International Mobility - Knowlege Management
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Transcript of International Mobility - Knowlege Management
Historic Background
https://www.youtube.com/watch?v=JUZxaHj0FEI
Tacit Explicit
“(Tacit knowledge)...is housed in the human brain, and originates from an experience such as intuition or expertise” (Zhang, 2013) E.g. language, interpersonal skills, leadership skills
Resides with individuals
Can’t create value
Easily lost
Tacit Knowledge Capture Process Dzekashu, McCollum, (2014)
• Collaboration Systems• Online Databases• Forums• Intranets
Identify Acquire Refine Store
Knowledge sharing between subsidiaries
• Open knowledge exchange• Collaborative tools• HQ encourages subsidiaries to share their knowledge
• Consistency for organization• Collective benefit for organization
• Data quality management
How do you mobilise knowledge?2 way information exchange
Introduction
IT Company Bhubaneswar, Eastern India Founded in 2010 Enterprise-class cloud computing platform Vision: «[…]the company wants to make software
a commodity that is “accessible” »
KM Strategy
Business Goals – KM Goals Community of Practice (COP)
Partner Business analyst Technical evangelist
Metrics, Eg: number of applications made to BATOI; number of clients through IT solution provider; number of complaints
Employee Retention
Conclusions
Wide and Integrated Achieved objectives Constant improvement of processes
“An integrated system such as the one used by BATOIenables all of the separate parts of the organization to pull in the same direction.”
ARF conseil’ failure
Management Counsel Group created in 1981 in Tunisia
Activities: RH Management & Strategy studies Client: + Bank & big companies (public and international) Strategy: 10% seniors
40% juniors50% consultant managers
Consulting group of 5 to
8and one expert
Reasons of Changes
Too much scattered activity Between 2000 & 2003 : 39 resignations Recruitment of new junior executives
“ ARF lost a bit of its soul and its efficiency” Seniors executives
Problem of synergy & lost of involvement Problem of communication & competences
disparity
Objectives
Conserve the knowledge of the company and spread it the larger possible
More research & innovations to improve performances of services
KMPKnowledge Management
Program
Reasons of Failure
Involvement of headquarters, Technological investment, support of seniors, Innovation of structure
COGNITIVE & SOCIOCULTURAL aspects forgotten
Lack of verbal communication, adaptation to the culture MORE trust and complementarity
LESS competition and rivalry
Conclusions & Future Implications
Tacit to Exlicit Tangible Employee Retention
KM follows IT Semantic Web
References A light bulb in the socket is worth two in the pocket. - Bill Wolf (1950–2001)
Davies, J., Fensel, D. and Van Harmelen, F. (2003). Towards the semantic web. Chichester, England: J. Wiley.
Dzekashu, W, & McCollum, W 2014, 'A Quality Approach to Tacit Knowledge Capture: Effective Practice to Achieving Operational Excellence', International Journal Of Applied Management & Technology, 13, 1, pp. 52-63
http://www.arfconseil.com/ 2014-12-07 http://www.erudit.org/revue/mi/2009/v13/n4/038587ar.html#no3 2014-12-07
Knowledge Management, Théorie et pratique de la gestion des connaissances. - René-Charles Tisseyre - HERMES sciences publications 1999
Mohapatra Sanjay Thakurta Rahul , (2014),"Knowledge management practices of an IT company", Emerald Emerging Markets Case Studies, Vol. 4 Iss 2 pp. 1 – 27
Shelby, K, Mazzuchi, T, & Sarkani, S 2013, 'Tacit knowledge mobilization effect due to information structure', Information Knowledge Systems Management, 12, 2, pp. 115-133
Zhang, L, He, J, & Zhou, S 2013, 'Sharing Tacit Knowledge for Integrated Project Team Flexibility: Case Study of Integrated Project Delivery', Journal Of Construction Engineering & Management, 139, 7, pp. 795-804