Advancements and Future Challenges in Knowledge...

Advancements and Future Challenges in Knowledge Management. Results from a Global KM Experts Study

Prof. Dr.-Ing. Peter Heisig

Professor for Information and Knowledge ManagementUniversity of Applied Sciences Potsdam

KM Summit 2016 South Africa Pretoria, 11. May 2016

1

Overview

• Knowledge Management – Today

• Advancements in Knowledge Management

• Challenges for Knowledge Management

• Conclusions

Prof. Dr.-Ing Peter Heisig – Informations- und Wissensmanagement 2

2000 01 02 03

Bench.KM

Bench.KM

Delphi-StudieFuture of KM

BMBF: Wachstummit Wissen

Benchmarking(Unternehmens-Komm., Einkauf, QS 9000)

EU – CENKM Guide

CWA14924

Global Benchmarking Network (Chairman)

WM Projekte mit Industrie, Dienstleistung, öffentlicher Verwaltung, Forschungsorganisation

1990 91 92 93 94 95 96 97 98 9989

Uni GÖ DFGWie

produzierenUnternehmen

Wissen?

88

Industrie-

projekte

Einführung vonGruppenarbeit

BRITE/EuRam 5319CIMBAPP

EntgeltGruppen-

arbeit

KMStudy

Erfahrungswissen vonFacharbeitern & Ing.

in Metallindustrie (CeA)

EU 8162QUALIT

Mitarbeiterbefragungen(e.g. Siemens

> 10.000 Mitarbeiter)

Studien

Forschung

Standards

& Normen

GPO® - WM

04 05

BPTStudy

06 07

DGQ

KMSStudy

08 09

WB & QM

2010 11 12

DIN SPEC 91281

13

GKSSurvey

KM Research Road Map

Wissensbilanz -Made in Germany

VDI WM im Engineering 5160

DS SIG MMEP

UK: EPSRCKIM Project

AIIM KMStandard

14

BITKOM

15

IAKM

Background – Peter Heisig25+ years experiences in knowledge in organisations

Prof. Dr.-Ing Peter Heisig – Informations- und Wissensmanagement

../../../../../../../Lehre/Uni_Hannover_2010/WM/WM GF/MindMap WM Präsentation o97.ppt#18. Empirie: Vorgehen bei der Studie

http://www.bahn.de/

http://www.bahn.de/



../../../../../../../Lehre/Uni_Hannover_2010/WM/WM GF/Präsentation IIR BM PM 990609.ppt#23. Die Benchmarking-Graphik: Best Practices im eigenen Unternehmen identifizieren













1998

1999

2014

2010

2015

JKM, 2004

JKM, 2009


2016

Overview




• Conclusions


Knowledge Management – Today

• 25 scholarly KM journals (Serenko/Bontis 2009,2013; Serenko et al. 2010)

• KM Conferences in 2015: 24th ACM CIKM, 20th APQC KM, 17th KnowTech, 16th ECKM, 15th IKE, 15th i-KNOW, 14th KCCO, 15th KM Asia, 12th ICICKM, 10th KMO, 8th ECIC, 7th IC3K, 4th ICIKM, etc. plus tracks at other conferences (e.g. BAM K&L)

• Only few dedicated KM university chairs (e.g. AU, DE, FIN, NOR, USA)


Where does the KM discipline stands? KM/IC academic journals (ranked)

Source: Serenko, Bontis 2013

Where does the KM discipline stands? KM/IC academic journals (not ranked)

Source: Serenko, Bontis 2013


• 25 scholarly KM journals (Serenko/Bontis 2009,2013; Serenko et al. 2010)

• KM Conferences in 2015: 24th ACM CIKM, 20th APQC KM, 17th KnowTech, 16th ECKM, 15th IKE, 15th i-KNOW, 14th KCCO, 15th KM Asia, 12th ICICKM, 10th KMO, 8th ECIC, 7th IC3K, 4th ICIKM, etc. plus tracks at other conferences (e.g. BAM K&L)

