Key Success Factors For Knowledge Management

MASTER THESIS MBA: International Business Management& Consulting

KAVINDRA MATHI

Key Success Factors For

Knowledge Management

SUPERVISOR: PROF. DR. CHRISTOPH DESJARDINS

INTERNATIONALES HOCHSCHULINSTITUT LINDAU, UNIVERSITY OF APPLIED SCIENCES/ FH KEMPTEN,

GERMANY; DECEMBER 2004

SUPERVISOR: MR. STEFAN THEELEN, CIO METZELER GmbH, LINDAU, GERMANY; DECEMBER 2004

ii

ABST RACT

T h e p u r p o s e o f t h i s t h e s i s i s t o g a i n a b e t t e r u n d e r s t a n d i n g o f h o w

s o me f a c t o r s a r e c r i t i c a l f o r t h e s u c c e s s f u l a p p l i c a t i on o f Knowledge

M a n a g e m e n t ( K M ) . K M c o v e r s a wi de r ange o f f unc t i ona l i t i e s and

s u p p o r t d i f f e r e n t s e t s o f a c t i v i t i e s . The r e f o r e , t o a c h i ev e t h e r e s e a r c h

o b j e c t i v e , t h i s w o r k l i mi t s t h e f i e l d o f i n v e s t i ga t i o n t o t ha t K M ,

d e v o t e d t o t h e f o r ma l i z a t i o n a n d t h e sha r ing o f be s t p r ac t i c e s and

e x p e r i e n c e s w i t h i n t h e o r g a n i z a t i o n . T h e s t u d y a s s u me s t h a t t o e v a l u a t e

t h e s u c c e s s o f a K M , a r e t he K e y S uc c e s s F a c t o r s ( K S Fs ) o n t h e q u a l i t y

a n d q u a n t i t y o f t h e c o n t r ib u t i o n s t o t h e s y s t e m f r o m t h e e mp l o y e e s .

T h e n a L e a r n i n g a n d A d a p t a t i o n S u p p o r t S y s t e m t h a t h a s b e e n a p p l i e d

e l s e w h e r e a r e d e sc r i b e d i n e x a mp le s p rov ided . Based on t he ex i s t i ng

l i t e r a t u r e r e g a r d i ng I T a d op t i o n , a ccep t ance and Key Succes s Fac to r s

( K S F s ) , a r e s e a r c h h y p o t h e s i s h a s b ee n d e v e l o p e d a n d t e s t e d t h r o u g h a

q u a l i t a t i v e a n d a q u a n t i t a t i v e s t u d y i n o n e o f t h e i n t e r n a t i o na l mi d -

s i z e d a u t o mo t i v e p r o f i l e sy s t e ms c o mpa n i e s . T h e o u t c o me o f t h i s

e mp i r i c a l r e s e a r c h p r o v i de s i n d i c a t i o n s on t h e l ev e r a g e s fo r t h e

e f f e c t i v e d e v e l o pme n t a n d ma n a g e me n t o f K M t h r ou g h K e y S u c c e s s

F a c t o r s ( K S F s ) . T h e e v a l u a t i o n c o n f i r ms t h e c r i t i c a l suc c e s s f a c t o r s , a s

dependen t on bo th i n t e rna l and ex t e rna l knowledge sha r ing and

i n t e r a c t i on .

iii

Dec lara t ion F o r m

“ I h e r e b y d e c l a r e t h a t :

I h a v e s i n c e r e l y e n d e a v o u r e d t o p roduce a pape r o f ou t s t and ing

a c a d e mi c q u a l i t y .

I h a v e p r o d u c e d t h i s p a p e r mys e l f w i thou t any ou t s i d e a s s i s t a n c e

e x c e p t f r o m t h e p e o p l e a n d d o c u me n t s I q u o t e .

I h a v e n o t c o p i e d t h i s p a p e r f r o m o t h e r p a p e r s o r d o c u me n t s a v a i l a b l e ,

e x c e p t wh e r e I hav e e x p l i c i t l y s t a t ed s o .

I h a v e n o t u s e d t h i s p a p e r fo r e x a mi na t i on pu rpose s i n any o the r cou r se

o r i n s t i t u t e . ”

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

K a v i n d r a M a t h i , L in d a u , G e r ma n y , D e c e mb e r , 2 0 0 4

iv

Acknowl e dgement

T h e t h e s i s c o v e r s a n a r ea t h a t has h a d v e r y l i t t l e a t t e n t i on f r o m

r e s e a r c h e r s . I ha ve p u t e f f o r t s i n b l e n d i n g t w o k e y a r e a s f r o m mo d e r n

w o r k p l a c e t o o n e e x t e n s i v e t o p i c . T o a c c o mp l i s h t h i s mi x t u r e I h a v e

h a d i mp o r t a n t s u p p o r t f r o m v a r i o u s peop l e . The re fo r e , I wou ld l i ke t o

e x p r e s s m y s i n c e r e t h a n k s t o s o me o f t h e i n d i v i d u a l s . T h e f o l l o w i n g

i n d i v i d u a l s a s s i s t e d me d u r i n g t h e p r o c e s s o f c o mp i l i n g t h i s t h e s i s .

1 . P r o f e s s o r D r . C h r i s t o p h D e s j a rd i n s , ( D e p a r t me n t o f B u s i n e s s

Admi n i s t r a t i on , IHL and FH Ke mpt e n )

2 . P r o f e s s o r D r . J o c h e n S e i d l , ( D e pa r t me n t o f B u s i n e s s A d mi n i s t r a t i o n ,

F H K e mp t e n ) a n d P r o f . D r . T h o ma s K a t t l e r (De p t . o f I T & M I S , I H L )

3 . D r . S v e n B e r g e r t , I H L S t a f f & M a n a g e me n t , F H - K e mp t e n a n d I H K .

4 . Mr . S t e f an Thee l en , C IO , Me tze l e r . G mb H , P r o j e c t L e a d e r ( 2 00 4 )

5 . Mr . Ho l l ande r , HRD Ch ie f o f Me tze l e r GmbH

6 . M r . S r i K a r a n , I T - E u r o m e mbe r an d M r . C a l u m G r i g o r o f M e t z e l e r

7 . Mr . Ge rd Se ide l , (Ex ) VDMS& Man a g e r , E u r o p e a n Exc e l l e n c e G r o u p

( P r o j e c t M a n a g e r , 2 0 0 3 )

8 . M r . E r h a r d Wa l l e n f e l s , M r . A r m e n Sa rk i s s i an , The Knaue r f a mi ly ,

M r . M a r k C R e i n o l d s , M r . J e n s S t o e t z n e r , M r . D r a z a K r a j n j a n c , H e r r

( M r . ) A l e x a n d e r v o n B r o n e w s k i a n d The S c h i n d l e r s .

9 . T h e I n t e r v i e w e e s a n d t h e r e a r e man y o t h e r s t o o n u me r o u s t o me n t i o n

t o w h o m I m i n d e b t e d . I t r u s t t h a t t h e y w i l l n o t b e o f f e n d e d b y my

i n a b i l i t y t o l i s t t hem a l l h e re .

