization: these four modes or processes show
that the transfer of knowledge is dependent upon the transfer of a common understanding from the
knower to the user of the knowledge. Common understanding consists of the context (the story behind
the knowledge, the conditions and situations which make the knowledge understandable) and the expe-
rience (those activities which produce mental models of how the knowledge should be used) expressed
in a culturally understood framework. Sherif and Sherif (2006) incorporate this common understanding
into their definition of Social Capital. Social Capital or culture and context, either way, it is clear that
these factors influence how knowledge is transferred and reused. This chapter discusses some of the
issues associated with culture and context and how they impact the Nonaka and Takeuchi (1995) SECT
knowledge transfer model.
Chapter 111
Addressing Contextual Issues in Knowledge Management: A Guiding Framework /
Adekimle Okunoye and Nancy Bertaux. 12
Cultural diversity and wide disparities in the extent of up-to-date infrastructure make managing know ledge
challenging in developing countries, even as the urgent human needs in these countries make knowledge
management (KM) especially valuable as a tool in economic and human development. Cultural diversity
and infrastructural gap issues are also related to a variety of government, educational, political, social
and economic factors. These environmental factors interact with organizational variables and information
technology to enable or constrain knowledge management processes in the creation and protection of
knowledge resources. Case studies in India, The Gambia, and Nigeria are used to develop an empirically
grounded contextual framework of knowledge management (KM). This guiding framework is intended
to help organizations address contextual issues in knowledge management, leading to better preparation,
implementation and assessment of KM projects.
Chapter IV
A Model of Knowledge Management Success / Murray E. Jennex and Lome Olfman.34
This chapter describes a knowledge management (KM) Success Model that is derived from observations
generated through a longitudinal study of KM in an engineering organization. KM success factors found
in the literature, and modified by the application of these observations and success factors in various
projects. The DeLone and McLean (1992; 2003) IS Success Model was used as a framework for the
model as it was found to fit the observed success criteria and it provided an accepted theoretical basis
for the proposed model.
Section II
Advances in Knowledge Transfer, Sharing, and Flow
Chapter V
Think Social Capital Before You Think Know ledge Transfer /
Karma Sherif and Sherif Ahmed Sherif.53
Knowledge transfer has been promoted as a critical and necessary condition for organizations to sustain
competitive advantage. In this chapter, we argue that successful transfer of know ledge w ithin organizations
will depend on the accumulated social capital embedded within organizational social networks. We pose
social capital as a critical factor for knowledge transfer and hypothesize that the structural, relational and
cognitive dimensions of social capital must be developed within an organization for knowledge trans-
fer to impact organizational performance. The study uses data collected from Hgypt to test the model.
Hofstede's Cultural Dimensions Model is used to explain how cultural attributes limit the accumulation
of social capital and the effectiveness of knowledge transfer in developing countries.
Chapter VI
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity
Level in Community of Practice I Jaekyung Kim, Sang M. Lee, andDavid L. Olson.66
Knowledge sharing is important for organizational success. Once IT-driven knowledge management
(KM) approaches are proliferated, they sometimes fail to operate as expected. Social perspectives of
KM, especially the human effect on knowledge sharing, are expected to be important because people can
choose to share or conceal knowledge. Management of knowledge is not all about collection, but more
about connection. This study investigates an individual's behavior type as a cooperator, reciprocator,
and free rider with respect to knowledge contribution. We view shared knowledge in a community of
practice as a public good and adopt a theory of reciprocity to explain how different cooperative types
affect knowledge contribution. People are assumed to react in one of three ways; sharing knowledge
without need for reciprocity (cooperators), feeling obligated to share their knowledge (reciprocators),
or taking knowledge for granted (free riders). Results reveal that the fraction of cooperator is positively
related to total knowledge contribution and to reciprocity level, while the reciprocity level positively
affects knowledge contribution.