• Only few dedicated KM university chairs (e.g. AU, DE, FIN, NOR, USA)



• “Limited direct impact on practice” (Serenko & Bontis 2013)

• In 2013, KM dropped out of the Top25 Management Tools & Trends study by BAIN & COMPANY (Rigby & Bilodeau, 2013) 14th survey

• But, a representative study of businesses in Germany (n=3401) concluded that knowledge-oriented management has a significant influence on performance. (Pawlowsky et al., 2011, Pawlowsky and Schmid, 2012).


• Generations of KM 1st, 2nd, 3rd, …

• Not another ‘fad’ or ‘fashion’ (Ponzi & Koenig 2002, Serenko & Bontis2013)

• “Beyond KM” (Lehaney et al. 2004; Jordan & Mitterhofer, 2010)

• “not yet a reference discipline, but is progressing well towards becoming one” (Serenko & Bontis 2013)

• “clear trend in progress”, but without a “common consensus on the direction of its future development”, due to “the lack of research background and conceptual robustness” (Tzortzaki and Mihiotis, 2014)


Overview




• Conclusions


We aim …

• … to undertake world-class collaborative research

• … to provide evidence based advice to practical challenges

• … to advance theoretical understanding of knowledge and

• … to help our communities to advance and flourish based on the best use of knowledge and experiences.

GKR-Network Global KM Expert Study: Instrument

A. Demographic data

B. Achievements, Challenges, Approach in KM Theory & KM Practice

C. Core Concepts: Knowledge & Knowledge Management

D. Research needs regarding 8 KM Dimensions

E. Education & Teaching for KM

F. Comments – Suggestions –Feedback

Interview Guide

KM Dimensions D1-D7

Delphi Study Questions – B

Plus: D8 – “KM and Knowledge Economy & Knowledge Society” E – Teaching of KM

D1 – Business Outcome

D2 – Human & Social Factors

D3 – Technology Enablers

D4 – Knowledge Processes

D5 – Capabilities

D6 – Strategy

D7 – Environment

D8 – K-Economy & K-Society


Global Expert Study: Our Sample


Our Sample – n=222 – Industry


Our Sample – n=222 – Countries


Advancements in Knowledge Management

• KM Theory: Yes = 87%, but neither consensus nor a trend

• KM Practice: Yes = 97%

• No differences between academics and practitioners

• Social networking/ social media was seen as advancement

– by 10% in KM Theory and

– By 16% (KM practice)

Advancements in KM (1): Holistic or socio-technical view

• “Socio-technical view of KM” BA-01-HE-PRO-12-BM

• “From a theoretical perspective, I think the most important advancement really has been the bridging between what I’ll call the soft and the hard components of KM.” CA-07-HE-PRO-18-KM

• “The idea that knowledge management is more a human issue than a technological issue.” CO-06-CON-HKM-4-ENG

• “Holistic view of KM with regard of individual, organizational and technological aspects.” DE-03-HE-PRO-22-PHI

• “Shift priority towards human factors and move away from a predominantly IT perspective to a behavioural science perspective.” TT-06-OTI-DIR-NA-IS

Advancements in KM (2): Social networks and communities of practice

• “The intersection between social networks and knowledge management is, I think, an important area.” CA-05-CPS-DIR-13-IS

• “Focusing on the role of communities in knowledge transfer and knowledge development” HU-02-HE-PRO-15-BM

• “Bottom up knowledge sharing, theory of communities” HK-02-HE-PRO-24-ENG

• “… the theory of social network analysis.” PL-03-HE-SL-20-SOC

Advancements in KM (3) Knowledge creation theory (Nonaka)

• “In the broadest sense possible, I still think the Nonaka concept of knowledge creation is very important because it is a counterpoise to the western emphasis on transfer and implementation.” GB-12-HE-PRO-12-BM