L i n d a u / B , G e r ma n y , D e c e m b e r 2 0 0 4

K a v i n d r a M a t h i

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A b b r e v i a t i o n s -

IHL

FH

KM

KMS

KSF

ICTs

TM

EED

EET

KP

I n t e r na t i o n a l e s Hoc h s c h u l i n s t i t u t L i n d a u

F a c h H o c h s c h u l e

K n o w l e d g e M a n a g e me n t

K n o w l e d g e M a n a g e me n t S y s t e ms

K e y S u c c e s s F a c t o r s

I n f o r ma t i o n a n d C o m mu n i c a t i o n T e c h n o l o g i e s

T o p M a n a g e me n t

E u r o p e a n E x p e r t D a t a b a s e

E u r o p e a n E x p e r t To o l

Knowledge P roces s

Content

1 THEORETICAL PART .................................................................................................... 1

1.1 INTRODUCTION........................................................................................................... 1 1.2 DEFINITION ................................................................................................................ 2 1.3 KM STRATEGY, ICTS AND KM-TOOLS ...................................................................... 4 1.4 KNOWLEDGE AS A COMPETITIVE ADVANTAGE............................................................ 5 1.5 DISTRIBUTED KM-SYSTEMS ...................................................................................... 6 1.6 KM IN PRACTICE........................................................................................................ 7 1.7 KEY SUCCESS FACTORS ............................................................................................. 9

2 METHODOLOGY.......................................................................................................... 15

2.1 RESEARCH METHODS AND ITS PRESENTATION: INSTRUMENTS................................. 15 2 . 1 . 1 M e t h o d s o f t h e s t u d y .................................................................................. 15 2 . 1 . 2 Q u a l i t a t i v e R e s e a r c h D e s i g n ................................................................. 16

2.2 INTERVIEWS: SPECIFIC TARGET GROUP SELECTION AND TIME PERIOD .................... 20 2 . 2 . 1 Q u a n t i t a t i v e A n a l y s i s : .............................................................................. 20 2 .2 .2 S t ruc tu re o f t he Qu e s t i o n n a i r e a n d R e s p o n s e ............................... 23

3 EMPERICAL PROJECT ................................................................................................ 29

CASE ANALYSIS – METZELER ..................................................................................... 29 3.1 INTRODUCTION......................................................................................................... 29 3.2 PROJECT DESCRIPTION ............................................................................................. 30 3.3 PROJECT WORK SEPT.03-NOV.03 ............................................................................ 33 3.4 PROJECT STATUS 2004 ............................................................................................. 33

4 FINDINGS ...................................................................................................................... 35

4.1 INTRODUCTION......................................................................................................... 35 4.2 QUALITATIVE RESULTS ............................................................................................ 38 4.3 KEY SUCCESS FACTORS – QUANTITATIVE ANALYSIS .............................................. 42

4 . 3 . 1 C u l t u r e ............................................................................................................. 44 4 . 3 . 2 K M O r g a n i z a t i o n ......................................................................................... 47 4 .3 .3 S t ra t egy , Sy s t ems& an IT In f ra s t ruc tu re ......................................... 49 4 . 3 . 4 E f f e c t i v e & S y s t ema t i c Proces se s ......................................................... 50 4 . 3 . 5 M e a s u r e s ......................................................................................................... 52

4.4 SUMMARY ................................................................................................................ 53

5 CONCLUSION ............................................................................................................... 56

5.1 CONCLUSIVE REMARKS............................................................................................ 56 5.2 PERSONAL RECOMMENDATIONS .............................................................................. 64 5.3 POINTS TO NOTE ...................................................................................................... 68 5.4 IMPLICATIONS FOR MANAGEMENT........................................................................... 68

6 ANCILLARIES.................................................................................................................. I

6.1 SOURCES& REFERENCES............................................................................................. I 6.1.1 LITERATURE............................................................................................................ I 6.1.2 INTERNET .......................................................................................................... VIII 6.2 LIST OF FIGURES ...................................................................................................... IX 6.3 APPENDICES ............................................................................................................. IX

Introduction

I

1 Theoretical Part

1.1 Introduct ion

D r u c k e r ( 1 9 9 3 ) d e s c r i b e d k n o w l e d g e , r a t he r t han cap i t a l o r l abou r a s

t h e o n l y me a n i n g f u l r e s o u r c e i n t h e k n o w l e d g e s o c i e t y , a n d S e n g e

( 1 9 9 0 ) h a s w a r n e d t h a t m a n y o r g a n i z a t i o n s a r e u n a b l e t o f u n c t i o n a s

k n o w l e d g e b a s e d o r g a n i z a t i o n s , b e c a u s e t h e y s u f f e r f r o m l e a r n i n g

d i s a b i l i t i e s . A l t h ou g h , t h e r e i s r e c og n i t i o n t h a t t h e kn o w l e d g e s o c i e t y

a n d t h e k n o w l e d g e e c o n o my h a v e a r r i v e d , a n d t h a t k n o w l e d g e i s a k e y

b u s i n e s s a s s e t , o r g a n i za t i o n s a r e s t i l l i n t h e e a r l y s t a g e s o f

u n d e r s t a n d i n g t h e i mp l i c a t i o n s o f k n o w l e d g e ma n a g e me n t . R o w l e y

( 1 9 9 9 ) a n d B h a t t ( 2 0 0 0 ) d e t e r mi n e d by o rgan i za t i ona l c apab i l i t i e s and

co re - compe tenc i e s . P r ah l ad and Ha me l ( 1 9 9 0 ) c o n t i n u e b y s t a t i n g t h a t

t he i nc r ea sed r ea l i z a t i on o f knowled g e a s t h e c o r e c o mpe t e n c e i s

b e c o mi n g a c r u c i a l s u r v i v a l f a c t o r .

T h e r e c e n t a d v a n c e s i n t h e me r g i n g f i e l d o f c o mp u t i n g a n d h i g h -

s p e e d c om m u n i c a t i o n s h a v e i n c r e a se d t h e o r g a n i z a t i o ns i n t e r e s t i n t h e

t o p i c o f K M . T h i s g r o w i n g f i e l d i s c a t e g o r i s e d w i t h t h e I n f o r ma t i o n

a n d C o m m u n i c a t i o n T e c h n o l o g i e s ( I C Ts ) . Wi th i nc r ea s ing capab i l i t i e s

o f I C T s , a n u n d e r s t a n d i n g o f d i f f e r e n t k n o w l e d g e s t r a t e g i e s h a s b e c o me

m u c h m o r e i mp o r t a n t ( B u r r o w s , 1 9 9 4 ) . S t r a t e g i e s t o i n v e s t i g a t e

Knowledge Manageme n t (KM) wou ld be t o i nc r e a se t he l e v e l o f s o c i a l

i n t e r a c t i o n t h a t o c c u r s i n t h e o r g a n i z a t i o n , a s o n l y s o m e o f w h i c h ma y

b e t e c h n o l o g i c a l l y a s s i s t e d , E a r l and Sco t t ( 1999 ) , Bon t i s ( 2001 ) .

R a g h u r a m , G a r u d , Wi e s e n f e l d a n d Gu p t a ( 2 0 0 1 ) , m e n t i o n t h a t I C T s

p r o v i d e i n f o r ma t i o n a n d k n o w l e d g e s h a r i n g w i t h a n e w d i me n s i o n .

T o s o me e x t e n t , e v e r y h uma n p r o c e s s i s s u e i s a k e y s u c c e s s

f a c t o r . Eve r y o n e h a s b e e n i mp o r t an t s i nce peop l e f i r s t f o rme d

o r g a n i z a t i o n s t o a c c o mp l i s h t a s ks t o o b i g t o be p e r f o r me d b y

i n d i v i d ua l s w o r k i n g a l o n e— a n d e ve r y o n e w i l l c on t i n u e t o b e a

c h a l l e n g e a s l o n g a s p e o p l e w o r k t o g e t h e r . T h e f o r m e a c h t a k e s i s

Definition

2

c o n s t a n t l y e v o l v i n g t o f i t c h a n g i n g c i r c u ms t a n c e s , b u t e v e r y o n c e i n a

w h i l e , ma j o r s h i f t s o c c u r w h i c h d r a ma t i c a l l y c ha n g e w h a t i s r e q u i r e d i n

e a c h o f t h e s e k e y a r e a s . W e a r e e x pe r i e nc i n g s u c h a sh i f t r i g h t n o w —

m o v i n g f r o m t h e i n d u s t r i a l a g e t o a k n o w l e d g e - b a s e d e c o n o my .

( C u l t u r e - b u i l d i n g . c o m, 2 0 0 3 ) .

K e y C o n c e p t : Wha t i s K n o w l e d g e M a n a g e me n t ?