Chapter VII
Toward a Receiver-Based Theory of Know ledge Sharing /
Sharman Lichtenstein and Alexia Hunter.86
Managers and researchers alike have sought new ways to address the challenges of sharing dispersed
knowledge in modern business environments. Careful consideration by sharers of receivers' knowledge
needs and behaviors may improve the effectiveness of knowledge sharing. This research examines how
sharers react to their perceptions of receivers' knowledge needs and behaviors when making choices
relating to sharing knowledge. The focus of this chapter is to propose and explore a theoretical framework
for a study of the role of the receiver in knowledge sharing—receiver-based theory. Data collected from
two case studies highlight a key role played by perceived receiver knowledge needs and behaviors in
shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge
sharing is provided that highlights key receiver and sharer issues. The chapter concludes that companies
should develop better ways to connect potential sharers with receivers' real knowledge needs. Further, the
findings suggest that sharing on a need-to-know basis hinders change in organizational power structures,
and prevents the integration of isolated pockets of knowledge that may yield new value.
Chapter VIII
A Dialectic on the Cultural and Political Aspects of Information and Knowledge
Sharing in Organizations / Dennis Hart and Leoni Warne. 104
This chapter raises issues concerning information and knowledge sharing in organizations and why such
sharing is often difficult to achieve. In particular, it compares an organizational cultural analysis with
an organizational political one. The authors believe that the issues raised are not only important but
arc often insufficiently attended to by practitioners who arc attempting to build technological informa-
tion and knowledge management systems. The driver for the chapter is the fact that despite impressive
advances in technology, and its now almost ubiquitous presence in organizations, many of the benefits
originally expected concerning improved information and knowledge sharing have not materialized as
was once confidently expected. One of the authors argues a basic reason for this lies in the lack of at-
tention to the cultural foundations of organizations, while the other contends it is more because matters
relating to organizational power and political matters are often misunderstood, overlooked or ignored.
These different perspectives are discussed and contrasted in order to tease out the important differences
between them and assess the prospects for a synthesis. It is concluded that, while there are important
commonalities between the two perspectives, there are also fundamental differences concerning what
are causes and effects, and therefore, how to go about effecting change regarding information and
knowledge sharing.
Chapter IX
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors /
Abel Usoro and Matthew H. S. Kuofie. 119
Often, organizational members are separated not only geographically but also culturally. Information
technology has inevitably become a facilitator of knowledge sharing. However, earlier studies have
posited that culture can significantly facilitate or hinder knowledge sharing in culturally diverse teams.
Greater enlightenment on the cultural effect is a useful contribution to understanding the most effective
way of managing knowledge sharing in organizations. However, little effort has been put into dimen-
sioning culture in such a way as to enable comparative and large scale study. This investigation tries
to fill this gap by bringing together and examining the few attempts at dimensioning this concept. This
review results in the proposing of cultural dimensions which are grouped into organizational and societal
classes. The review also results in a proposal of a conceptual model that expresses knowledge sharing
to be a function of organizational and societal cultural factors. We formulated two major hypotheses:
HI - There is a high positive relationship between organizational culture and knowledge sharing, and
H2 - There is a high positive relationship between societal culture and know ledge sharing. The model
requires further investigation as explained in the chapter.
Section III
Advances in Knowledge Management in Organizations
Chapter X
Integrating Knowledge Management with Programme Management / Jill Owen. 132
Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of
knowledge can improve project management capabilities (i.e. learning, memory, cycle time) resulting in
continuous learning. Although knowledge management has been recognized as a critical success factor in
program management, very little research has been conducted to date (Lycett. Rassau. Danson. 2004:
Soderlund, 2004). A framework is discussed that demonstrates how knowledge is created, transferred,
captured and reused within project and program management, resulting in improved project manage-
ment maturity. The framework utilizes a task- based approach to knowledge management and assumes
that knowledge is created, transferred and reused as a result of an individual performing a specific task,
which in this context is a project at the project level and a program at the program level.
Chapter XI
Developing and Analysing Core Competencies for Alignment with Strategy /
Keith Sawyer and John Gammack. 149
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to
date, there have been few clear statements on what a knowledge strategy looks like and how it may be
practically implemented. We argue that current methods and techniques to accomplish this alignment
are severely limited, showing no clear description on how the alignment can be achieved. Core com-
petencies, embodying an organization's practical know-how, are also rarely linked explicitly to action-
able knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the
chapter uses a case study to show how a company's core competencies were articulated and verified for
either inclusion or exclusion in the strategy. The study is representative of similar studies carried out
across a range of organizations using a novel and practically proven method. This method, StratAchieve,
was used here in a client situation to show how the core competencies were identified and tested for
incorporation or not in the strategy. The chapter concludes by considering the value of the approach for
managing knowledge.