• “KM theories by Nonaka” HK-05-HE-PRO-6-OD

• “Nonaka's knowledge spiral - the model that enlighten me and I believe is still relevant. The essence is basic and though it is criticized, I believe is still valid.” IL-02-HE-DIR-16-OD

• “I find the work of Ikujiro Nonaka & Noboru Konno (1999) on the subject of ‘Concept of Ba’ has been the most important recent theoretical advancement in KM.” IN-01-HE-PRO-12-BM

• “Knowledge creation model” TH-01-HE-OA-2-ENG

• “Nonaka Theory” PT-09-HE-PRO-13-BM

Advancements in KM (4): Measurement of intellectual capital

• “… its in the measurement and valuation of knowledge” CA-04-HE-PRO-9-ECO

• “Advancement in the development of measuring intellectual capital.” HU-02-HE-PRO-15-BM

• “Models of Intellectual Capital Management in Organizations”PT-10-BIF-DIR-12-BM

• “… so my first answer would be yes, I think it’s around intellectual capital management, the value of knowledge, the [inaudible] done on investment...because at the end of the day, specifically when you’re in a profit-making organisation, it’s part of what’s the bottom-line.” ZA-01-GOV-KPM-5-OD

Advancements in KM (5) KM as capability or capacity

• “And for me it’s embedding KM into a broader view / approach. One is absorptive capacity which is very closely related to KM but which offers a theoretical broader perspective for knowledge management. Secondly, KM was always but now even more embedded into Innovation management. The significance of KM is there self-evident. It doesn’t need to be emphasised that it is important. It is an integral part.This is where KM is good embedded and the second is the competency or capability research which is to a great extend based on a well-functioning or sound knowledge system or know how base.” DE-04-HE-PRO-15-BM

• “The strongest influence in KM comes from constructionist approaches (…) of theory building. The resource-based view and its successors the competence-based view of the firm as well as dynamic capabilities. With this comes the integration and combination with management and business themes such as dynamic capabilities, absorptive capacity, resilience, etc. which are the concepts from organizational theory with a very close relationship with knowledge management and therefore anchoring knowledge management in this discipline.” DE-06-HE-PRO-23-BM

• “The incorporation of the "dynamic capabilities" approach based on knowledge and intangible assets as value-creating resources in the organization.”ES-06-HE-PRO-16-ECO

Advancements in KM (6): Complex adaptive systems theory

• “I think the main thing is the application of complex adaptive systems theory. (…) So systems thinking takes an engineering approach and attempts to design things; but if you take a cognitive complexity perspective, that’s a mixture of cognitive science and complexity science, then you’re much more focused on how human beings have evolved to do things, and seeking to understand how we evolved to do things. So work with what is, rather than you what you want to be.”GB-18-CPS-DIR-20-PHI

• “Knowledge exists in complex systems, networked and not hierarchical (Complex Adaptive Systems - CAS). Knowledge is personal and personally managed. The triad of related factors: knowledge management; structures supporting knowledge; the digital space.” IL-04-HE-SL-12-BM

• “… knowledge management within the context of complex social systems. So, a sort of a combination of complexity theory as it relates to social systems and knowledge management.” ZA-06-CG-OB-6-KM

Advancements in KM (7): Practice-based view of knowledge

• (…) And I think for me, it’s the sort of development of practice-based view of knowledge. But I think over the last 10 years, there’s been more and more acknowledgement of, you know, the idea that knowledge is very much embedded and practice in tasks and activities. And knowledge is something that you can’t codify, really easily. It’s really very much embedded in people’s capabilities to do things, you know. And there’s been more and more research and writing, which is sensitive to that broad view of knowledge. So for me, you know, I think that’s a good thing. It gets away from this idea that knowledge is codified, that knowledge exists in a book. That is partly knowledge, but I think there’s much more to knowledge.“ GB-07-HE-SL-13-SOC

Advancements in KM (8): Visual analytics

• “ … If we’re just talking knowledge management...I’m thinking as a sub-division of knowledge management, when you start looking and talking about the analytics of unstructured content I think that the concept of visual analytics and what is visual analytics and how visual analytics link up with knowledge management is probably for me the most interesting theoretical advancements that took place recently.” ZA-02-ITS-DIR-14-KM

GKRN Global KM Expert Study Advancements in KM

Large support• Social Media / Social software (Wiki’s, blogs, Facebook, Yammer, etc.)