1.2 Defini t ion

A l t h o u g h K M c o n c e p t s h a v e b e e n a r o u n d f o r a l o n g t i me , t he t e r m

“ k n o w l e d g e ma n a g e me n t ” s e e ms t o h a v e a r i s e n i n t h e mi d - 7 0 s .

N icho l a s Hen ry (1974 ) u se s ‘ knowledge ma n a g e me n t ’ i n a ma n n e r t h a t

r e s e mb l e s o u r c u r r e n t u n d e r s t a n d i n g o f t h e e x p r e s s i o n .

D e f i n e d b r o a d l y , “ K M i s t h e p r o ce s s t h rough wh ich o rgan i za t i ons

e x t r ac t v a l u e f ro m t h e i r i n t e l l ec t u a l a s s e t s ” ( K a p l a n , 2 0 02 ) . B y

a d o p t i n g t h i s b e l i e f o f K M , t h e fo l l ow in g d e f i n i t i o n o f K M i s s u i t a b l e .

"Knowledge Manageme n t c a t e r s t o t he c r i t i c a l i s s u e s o f o r g a n i z a t i o n a l

a d a p t a t i on , s u r v i v a l a n d c o mpe t e n c e i n f a c e o f i n c r e a s i n g l y

d i s con t i nuous env i ronmen ta l change . Es sen t i a l l y , i t embod ie s

o r g a n i z a t i o n a l p r o c e s s e s t h a t s e e k sy n e r g i s t i c c o mb i n a t i o n o f d a t a a n d

i n f o r ma t i o n p r o c e s s i n g c a p a c i t y o f i n f o r ma t i o n t e c h n o l o g i e s a n d t h e

c r e a t i v e a n d i n n o v a t i v e c a p a c i t y o f h u ma n b e i n g s " ( M a l h o t r a , 1 9 9 7 ) .

T o c l a r i fy , a c l a s s i f i c a t i o n o f k n o wl e d g e ma n a g e me n t i s ma d e i n

t w o d i me n s i o n s : o n e d i me n s i o n i s t o ma nage ex i s t i ng knowledge , wh ich

i nc ludes deve lop ing o f knowledge r epos i t o r i e s (me mos , r epo r t s ,

p r e sen t a t i ons and a r t i c l e s ) , knowle d g e c o m p i l a t i o n , a r r a n g e m e n t a n d

c a t e g o r i z a t i o n . An o t h e r i s t o ma n ag e k n o w l e d g e - s p e c i f i c a c t i v i t i e s ,

t h a t i s , k n o w l e d g e a c q u i s i t i o n , c r ea t i on , d i s t r i bu t i on , commun ica t i on ,

s h a r i n g a n d a p p l i c a t i o n ( S t e n ma r k , 2 0 0 1 ) .

K n o w l e d g e ma n a g e me n t c o n s i s t s o f t h e a d mi n i s t r a t i o n o f

k n o w l e d g e a s s e t s o f a n o r g a n i s a t i o n a n d t h e , s h a r i n g a n d e n l a r g e me n t

Definition

3

o f t h o s e a s s e t s . K n o w l e d g e mo d e l l i n g p l a ys a c r u c i a l r o l e i n t h e

a c h i e v e me n t o f t h e s e g o a l s ( D ignum, 1999 ) . I n p r ac t i c e , knowledge

ma n a g e m e n t o f t e n e n c o mp a s s e s i de n t i f y i n g a n d ma p p i n g i n t e l l e c t u a l

a s s e t s w i t h i n a n o r g a n i s a t i on , gene ra t i ng new knowledge fo r

c o mpe t i t i v e a d v a n t a g e , a n d mak i n g v a s t a mo u n t s i n f o r ma t i o n

a c c e s s i b l e , c o n s i de r i n g a n d e n a b l i n g a l l o f t he a b o v e .

K n o w l e d g e M a n a g e me n t l o o k s a t h o w a n o r g a n i z a t i o n a d a p t s t o

c h a n g i n g c o n d i t i on s i n o r d e r t o s u rv i v e ; i n t h e s a me w a y t h a t a n i ma l

and p l an t spec i e s change ove r t ime t o a d a p t t o c h a n g i n g c o n d i t i o n s ,

u n s u c c e ss f u l f i r m s d i e o f f o r a r e s w a l l o w e d u p b y m o r e s u c c e s s f u l

c o mpe t i t o r s ( B u r n , M a r s h a l l a n d B a rne t t , 2 0 02 ) . K M i s c o n c e r n ed w i t h

t h e e x p l o i t a t i o n a n d d e v e l o p me n t o f t h e k n o w l e d g e a s s e t s o f a n

o rgan i za t i on w i th a v i ew to fu r t he r i n g t h e o r g a n i z a t i on ’ s ob j ec t i ve s

( S a n c h e z , 2 0 0 0 ; A b e l l a n d O x b r o w , 2 0 0 1 ) .

K n o w l e d g e ma p s c a n b e a u s e f u l me t h o d t o s u p p o r t t h e K M

s t r a t e g y s i n c e i t t a k e s b o th i nd iv idua l and t e am l e v e l i n t e r a c t i on s a n d

p r o c e s s es i n t o c o ns i d e r a t i on . ( i b i d )

P u b l i c s e c t o r a g e n c i e s t h r o u g h o u t t h e w o r l d a r e a t t h e f o r e f r o n t

o f i mp l e me n t i n g K M . C l o s e r c i t i z e n e n g a g e me n t , c r os s - a g e n c y

co l l abo ra t i on and e f f i c i ency d iv idend s a r e d r i v i n g a g e n c i e s t o a d o p t

i n i t i a t i v e s t h a t f o c u s o n ma k i n g t h e b e s t u s e o f k n o w l e d g e . M a n y

g o v e r n me n t d e p a r t me n t s a n d a g e n c i e s h a v e i n v e s t i g a t e d w a y s t o b e s t

u s e k n o w l e d g e r e s o u r c e s t o i mp r o v e t h e i r o p e r a t i o n s . K n o w l e d g e

ma n a g e m e n t ( K M ) b u i l d s o n e a r l i e r ap p r o a c h e s o f d a t a ma n a g e me n t a n d

i n f o r ma t i o n ma n a g e me n t a n d a d d s a h ig h e r l ev e l o f c o m p l e x i t y w i t h t h e

i n c l u s i o n o f me a n i n g , n e t wo r k i n g , co l l abo ra t i on and bus ine s s p roce s s

i mp r o v e m e n t ( A G I M O K n o w l e d g e M a n a g e me n t , 2 0 0 4 ) . T h u s ,

K n o w l e d g e ma n a g e me n t ( K M ) i s a p r o c e s s t h a t h e l p s o r g a n i z a t i o n s

f i nd , s e l ec t , o rgan i ze , d i s s emi na t e , an d t r a n s f e r i mp o r t a n t i n f o r ma t i o n

a n d e x p e r t i s e t o g a i n b u s i n e s s a d v a n t a g e .

KM Strategy, ICTs and KM-tools

4

1.3 KM Strategy , ICTs and KM-tools

I n t h e e E c o n o my , t o d a y ’ s c o mpe t e n c i e s b e c o me t o mor r o w ’ s c o r e

r i g i d i t i e s w i t h u n p r e c e d e n t e d s p e e d . U n d e r t h e s e c o n d i t i o ns , i t i s

i n c u mbe n t u p o n c o mpa n i e s t o r u t h l e s s l y r e c o n s i d e r t h e v a l u e o f

e s t ab l i shed p roce s se s and ways o f d o i n g b u s i n e s s , t o g e a r t h e

o rgan i za t i on t owards pu rpose fu l a t t endan c e o f i t s mos t v a l ue d a s s e t –

i t s knowledge ba se . Bes t p r ac t i c e s shou ld be sha red w i th in t he

c o mpa n y ’ s n e t w o r k , t h o u g h i t i s u n d e r s t o o d t h a t i n t h e c u r r e n t ,

n e t w o r k e d , e E c o n o my , c o mpa n i e s t ha t ha rve s t and hoa rd t he i r

k n o w l e d g e w i l l b e a t a c o mp e t i t i v e d i s a d v a n t a g e . C o mp a n i e s t o da y l i ve

i n k n o w l e d g e e c o l o g i e s whe r e o n e c o mpa n y f e e d s k n o w l e d g e i n t o

a n o t h e r . Wha t c o u n t s i s a n e t wo r k e d a p p r o a c h t o K n o w l e d g e

M a n a g e m e n t , i n v o l v i n g i n t e r n a l a s w e l l a s e x t e r n a l p a r t i e s .