Chapter XII
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition:
Applying a Classification Logic Wiki to the Problem Solving Process /
Debbie Richards and Megan Vazey. 163
This chapter postulates that the problem-solving process in many domains involves identifying the class
of problem on hand, identifying an appropriate solution, and recognizing opportunities for its reuse. A
solution is suggested that builds up knowledge of a given domain by recording observations, diagnoses
and actions in a '3Cs form' of cases, classifications and conclusions.
This solution allows knowledge workers in any domain where heuristics are relied on to form classi-
fications, and then apply generalized conclusions on the basis of the given classification, to collabora-
tively refine and expand a topic by consistently asking users to confirm, add to, or refine the presented
knowledge in the context of the current case being classified. The solution is presented in the context
of the Corporate Call Centre and is a significant extension of the Multiple Classification Ripple Down
Rules algorithm.
A 3Cs Logic Wiki is presented that takes the best features of current collaborative knowledge exchange
mechanisms, and captures a logic structure on top of that which provides for rapid indexing of acquired
knowledge.
Chapter XIII
Knowledge Management Systems: Towards a Theory of Integrated Support /
Dick Stenmark and Rikard Lindgren. 18|
This chapter is motivated by one simple question: Why do so many knowledge management systems
(KMS) fail when implemented in organizational knowledge work practice? Indeed, imbalance between
the desire for accurate content and the workload required to achieve this still appears to be a critical
issue, resulting in KMS of little use for organizational members. Hence, KMS maintenance is an impor-
taut research subject. With the objective to contribute recommendations for how to integrate KMS with
everyday knowledge work, we apply general lessons learned from development of groupware applica-
tions as a theoretical lens to analyze empirical experiences of three implemented and evaluated KMS.
Theorizing the relationship between the recommendations developed and extant KMS design theory,
the chapter offers implications for IS research and practice.
Chapter XIV
Community of Practice: Aligning Knowledge Work with Organizational
Knowledge Strategy / Gerlinde Koeglreiter and Luba Turlina.206
In developing a conceptual framework of a Community of Practice's (CoP) role in organizational KM,
this chapter summarizes preliminary findings of a long-term action research study. Interventions address
CoP identification, group boundaries, trust-related issues, communication, knowledge work and resources.
It is argued that these aspects equally need to be addressed as part of complex multilevel organizational
KM strategy. The organizational challenge is to achieve strategic alignment between knowledge activi-
ties of informally operating CoPs and formalized organizational processes. The conceptual framework
aims at providing a comprehensive approach to KM strategizing.
Section IV
Advances in Knowledge Management Development Methodologies
Chapter XV
A Method for Knowledge Modeling with Unified Modeling Language (UML):
Building a Blueprint for Knowledge Management /
Sung-kwan Kim, Seongbae him, ami Robert B. Mitchell.228
Since knowledge management (KM) is considered to be an important function of the successful busi-
ness operation, many organizations are embracing KM. The success of a KM project is dependent upon
its contents. This chapter presents a method for building an effective knowledge model which can help
businesses analyze and specify knowledge contents. The method takes a decision-oriented view. For the
modeling language of the method, Unified Modeling Language (UML) has been chosen. The method
is applied to the vessel scheduling process in a maritime shipping company The steps and rules are
explained using an example, and the strengths and weaknesses of the method are discussed.
Chapter XVI
Improvement of Software Engineering Processes by Analyzing
Knowledge-Intensive Activities / Jane Framing, Norbert Gronuu, andSimone Scfnnid.243
The Knowledge Modeling and Description Language (KMDLfc) analyzes knowledge- intensive busi-
ness processes which lead towards improvements. After modeling the business processes, knowledge
and process potentials in daily business tasks in know ledge generation and handling can be unleashed.
The following contribution presents the current state of specification of KMDLK. A real-life example
in software engineering is used to explain the advantages of this approach.