Some support • Holistic or socio-technical view • Social networks and communities of practice • Knowledge creation theory (Nonaka) • Measurement of intellectual capital • Organizational theories: KM as capability or capacity

Emerging • Complex adaptive systems theory• Practice-based view of knowledge• Visual analytics

Overview




• Conclusions


34%

34%

Environment

34%

K-EconomyK-Society

67%

80%

theoretical understanding of

‘Knowledge’

empirical

57%

Capabilities

68%

BusinessOutcome

42%

KM Processes

46%

Strategy

65%

Human &Social Factors

Social Software‘Consumerisation’Redesign of work

KM as capability

Strategy process with Web2.0 /

Alignment of strategies

Conceptual statusIntegration in Orga. /

Business / Work p.Orga. routines

Knowledge Supply Chain

Knowledge EcologyOpen InnovationOpen adaptive systemsKnowledge cities / regions

Behavioural turn Classical themes (Culture, Motivation, Leadership, etc.)

Social consequences Power - Legitimization

Beyond ROI New approaches:IC, MaturityMultidimensional

Knowledge-based Development Knowledge Policy (National / Regional / Local)Democratization of Knowledge, Open KnowledgeNational Knowledge Production Systems

More Critical approaches

as contrast to dominant‘optimistic’ KM view

Importance of KM research areas and selected research themes

Organisational Networks

Organisational Learning

Creativity & InnovationBasic Concepts

Intellectual Capital

KM for Economic & Social Development

Technologyenablers

Research Themes identified by GKR-Network Members

Future Research Needs in KMResults

Knowledge All experts Academia Practice

Yes No Yes No Yes No

C2. Theoretical

(n=177) 67% (118) 33% (59) 80% (67) 20% (17) 55% (51) 45% (42)

C3. Empirical

(n=164) 87% (143) 13% (21) 94% (74) 6% (5) 81% (69) 19% (16)


Q.: Is there a need to undertake research related to the understanding of “Knowledge”?

Future Research Needs in KMResults

C2 – Knowledge concept – Theoretical research: No need (33%) • “I do not believe so. Several authors have spent time studying this subject” (BR-05-CPS-EKM-14-OD) • “It has been sufficiently researched” (IL-09-ITS-CKO-15-NA).

C2 – Knowledge concept – Theoretical research: Yes, research needed (67%) • To avoid misinterpretation or raise the awareness of the complexity of the subject:

“Yes, absolutely. I mean, from a practitioner point of view, I think we’ve horrible misinterpreted what knowledge is. We’ve been captured by the data information, knowledge pyramid. We need a new understanding of knowledge at a practitioner level, but based on really good thinking from an academic side.” (CA-03-CPS-EKM-12-BM)

• To reduce confusion: “There are any concepts which may confuse practitioners (business people), this is why such research is needed mostly according to difference in understanding what knowledge is.” (PL-03-HE-SL-20-SOC)

• To guide practice:“Yes, there is a need to undertake research related to the theoretical understanding of ‘knowledge’ to guide an improved way to apply the concept in the organization.” (BR-08-ITS-CKO-3-BM)

• To increase understanding of the complexity: “Very much so, because you are going to experience problems in practice if you don’t understand how complex a concept knowledge is and you’re not going to understand why you are experiencing those problems or those barriers to sharing.” (ZA-06-CG-OB-6-KM)



Understanding of knowledge

34

Practice Practice

Knowledge / KnowingKnowledge / Knowing

Community of Practice


Sender RecipientExplicit Knowledge

Sender-Receiver-Model

Views of Knowledge


Do you know Mr. Yacouba Sawadogo?