The l og i c beh ind t h i s i s a s s imp le a s i t i s comp e l l i n g : i f y o u c u t

o f f t he ou t f l ow o f knowl e dge , you w i l l a l s o c u t o f f t h e i n f l o w .

T h e r e f o r e , t h e f i r m’ s o p e n n e s s t o e x t e r n a l e x p e r t s a n d t h e s h a r i n g o f

i d e a s w i t h i n a b ro a d n e t wo r k w i l l b e a ke y d r i ve r i n ma i n t a i n i n g

c o mpe t i t i v e s u c c e s s . ( T h o m a s D a v e n p o r t a n d G i l b e r t P r o b s t , 2 00 2 ) .

A n o r g a n i z a t i o n s h o u l d h a v e t h e c a p a c i t y t o e x p lo i t i t s k n o w l e d g e

a n d l e a r n i n g c a p a b i l i t i e s b e t t e r t ha n i t s c o mpe t i t o r s s h ou l d i f i t de c i d e s

t o a s s u me a g i v e n c o mpe t i t i ve s t r a t e g y ( G r a n t a n d G n y a w a l i , 1 9 9 6 ;

R o t h , 1 9 9 6 ) . T h i s c a p a c i t y d e p e n d s o n i t s KM too l s , t he u sage o f ICTs

a n d t h e o r g a n i z a t i o n a l s t r u c t u r e . I t i s t h e r e fo re i mp o r t a n t t o i n v es t i g a t e

h o w o r g a n i z a t i o n s a n d t h e i r e mp l o y e e s t a k e a d v a n t a g e o f t h e

t e chno log i ca l t oo l s t ha t c an ma ke c o m m u n i c a t i o n mor e c o n v e n i e n t a n d

l e s s e x p en s i v e . B e fo r e d e s c r i b i n g t he t o o l s i n d e t a i l i t i s i mp o r t a n t t o

r e me mbe r t h a t t h e k n o w l e d g e r e p o s i t o r i e s c o n s i s t s o f a l l t h e d o c u me n t s

w i t h k n o w l e d g e e mb e d d e d i n t h e m, s u c h a s me m o s , r e p o r t s ,

p r e sen t a t i ons and a r t i c l e s ( K a p l a n , 2 0 0 2 ) . The s e r epos i t o r i e s a r e u sed

w h e n k n o w l e d g e g o e s t h r o u g h t h e f o l l o w i n g p h a s e s : a c q u i s i t i o n ,

c r e a t i o n , d i s t r i b u t i o n , c o m mu n i c a t i on , sha r i ng and app l i c a t i on

( S t e n ma r k , 2 0 0 1 ) .

Knowledge as a competitive advantage

5

T o d a y o r g a n i z a t i o n s o f t e n h a v e e l e c t r on i c d i r ec t o r i e s a n d

da t abase s t o nu r tu r e t he se knowledge p h a s e s . H o w e v e r , i t i s s a i d , “ I f

K M i s j u s t h a n d e d o v e r t o I T , i t e n s u r e s f a i l u r e . ” - B o r n Wr i g h t ,

r e f e r r e d b y K a p l a n , 2 0 0 2

1.4 Knowledge as a compet i t ive advantage

The ques t i on i s , how can compa n ie s u se knowledge t o s ecu re a

s t r a t eg i c advan t age? Conc i s e ly , i t i s a b o u t g e n e r a t i n g g r e a t e r v a l u e

t h r o u g h t h e k n o w l e d g e i n p r o d u c t s , p e op l e , and p roces se s . Tha t i s ,

K n o w l e d g e i n T e c h n o l o g y o r P r o d u c t s i mp l i e s T o o l s a n d i n f r a s t r u c t u r e ,

l e ad ing t o ‘ I n t e l l i gen t ’ o r ‘ s ma r t ’ p r o d u c t s w h i c h c a n c o m m a n d

p r e mi u m p r i c e s a n d b e mor e b e n e f i c i a l t o u se r s . O n e e x a mp l e i s t h e

‘ i n t e l l i g en t ’ o i l d r i l l t h a t be n d s a n d w e a v e s i t w a y t o e x t r a c t mo r e o i l

t h a n e v e r f r o m t h e p o c k e t s o f o i l i n u n d e r g r o u n d f o r ma t i o n s .

K n o w l e d g e i n P e o p l e , w h e r e i n i s Co mmun ica t i on - i s “Our mos t

v a l u a b l e a s s e t ” , a c c o r d i n g t o man y c o mpa n y r e p o r t s . A l t h ou g h t h e

a c t u a l w a y t h e “ P e o p l e ” i s s u e s a re t r e a t ed and ma naged may o f t en

b e l i e s t h i s , i t s t i l l r e ma i n s t h e mos t i m p o r t a n t f a c t o r . F o r e x a mp l e , t h e

‘Lea rn ing Organ i za t i on ’ p rog ramme s , i s one way o f nu r tu r i ng and

a p p l y i n g u n d e r u t i l i z e d t a l e n t . K n o w l e d g e i n P r o c e s s e s , w h i c h i s t h e

K M - P r a c t i c e s , i n ma n y c o mpa n i e s ; t h e r e a r e o f t e n d i f f e r e n c e s i n

p e r f o r ma n c e l e v e l s a mo n g d i f f e r e n t g r o u p s p e r f o r mi n g t h e s a me

p r o c e s s . C l o s i n g s u c h a g a p s a v e d T e x a s I n s t r u me n t s t h e c o s t o f o n e

n e w s e mi c o n d u c t o r f a b r i c a t i o n p l a n t ( a $ 1 b i l l i o n i n v e s t me n t ) . ( S k y r me ,

D J a n d A mi d o n , D M 1 9 9 7 ) .

T h e s e a r e n o t t h e o n l y w a y s t h a t c om p a n i e s a r e c r e a t i n g s t r a t e g i c

a d v a n t a g e t h r o u g h k n o w l e d g e b u t g i v e a f l avou r o f wha t i s pos s ib l e .

O t h e r s i n c l u d e a c t i v e ma n a g e me n t o f i n t e l l ec t u a l p r o pe r t y p o r t fo l i o o f

p a t e n t s a n d l i c e n s e s , and c r ea t i ng new bus ine s s e s t ha t e x p l o i t

i n t e r n a l l y g e n e r a t e d i n f o r ma t i o n a n d k n o w l e d g e .

Distributed KM-Systems

6

1.5 Dis t r ibuted KM-Sys tems

T h e g r o wi n g i mp o r t a n c e o f d i s t r i b u t i on o f knowledge ha s g iven r i s e t o

t h e d e v e l o p me n t o f s e v e r a l i n f o r ma t ion sy s t ems fo r t he suppo r t o f

d i s t r i b u t e d k n o w l e d g e ma n a g e me n t w i t h i n a n o r g a n i s a t i o n ( S c h mi d a n d

S t a n o e v s k - S l a b e v a , 1 9 9 8 ) . E x a mp l e s o f s u c h s y s t e ms a r e :

• D o c u me n t M a n a ge me n t S y s t e ms : da t abase o r i en t ed s t o r age ,

ma n a g e m e n t a n d a c c e s s i b i l i t y o f d o c u me n t s .