Chapter XVII
Using Social Networking Analysis t- o Facilitate Knowledge Sharing Amongst
Senior Managers in Multinational Organisations / Bonnie Wai-yiCheuk.263
Prior to the establishment of the Knaowledge Management (KM) strategy, the British Council defined
knowledge as 'objects'. Knowledge sharing was about sharing documents and information on the intranet
or via global databases. Since December 2002, Dervin's Sense-Making Methodology has been applied
to manage 'knowledge'. Knowledge^ is seen not as a product that can be transferred from one colleague
to another, but as a communication p ractice. This means that shared knowledge has to be interpreted and
made sense of by its recipients throu gh genuine dialogue. During this phase of KM implementation, the
focus shifted to linking up co|U?agu»es and providing space for dialogue through building global com-
munities of practice and virtual team s. This chapter presents an example of how we have used the theory
of Social Networking Analysis as a diagnostic tool to promote knowledge sharing amongst our newly
formed thirty-people global leadership team. The three steps we have taken to carry out the exercise
and its limitations are also disciissedH. Towards the end of the chapter, the author presents an alternative
application of social networking anaalysis in a multinational consulting firm.
Section V
Advances i*n Knowledge Management Application
Chapter XVIII
Leveraging Current Experience'' for" Future Actions: An Exemplar of Knowledge Reuse /
Alton Chua YK and Wing Lam.275
This chapter describes how the Ceaiter for Army Lessons Learned (CALL) has developed a unique,
institutionalized knowledge reuse process. The chapter highlights several issues related to knowledge
reuse, including the collection, disti Hation and dissemination of knowledge, the role of subject experts
in the knowledge reuse process and how technology facilitates knowledge reuse.
Chapter XIX
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge
Management Implementations: An Empirical Study of Taiwanese Hospitals /
Wen-Jung (Kenny) Jih, Chen^ Hsui Chen, and Andy Chen.289
The very fundamental mission of ho spital management is to deliver quality healthcare services by utiliz-
ing highly specialized medical knovn-ledge and solve other healthcare problems within various resource
constraints. Similar to other knowledge-intensive industries which operate in highly challenging business
environments, hospitals of all sizes must view the creation, organization, distribution, and application
of knowledge as a critical aspect oM" their management activities. Knowledge management, therefore,
represents a viable strategy as hoSp itals strive to simultaneously provide quality medical services, im-
prove operational efficiency, and co»mply with governmental documentation and reporting regulations.
This study examines the correlation as well as causal relationships between knowledge characteristics,
knowledge acquisition strategy, impHementation measures, and performance of knowledge management
implementations in the context of hospital management. Using primary data collected in Taiwanese
hospitals, our analyses showed that the characteristics of knowledge affect the ways in which knowledge
management is implemented, and the implementation measure, in turn, has a significant impact on the
results of knowledge management implementation.
Chapter XX
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology /
Murali Raman, ferry Ryan, Lome Olfman, ami Murray E. Jenne.x.30°
This chapter is about the design and implementation of an information system, using wiki technology
to improve the emergency preparedness efforts of the Claremont University Consortium. For some
organizations, as in this case, responding to a crisis situation is done within a consortia environment.
Managing knowledge across the various entities involved in such efforts is critical. This includes hav-
ing the right set of information that is timely, relevant, and is governed by an effective communication
process. It is expected that issues such as training in use of system(s), a knowledge sharing culture
between entities involved in emergency preparedness, and a fit between task and technology/system
must be there to support emergency preparedness activities given such structures. This study explored
the use of wiki technology to support knowledge management in the context of emergency prepared-
ness within organizations. While initially found to be useful for supporting emergency preparedness,
continuing experience with the system suggests that vvikis might be more useful as a collaborative tool
used to train people involved in emergency preparedness, rather than being used to support response
activities during an actual emergency.
Chapter XXI
Knowledge Management and Hurricane Katrina Response /
Tim Murphy and Murray E. Jennex.328
This chapter explores the use of knowledge management with emergency information systems. Two
knowledge management systems that were utilized during Hurricane Katrina response are described
and analyzed. The systems specified were developed by both federal agencies as well as grass root ef-
forts without the support or mandate of government programs. These programs, although developed
independently, were able to share data and interact in life-saving capacities, transcending traditional geo-
political boundaries. We conclude that emergency information systems are enhanced by incorporating
knowledge management tools and concepts.
Compilation of References .341
About the Contributors .374
Index.383 |
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