Views of Knowledge: Indigenous K versus scientific K


Yacouba Sawadogo (Burkina Faso): The man who stopped the desert.

Chris Reij (Vrije Universiteit Amsterdam): “Yacouba has had single-handedly more impact on soil able transgression in the Sahel than all national and international researchers combined.”

http://www.worldbank.org/afr/ik/iknt77.htm

https://youtu.be/QUAXBgYm1Ko

https://youtu.be/QUAXBgYm1Ko

How a 15-year-old discovered an ancient city


10.5.2016 - http://www.bbc.com/news/blogs-trending-36259047

GKRN Global KM Expert Study Advancements – Challenges - Approaches

Consensus about research to provide evidence about #1: “What is the added value of KM to organisations”: “link between KM and organisational outcomes, such as performance and value-creation.”

• “KM has to be accepted by leadership as an effective tool to produce results and to reduce risks and not only as a way to retain organisational knowledge. That is the only way KM will be accepted as management tool”BR-03-ECM-IKM-6-NA;

• “At the end of the day, that’s what it’s all about. If KM does not link to business outcomes, then the whole thing is useless.” CA-07-HE-PRO-18-KM;

• “A company’s bottom line remains, and will remain, the #1 driver a method or approach that does not deliver to the bottom line does not have a future.” TH-02-CPS-IKM-3-KM.


Journal of Knowledge Management, 2016, Vol. 20, No 2, pp. 230-257

Distribution of existing research about KM impact on firm performance (Inkinen, 2016)


KM and Performance? Conclusions from Literature review (Inkinen, 2016)

1. Human-oriented, technology-oriented and management process-oriented KM practices were associated with innovation.

2. Especially, knowledge-based HRM practices, technology-oriented practices for KM and strategic management of knowledge were touted as significant drivers for innovation performance of the focal firm.

3. The review found less proof of the bearing on the financial performance of the firm.

4. Much deeper understanding of the organizational complexity and utilization of more sophisticated research models are needed to manifest the association between KM practices and financial performance outcomes.

5. Leadership in KM requires a modern approach that appreciates people for their knowledge and intellectual qualities.

6. Creation of specific roles and units was a more efficient firm performance driver.


The complexity to relate intellectual capital to the bottom line.

Employees Skills

Motivation of Employees

Process organisation

Know-how Basis

Intellectual Property

social competencies

Relations to customer and partner

Sustainability of business Strategy- and Knowledge

Management processesInnovation

HC1

SC2

HC3

HC2

SC3

SC1

WP1WP3 WP2

BC2

BC1

Relations to Suppliers

BC3

Relation to Investors

SC4

IT-supported Communication

Human Capital Structural Capital Relational Capital

R&D Process

Image

Customer saticfaction

Profitability / Profit

Productions Process

P2

P1E1

E2

E3

P3

Sales & Marketing

Business SuccessCore

business

processes

Source: AK-WB

IC Reporting Across The World

(by Andriessen 2005)

SWEDEN ICELAND DENMARK GERMANY

UNITED KINGDOM AUSTRIA AUSTRALIA JAPAN

Intellectual Capital Statement – Made in Germany

Wissensbilanz – Made in Germany

Funded by the Federal

Ministry of Economics

and Labour within the

Initiative

"Fit für den Wissens-

wettbewerb !“

Intellectual Capital Statement – Conceptual Model


Business environment

(Possibilities & Risiks)