• G r o u p Wa r e : s u p p o r t c o - o r d i n a t i on o f co -ope ra t i ve work by

cap tu r i ng a r epos i t o ry o f ( uns t ruc tu r e d ) p i e c e s o f i n f o r ma t i o n c r e a t e d

b y a t e m d u r i n g t h e i r c o m m o n w o r k .

• O r g a n i s a t i o n a l M e mor y I n f o r ma t i o n S y s t e ms ( O M I S ) : O M I S

i n t e g r a t e c o n t e x t , d o c u me n t s a n d u n s t r u c t u r e d i n f o r ma t i o n , a i me d a t

e n h a n c i n g i t s a c c e s s a n d r e u s e .

• I n t r a ne t s a n d E x t r a n e t s : a p p l y t h e b a s i c p r i n c i p l e s o f D M S a n d

O M I S s y s t e ms , c a n b e e n h a n c e d w i th GroupWare func t i ona l i t y and

h a v e b r o u g h t t h e mu l t i - me d i a a s p e c t t o k n o w l e d g e ma n a g e me n t .

T h e s e i n fo r ma t i o n s y s t e ms f o r d i s t r i b u t e d k n o w l e d g e m a n a g e me n t

h a v e t o g r e a t e x t e n t i mp r o v e d i n fo r ma t i o n a v a i l a b i l i t y b u t h a v e n o t

r e a c h e d t h e g o a l t o p r ov i d e a n e f f i c i e n t s u p p o r t f o r k n o w l e d g e

ma nage men t . The ma jo r weaknes se s c an be summa r i s ed a s f o l l ows

( D i g n u m, V a n d H e i ma n n s f e l d , K 1 9 9 9 ) .

• The concep t s and so lu t i ons con c e n t r a t e e x p l i c i t knowledge l e av ing

t h e f l u i d t a c i t k n o w l e d g e o f h u ma n s a n d t h e h u ma n c a r r i e r s o u t s i d e o f

t h e s y s t e m. T h u s , a n i m p o r t a n t i n t eg ra l pa r t o f o rgan i s a t i ona l

k n o w l e d g e i s n o t i n t e g r a t e d i n t h e s y s t e m.

• K n o w l e d g e i s c o n s i d e r e d w i t h o u t t h e c o n t e x t w i t h i n w h i c h i t w a s

c r e a t e d . T h i s l i mi t s i t s r e u s a b i l i t y t o e mp l o y e e s h a v i n g b a c k g r o u n d

k n o w l e d g e a b o u t t h e c o n t e x t .

KM in Practice

7

• T h e s y s t e ms a r e n o t d e s i g n e d t o b e a n i n t e g r a l p a r t o f k n o w l e d g e

c r e a t i o n . I n o r d e r t o r e c e i v e a d d e d v a l u e o f t h e s t o re d i n fo rma t i o n ,

add i t i ona l t a sk s have t o be pe r fo rmed . These add i t i ona l t a sk s do no t

p r o v i d e i m m e d i a t e v a l u e a n d t h e re f o r e , o f t e n o mi t t e d e v e n t h o u g h

t h e y ma y b e o f i mp o r t a n c e i n t h e mi d o r l o n g t e r m.

• T h e me a n i n g o f t h e t e r ms u s e d a s p ar t o f s t r u c t u r e d o r uns t ruc tu r ed

i n fo r ma t i o n i s n o t e x p l i c i t l y s t o r e d i n t h e s ys t e m. A s t h e me a n i n g o f

w o r d s m i g h t c h a n g e o v e r t i me t he s t o r e d k n o w l e d g e mi g h t b e

mi s u n d e r s t o o d .

• M o s t s y s t e ms f u r t h e r mo r e f o c u s o n k n o w l e d g e ma n a g e me n t w i t h i n

a s p e c i f i c a r e a o f a p p l i c a t i o n . A s a r e s u l t , t h e y d o n o t p r o v i d e a

gene r i c so lu t i on and do no t p r o v i d e s u p p o r t f o r k n o w l e d g e

c o mb i n a t i o n a c r o s s o r g a n i s a t i o n a l bounda r i e s a s depa r tme n t s o r

f unc t i ona l a r ea s . Thus , ex i s t i ng so lu t i ons app ly t he conven t i ona l

p a p e r - b a s e d k n o w l e d g e ma n a g e me n t c o n c e p t s w i t h o u t t h e i r a d o p t i o n

t o t h e p o t e n t i a l s o f t h e n e w me d i u m.

1.6 KM in Pract ice

T h e w o r k i n g d e f i n i t i o n o f k n o w l e d g e i s t h a t K n o w l e d g e mus t i n v o l v e

a n a g e n t , w h o u s e s k n o w l e d g e t o p e r f o r m a c t i o n s n e c e s s a r y t o r e a c h a

g o a l . K n o w l e d g e c a n a n d s h o u l d b e e v a l u a t e d b y t h e d e c i s i o n s o r

a c t i o n s t o w h i c h i t l e a d s ( D a v e n p o r t a n d P r u z a k 1 9 9 8 ) .

Whe n k n o w l e d g e i s o f e s s e n t i a l i mp o r t a n ce fo r t h e r ea l i s a t i o n o f

t h e s t r a t e g i c g o a l s o f t h e o r g a n i s a t i o n , s u c h o r g a n i s a t i o n s a r e c a l l e d

k n o w l e d g e i n t e n s i v e . I n o r d e r f o r a n o r g a n i s a t i o n t o mo v e f r o m a

k n o w l e d g e - i n t e n s i v e s t r u c t u r e t o a k n o w l e d g e - b a s e d s t r u c t u r e , i s

n e c e s s a r y t o s t a r t b y i d e n t i fy i n g o r g a n i s a t i o n s t r u c t u r e f r o m a

k n o w l e d g e p e r s p e c t i v e . The l e v e l o f knowledge o r i en t a t i on o f an

o rgan i s a t i on i s ba sed on s even cha rac t e r i s t i c s : s t r a t e g y , o r g a n i s a t i o n a l

s t r u c t u r e , t e c h n o l o g y , p e r f o r ma n c e measu re men t , HRM, cu l t u r e and

KM in Practice

8

l eve l o f exp l i c i t ne s s o f k n o w l e d g e ( D i g n u m, V a n d H e i ma n n s f e l d , K

1 9 9 9 ) .

H a v i n g i d e n t i f i e d t h e k n o w l e d g e s i t ua t i o n o f t h e o r g a n i s a t i o n , t h e

n e x t s t ep i s t o e v a l u a t e t h e s pe c i f i c k n o w l e d g e p r o b l e ms i n t h e

o rgan i s a t i on , o r i n one o f i t s depa r tme n t s , p roce s se s o r a c t i v i t i e s . The

m o s t u s u a l k n o w l e d g e p r o b l e ms a r e u n b a l a n c e d d i s t r i b u t i o n ,

f r a g me n t a t i o n , u na v a i l a b i l i t y a n d i n a c c e s s i b i l i t y o f k n o w l e d g e . T h i s

p r o c e d u r e , c a l l e d a k n o w l e d g e a u d i t , i s b a s e d o n t h e f o l l o w i n g s t e p s :

( Wi s d o m T e a m 1 9 9 8 ) .

I d e n t i f i c a t i o n o f o r g a n i s a t i o n g o a l s ( o r d e p a r t me n t g o a l s , p r o c e s s g o a l s

o r a c t i v i t y goa l s ) .

• I d e n t i f i c a t i o n o f p r o b l e ms w h i c h h i n d e r t h e a c h i e v e me n t o f t h e s e

g o a l s .

• I d e n t i f i c a t i o n o f t h e o r g a n i s a t i o n a l p r o c e s s e s t o a c h i e v e

o r g a n i s a t i o n g o a l s .

• Ana ly s i s o f t he se p roces se s f r o m a k n o w l e d g e p e r s p e c t i v e .

• A n a l y s i s o f t h e p r o b l e ms f r o m a k n o w l e d g e p e r s p e c t i v e .

• I d e n t i f i c a t i o n a n d d e f i n i t i on o f k n o w l e d g e p r o b l e ms a n d g e n e r i c

s o l u t i on s .

• I mp l e me n t a t i o n o f c o n c r e t e s o l u t i o n s .

A l though KM i s a s an en t e rp r i s e - w i d e g o a l , ma n y c o m p a n i e s k i c k -

o f f a n i n i t i a t i v e i n o n e d e p a r t m e n t a n d t h e n e x t e n d t h e p r a c t i c e s

t h r o u g h o u t o t h e r p a r t s o f t h e o r g a n iz a t i o n . Of t e n K M p r a c t i c e s r e l a t i n g

t o s e r v i c e a n d s u p p o r t c a n b e d e f i n e d a s k n o w l e d g e - p o w e r e d p r o b l e m

r e s o l u t i o n - u s i n g a k n o w l e d g e b a s e , knowledge sha r i ng , co l l abo ra t i on

a n d k n o w l e d g e r e c y c l i n g t o e f f i c i e n t l y s o l v e c u s t o me r q u e s t i o n s

( S e r v i c e W a r e 2 0 0 3 ) .

Key Success Factors

9

1.7 Key Success Factors

I n t roduc t i on :

M a k i n g t h e t r a n s i t i o n t o b e c o mi n g a f i r m t h a t ma n a g e s a l l a s p e c t s o f

k n o w l e d g e w e l l , i s c l e a r l y g o i n g t o b e d i f f i c u l t , w i t h t h e e mp h a s i s o n

i t s c o m mi t me n t a n d r e s o l v e , a n d t o f i n d t h e r e s o u r c e s t o g e t K n o w l e d g e

M a n a g e m e n t o f f t o a g o o d s t a r t . Me a s u r e s w i l l d e p e n d o n t h e c o n c e p t

o f knowledge . Thus t he va r i ous app r oaches and popu l a r t heo r i e s and

p r ac t i c e s i n vogue t ha t have been s u c c e s s f u l ; a r e d ea l t w i t h b e l o w .

P o p u l a r T h e o r y & P r a c t i c e

A k e y s uc c e s s f a c t o r i s a p e r f o r ma n c e a r e a o f c r i t i c a l i mp o r t a n c e i n

a ch i ev ing cons i s t en t l y h igh p roduc t i v i t y . T h e r e a r e a t l e a s t t w o b r o a d

c a t e g or i e s o f k e y s u c c e s s f a c t o r s t ha t a r e common to v i r t ua l l y a l l

o rgan i za t i ons : bus ine s s p roce s se s a n d h u ma n p r o c e s s e s . B o t h a r e

c r u c i a l t o b u i l d i n g g r e a t c om p a n i e s . O u r f o c u s i s o n t he h u ma n p r o c e s s

a r e a s .

W h e n t h e s u c c e s s f a c t o r s a r e s t u d i e d f o c u s f a l l s o n t h e h u ma n

a s p e c t s . A s t r o n g a c a d e mi c ma j o r i t y r a i s e s a b i g c o n c e r n a r ou n d t h i s

a r e a . A l l a g r e e t ha t t h e i n t e l l e c t ua l a s s e t s o f t he emp loyees a r e t he

f o r e mos t c r i t i c a l suc c e s s f a c t o r . “ U sua l l y p e o p l e b e g i n a K M p r o j e c t b y

f o c u s i n g o n t h e t e c h n o l o g y n e e d s . B u t t he key i s peop l e and p roces s . ”

( S h i r N i r , 2 0 0 2 ) . T h e k e y t o s u c c e ss f u l k n o w l e d g e m a n a g e me n t ( K M )

p r o j e c t s i s f o c u s i n g o n p e o p l e f i r s t , no t cu t t i ng -ed g e t e c h n o l o g y . T h e

b i g g e s t mi s c o n c e p t i o n t h a t I T l e a d e r s ma k e i s t h a t k n o w l e d g e

ma nage men t i s abou t t e chno logy , " s a y s S h i r N i r , T h e r e i s n o " c o o k i e -

c u t t e r a p p r o a c h " t o a d o p t i ng k n o w l e d g e ma n a g e me n t .

E v e r y o r g a n i z a t i o n a n d c o mpan y h a s i t s o w n d e f i n i t i o n o f

knowledge and how i t shou ld be ga the r ed , c a t ego r i zed and ma de

a v a i l a b l e t o e mp l o y e e s . Wh a t w o r k s fo r o n e co mpa n y w i l l n o t w o r k fo r

Key Success Factors

10

a n o t h e r be c a u s e o r g a n i z a t i on a l k n o wl edge i s so sub j ec t i ve . The one -

s i z e - f i t s - a l l me n t a l i t y , c ou p l e d wi t h t h e t e n d e ncy t o foc u s o n

t e chno logy r a the r t han peop l e and p roce s s , ha s obsc u r e d t h e r e a l

b e n e f i t s t h a t K M c a n b r i n g , a c c o r d i ng t o N i r ( 2 0 0 2 ) . I t d o e s n o t h e l p

t h a t k n o w l e d g e m a n a g e me n t me a n s d i f f e r e n t t h i n g s a n d o f t e n i n v o l v e s

d i f f e r e n t k i n d s o f t e c h n o l o g i e s a t d i f f e r en t o rgan i za t i ons .

B i x l e r ( 20 0 2 ) d e ve l o p e d a f o u r p i l l a r mo d e l t o d e s c r i be s u c c e s s

f a c t o r s f o r a K M i mp l e me n t a t i o n . T o a c h i e v e a b a s i c e n t r y l e v e l K M

p r o g r a m, i t h a s b e e n d e t e r mi n e d t ha t a l l ` ` f o u r p i l l a r s ` ` mus t b e

a d d r e s s e d . T h e f o u r e n t e r p r i s e e ng i n e e r i n g p i l l a r s a r e l e a de r s h i p ,

o r g a n i z a t i o n , t e c h n o l o g y a n d l e a r n i n g i n s u p p o r t o f e n t e r p r i s e w i d e

k n o w l e d g e ma n a g e me n t i n i t i a t i v e s . L e a d e r s h i p me a n s t h a t m a n a g e r s

d e v e l o p b u s i n e s s a n d o p e r a t i o n a l s t r a t eg i e s t o s u r v i v e a n d p o s i t i o n f o r

succe s s i n t oday ’ s dynami c env i ronmen t . T h o s e s t r a t e g i e s d e t e r mi n e

v i s i o n , a n d mus t a l i g n k n o w l e d g e m a n ag e me n t w i t h b u s i ne s s t a c t i c s t o

d r i v e t h e v a l u e o f K M t h r o u g h o u t t h e en t e rp r i s e . Focus mus t be p l aced

o n b u i l d i n g e x e c u t i v e s u p p o r t a n d KM c h a mp i o n s .

T h e s u c c e s s f a c t o r o r g a n i z a t i o n de s c r i be s t h a t t he v a l u e o f

k n o w l e d g e c r e a t i o n a n d c o l l a b o r a t i o n s h o u l d b e i n t e r tw ined t h roughou t

a n e n t e r p r i s e . O p e r a t i o n a l p r o c e s s e s m u s t a l i gn w i t h t he K M f r ame w o r k

and s t r a t egy , i nc lud ing a l l pe r fo rma n c e me t r i c s a n d o b j e c t i v e s . Whi l e

o p e r a t i o n a l n e e d s d i c t a t e o r g a n i z a t i on a l a l i g nme n t , a K M s y s t e m mus t

b e d e s i g n e d t o f a c i l i t a t e K M t h rough ou t t he o rgan i za t i on . Techno logy

enab l e s and p rov ide s t he en t i r e i n f r a s t ruc tu r e and t oo l s t o suppo r t KM

w i t h i n a n e n t e r p r i s e .