Business processes

Intellectual

Capital

Statement

Business

strategy

VisionBusiness

success

Knowledge processes

Other

ressourcenInitial situationHumancapital

Structuralcapital

Relationalcapital

Intellectual capital

External

Impact

Measures

Source: BMWA 2004, AK-WB

Analysis of interrelations and

interactions

weak

medium

strong

Strength of Effect

HK1

Employees Skills HK2 Employees

Satisfaction

SK1

Innovation

E1

Profit

E2Image

E3

Growth

BK1

Degree of FullfillingCustomer requirements

P3

Engineering process

no or very small time delay (up to 1 period) a Quarter

Short-term effect (up to 4 periods) b 1 year

mid-term effect (4 to 12 periods) c Up to 3 years

Long-term effect (over 12 periods) d More than 3 years

b

b

b

c

a

a

c

c

b

Source: AK-WB

Overview




• Conclusions


GKRN Global Expert Study Conclusions

• KM is a discipline, but suffers from overselling of KM by vendors and consultants in the 90s (Martin, 2008)

• “Knowledge Management has not yet a proper home, (...)” (GB-01-CPS-EKM-20-GEO).

• KM is complex and inter/multi-disciplinary. This makes KM attractive, open for others and very interesting.

BUT it also brings a strategic disadvantage as academic discipline (e.g. Chairs, funding, etc.).

GKRN Global Expert Study Conclusions

KM research needs to address five main challenges:

1. Re-visit core concepts ‚knowledge‘, ‚knowledge processes‘, etc.

2. Experiment with biological and ecological models

3. Explain and demonstrate its value contribution

4. Exploit the research of its behavioural root disciplines

5. Conduct more critical studies & design research

MANY THANKS FOR YOUR INTEREST AND ATTENTION!

Q&A

52

Prof. Dr.-Ing. Peter Heisig

[email protected]

mailto:[email protected]

Knowledge and Information Management Professional Skills Framework

1. Strategic planning for knowledge and information management 1.1 Organisational planning for KIM1.2 Demonstrating the value of KIM1.3 Strategic development of KIM capability 1.4 Selection and procurement of KIM resources

2. Using and exploiting knowledge and information 2.1 Knowledge sharing and collaboration 2.2 Information re-use and information sharing 2.3 Information analysis 2.4 Integrating knowledge and information management capabilities into the business process

3. Managing and organising information 3.1 Information architecture and information control 3.2 Creation and maintenance of information and records

4. Information governance 4.1 Information risk management 4.2 Compliance with information legislation, regulation and corporate standards 4.3 Ethics

Knowledge sharing among Local governments in the UK

• 400 local authorities which deliver parallel public services their residents [e.g. education, housing, libraries, planning, police and fire, social services, transport, waste collection and consumer protection]

• Beacon Council Scheme

• Improvement and Development Agency (IDeA)

• Communities of practices launched in 12/2007

• Knowledge Hub (since 9/2012): “The place where members exchange knowledge to improve public services and produce social value. As the UK’s largest platform for public service collaboration Knowledge Hub helps members and communities to freely connect, share knowledge, develop initiatives and share expertise in a secure environment”.

• The Knowledge Hub supports over 1500 groups with their 180,000 members.

Knowledge sharing among Local governments in the UK

Batista, F.F. (Ed.) Experiências internacionais de implementação da gestão do conhecimento no setor público. Rio de Janeiro: Ipea, 2016


Its free for

downloading from

www.ipea.gov.br

http://www.ipea.gov.br/

KM Framework by Heisig (1999)

1. Mission critical knowledge is applied and created within organizational processes & work practices.Its often routinized and lack of conscious handling of knowledge.

3. Supportive measures in six critical areas assure successful KM.

2. KM aims to ensure that knowledge will be effectively and efficiently created, stored, shared and appliedwithin the working processes.

Company Culture

Organisation & Roles

createapply

storeshare

knowledge

knowledge

Organizational Processes

Working Practices

Heisig (1999)

GPO-WM Framework was model for European KM Framework (CWA 14924), the VDI

Guide “KM in Engineering” (2008) and DIN SPEC 91281 (2012) KM for SME.


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