The Ga r tne r Group de f ine s 10 t e chno l o g i e s t h a t c o l l e c t i v e l y m a k e

u p f u l l - f u n c t i o n K M . T h e f u n c t i o n a l r eq u i r e me n t s t h a t e n t e r p r i s e s c a n

s e l e c t a nd u s e t o b u i l d a K M s o l u t i o n i n c l ude : “ c a p t u r e a n d s t o r e “ ,

“ s e a r c h a n d r e t r i e v e ” , s e n d c r i t i c a l i n fo rma t ion t o i nd iv idua l s o r

g r o u p s , “ s t r u c t u r e a n d n a v i g a t e ” , “ s ha r e and co l l abo ra t e” , “ syn the s i ze ,

p r o f i l e a n d p e r s o n a l i z e ” , “ s o l v e o r r e c o m me n d ” , “ ’ i n t e g r a t e w i t h

b u s i n e s s a p p l i c a t i o n s ” , a n d “ ma i n t e n a n c e ” .

Key Success Factors

11

N o t e c h n o l o g y p r o d u c t m e e t s e v e r y r e q u i r e me n t , a n d b e f o r e

s e l ec t i ng a so lu t i on , en t e rp r i s e s n eed t o c l ea r l y de f i ne t he i r KM

s t r a t e g y , s c o p e a n d r e q u i r e me n t s , a n d p e r f o r m p r o d u c t e v a l u a t i o n s t o

i d e n t i f y t e c h n o l o g y p r o d u c t s t h a t e f f e c t i v e l y me e t t h e i r n e e d s . B i x l e r

( 2 0 0 2 ) .

O r g a n i z a t i o n a l l e a r n i n g mus t b e a dd re s sed w i th app roaches such

a s i nc r e a s i n g i n t e r n a l c om m u n i c a t i o n s , p r o mo t i n g c r o s s - f u n c t i o n a l

t e a ms a n d c r e a t i n g a l e a r n i n g c o m m u n i t y .

D a v e n p o r t & P r o b s t ( 2 0 0 2 ) d ev e l o p e d a s i mi l a r , y e t mor e

ex t ens ive l i s t o f succe s s f a c to r s f o r imp lemen t ing knowledge -

ma nage m en t i n i t i a t i ve s . The i r succe s s f a c to r s a r e l e ade r sh ip ,

p e r f o r ma n c e me a s u r e me n t , o r g a n i s a t i o n a l p o l i c y , k n o w l e d g e s h a r i n g

a n d a c q u i s i t i o n , i n f o r ma t i o n - s y s t e ms s t r u c t u r e , a n d b e n c h ma r k i n g a n d

t r a i n i n g .

A l s o e mp i r i c a l s t ud i e s s h ow t h e impor t ance o f d i f f e r e n t f a c to r s

f o r t h e i m p l e me n t a t i o n o f K M . T h e r e s u l t s o f a K M i mp l e me n t a t i o n

p r o j e c t o f c o mpa n y N a t u r a ( Wa l d i r A r e v o l o , E s t e b a n K o l s k y a n d K a t h y

H a r r i s , 2 0 0 3 ) i n d i c a t e t h a t c u l t u r a l a n d t e c h n o l o g ica l ba r r i e r s had t o be

o v e r c o me s u c c e ss f u l l y , a s t h e k e y f a c t o r s f o r e n s u r i n g s u c c e s s f u l K M

i mp l e me n t a t i o n .

The Sup reme Cour t i n t he USA ve n tu r ed on a KM p ro j ec t t ha t

l a s t ed fo r more t han s i x mon ths a n d e v e n t u a l l y c a me o u t w i t h f l y i n g

c o l o u r s o n t h e s u c c e s s f u l i m p l e me n t a t i o n o f K M S . H e r e t h e f o c u s w a s

o n T o p - l e v e l ma n a g e me n t d r i v e , t he o rgan i za t i on s t r uc tu r e s t a r t i ng

w i th t he own IT Depa r tmen t , Comm u n i c a t i o n : i n t e r n a l a n d e x t e r n a l ,

a n d P h a s e d I mp l e me n t a t i o n w a s f o u n d t o b e t h e k e y a r e a s t h a t l e d t o

t h e s u c c e s s f u l i mp l e me n t a t i o n ( B u r g e r , 2 0 0 3 ) .

R u g g l e s ( 1 9 9 8 ) p o i n t s o u t t h a t t h e s u c c e s s f a c t o r s p e o p l e , p r o c e s s

and t e chno logy needs t o be ba l anced i n a 50 /25 /25 r e l a t i on . Peop l e

n e e d t o b e t h e ma j o r f o c u s w i t h 5 0 % o f t h e t i me a n d b u d g e t o f a K M

Key Success Factors

12

i mp l e me n t a t i o n p r o j e c t w h i l e p r o ce s s and t e chno logy on ly need 25%

e a c h .

S i n c e , f o r a w h i l e “ p e o p l e i s s u e s ” m a y b e e n de mi c t o a n y c h a n ge

i n i t i a t i v e , k n o w l e d g e ma n a g e me n t a c t i v i t i e s s e e m t o b r i n g t h e m o u t i n

a b u n d a n c e . H o w e v e r , mor e d e l i b e r a t e ma n a g e me n t i s r e q u i r e d , t o

l e v e r a g e t h e k n o w l e d g e e x i s t i n g i n a n o r g a n i z a t i o n t o a h i g h e r d e g r e e ,

s i nce l eve r ag ing o rgan i za t i ona l knowledge i s no t on ly impor t an t , bu t ,

i s t h e mo s t i mp o r t a n t j o b ma n a g e me n t h a s . H o w e v e r , i t i s a l s o c r u c i a l

t o r e a l i z e t he cond i t i ons fo r succe s s . Rugg l e s ( 1998 ) .

C o n d i t i on s f o r s uc c e s s

T h e s u c c e s s o f t h e i n i t i a t i v e i s u l t i ma t e l y d e t e r mi n e d b y s u f f i c i e n t

c o mb i n a t i o n o f t h e a b o v e - me n t i o n e d f a c t o r s a n d t h e i r i n c o r p o r a t i o n

w i t h i n t he l i n e o rg a n i z a t i on . S u c c e s s fu l i mp l e me n t a t i o n r e q u i r e s n o t

o n l y t h a t k n o w l e d g e i s c o l l e c t e d and d i s t r i bu t ed , bu t a l so , more

i mp o r t a n t l y , t h a t kn o w l e d g e w i t h i n t he o r g a n i z a t i o n i s e a s y t o u s e i n

d a i l y p r oc e s s e s , t ha t i t i s a c c u r a t e a n d u p - t o - d a t e , a n d t h a t p e op l e c a n

q u i c k l y c o n t a c t su b j e c t ma t t e r e x pe r t s f o r f e e d b a c k a n d q u e s t i o n s .

Of t en t he knowledge p roces se s r equ i r e d a n d t h e l e v e l o f o r g a n i z a t i o n

n e e d e d a r e f r a g m e n t e d a nd i n c o m p l e t e , e nd a n g e r i ng t h e mo me n t u m

c r e a t e d b y t h e i n i t i a t i v e i n t h e o r g a n i s a t i o n . F o c u s o n i m p l e me n t i n g t h e

c o n t i n u o u s a n d d e ma n d - d r i v e k n o w l e d g e p r o c e s s e s n e e d e d f o r t h e

k n o w l e d g e a r e a a t h a n d , a n d e n s u r e e n f o r c e me n t o f t h e n e c e s s a r y r o l e s

a n d g o a l s w i t h i n t h e o r ga n i s a t i o n , w i t h o u t a d d i t i o na l s t a f f i n g n e e d s .

(KPMG, 2003 ) .

Summary

B a s e d o n t h e a b o v e r e s e a r c h s t u d y , i t i s c o n s i d e red t h a t t he mos t

r e l e va n t f a c t o r s f o r t h e s uc c e s s f u l i mp l e me n t a t i o n a n d s u s t e n a n c e o f

m o me n t u m fo r t h e K M i n i t i a t i v es a r e :

Key Success Factors

13

(1 ) A Cu l tu r e o f pe rvas ive knowledg e s h a r i n g n e e d s t o b e n u r t u r e d

e n a b l e d w i t h i n an d a l i g ne d w i t h o r g a n i s a t i o n a l o b j e c t i v e s . T h e

u n d e r l y i n g c o n c e r n i s e mp l o y e e s d o no t wan t t o sha r e i n fo rma t ion .

S u c c e s s f u l o r g a n i s a t i o n s e m p o w e r e mp l o y e e s t o w a n t t o s h a r e a n d

c o n t r i b u t e i n t e l l e c t u a l i n fo r ma t i o n , b y r e w a r d i n g t h e m f o r s u c h

a c t i o n s . A n d , w i t h o r g a n i s a t i o n a l l e a de r s r o l e mo d e l s o f i n f o r ma t i o n

s h a r i n g a n d i n t e r fa c e r e g u l a r l y w i t h s t a f f , t e a ms a n d s t a k e h o l de r s i n

r e v i e w s e s s i o n s a n d o p e n l y t a l k a b o u t s u c c e s s e s a n d f a i l u r e s .

( 2 ) K M O r g a n i z a t i o n : T h e f i r s t i mp o r t a n t v a r i a b l e i s l e a d e r s h i p w i t h a

v i s i o n , s t r a t e g y a nd a b i l i t y t o p r o mo te c h a n g e o f t h e m a n a g e me n t t o a

c o mpe l l i n g k n o w l e d g e ma n a g e me n t a c t i v e l y p r o mo t e d b y t h e C h i e f

E x e c u t i v e t h a t c l e a r l y a r t i c u l a t e s h o w k n o w l e d g e ma n a g e me n t

con t r i bu t e s t o a ch i ev ing o rgan i za t i ona l o b j ec t i v e s . A s p e c i a l i s t t e a m t o

a g g r e s s i v e l y ma n a g e k n o w l e d g e p ro p e r t y i . e . , ma n a g e i n t e l l e c t u a l

a s s e t s a s r o u t i n e s - p r oces s , app rop r i a t e t e chno logy , i n f r a s t ruc tu r e f o r

‘ ’ s o c i a l ’ ’ a n d e l e c t r o n i c n e t w o r k i n g t o a l l o w f o r i n n o v a t i o n a n d

l e v e r a g e o r g a n i z a t i o n a l knowledge . Fo l l owed by

( 3 ) E f f e c t i v e & S y s t e ma t i c P roces se s c r ea t i ng a “knowledge

e n v i r o n me n t ” w i t h p r o c e s s e s t o c a p tu r e t he knowledge a s se t s o f t he

o r g a n i z a t i o n i s i m p o r t a n t , b u t i t w i l l p r o b a b l y b e mos t s u c c e s s fu l o n c e

m o s t o f t h e t e c h n o l o g i e s o f e l e c t ron i c comme rce have been

i mp l e me n t e d . T h u s , t h e n e e d f o r

( 4 ) S t r a t e g y , S y s t e ms & I n f r a s t r u c t u r e e s t a b l i s h e s a c l e a r d e f i n i t i o n o f

a l l r e q u i r e d K M e l e me n t s a n d a n o v e r a l l s y s t e m a p p r o a c h a n d

i n t e g r a t i on .

( 5 ) F i n a l l y t h e M e a s u r e s t he s u c c e s s o f k n o w l e d g e ma n a g e me n t c a n b e

me a s u r e d a g a i n s t p r a g ma t i c mi l e s t o n e s , suc h a s t h e c r e a t i o n o f

p roduc t s , t he deve lopmen t o f new c l i en t s and an i nc r ea se i n s a l e s

r e v e n u e .

Key Success Factors

14

METHODOLOGY A ND ITS P RESENTA TION

Measu r ing Knowl e dge Manageme n t i s a c r i t i c a l b a s i s f o r d e v e l o p i n g

i n c e n t i v e s f o r f u r t h e r s t i mu l a t i n g k n o w l e d g e s h a r i n g a n d n e t w o r k i n g o n

l o c a l a n d g l o b a l l e v e l s .

Wi t h o u t q u a n t i f i a b i l i t y , me a s u r e me n t e n d e a v o u r s r e ma i n s e l u s i v e .

F u r t h e r , i t i s c r i t i c a l t o e n s u r e t ha t ex i s t i ng knowledge a s se t s a r e

cons t an t l y cha l l enged i n a pu rpose fu l w a y . E s p e c i a l l y i n t h e c u r r e n t

‘ ’ I n t e r ne t A g e ’ ’ , w h e r e t od a y ’ s c o r e c o mpe t e n c i e s qu i c k l y t u r n i n t o

t o mor r o w ’ s c o r e r i g i d i t i e s , i t i s i n c u mbe n t u p o n c o m p a n i e s t o e n s u r e

t h a t t h e k n o w l e d g e t h e y n ur t u r e i n s i d e i s s t i l l r e l e v a n t t o t h e ma r k e t .

T h u s , t h e n e e d t o e x p l i c i t l y a d d r e s s t h e i s s ue o f d e v e l o p i n g me t r i c s a n d

i n c e n t i v e s f o r K n o w l e d g e M a n a g e me n t . These i s sue s we re add re s se d i n

t h e y e a r 2 0 0 3 h y p o t h e s i s ( S e e A A . 1 0 A p p e n d i x J R e s e a r c h H y p o t h e s i s

2 0 0 3 ) a n d s u b s e q u e n t l y f o l l o w e d u p i n 2 0 0 4 a g a i n , a f t e r mor e

f e e d b a c k .

B a s e d o n t h e s e a n d t h e a b o v e t heo re t i c a l obse rva t i ons and

e v a l u a t i on s o f t h e c r i t i c a l s u c c es s f a c t o r s f o r i mp l e me n t i n g KM t h e

f o l l o w i n g h y p o t h e s i s h a s b e e n d e f i n e d :

T h e K e y S u c c e s s F a c t o r s o f i mp l e me n t i n g K n o w l e d g e M a n a g e me n t i n

o rgan i za t i ons a r e :

• C u l t u r e ,

• K M O r g a n i z a t i o n ,

• S t r a t e g y , S y s t e ms & I n f r a s t r u c t u r e ,

• E f f e c t i v e & S y s t e ma t i c P r o c e s s e s a n d

• Measu re s .

Research Methods and its Presentation: Instruments

15

2 Methodology

2.1 Research Methods and i t s Presentat ion: Ins truments

2 . 1 . 1 M e t h o d s o f t h e s t u d y

W h e n c o n d u c t i n g a r e s e a r c h , o n e o f t e n ma k e s t h e c h o i c e o f u s i n g e i t h e r

a q u a n t i t a t i v e o r a q u a l i t a t i v e me t hod . The qua l i t a t i ve app roach ha s

a l s o b e e n r e f e r r e d t o a s “ i n t e r p r e t a t i ve ” a n d i s t h u s d i r e c t l y c o n ne c t e d

t o t h e h e r me n e u t i c s c h o o l . ( B r y ma n , 1 9 9 5 )

Based on t he na tu r e and t he pu rpos e o f t h i s s t udy , t he qua l i t a t i ve

me t h o d a p p l i e s t o t h e p r o j e c t w o r k b a s e d o n t h e e s s a y f o r ma t . T h e

o t h e r i s t h e q u an t i t a t i ve me t h o d b a s e d o n n u me r i c a l s c o r i n g a n d

g r ad ing . F ina l l y , t he r e su l t s c l ubbed t oge the r i n t he mi xed app roach , a

n a t u r a l c h o i c e . I n a d d i t i on , t he s t udy i s a fo u r - mo d e l i n t e r v i e w g u i d e

sp r ead ove r a pe r i od o f o n e y e a r . I t i n v o l v e d mor e t h a n t w o d i f f e r e n t

t y p e s o f q u e s t i o n n a i r e s . T h e c o mpl e t e mo d e l i n c l u d e d a q u e s t i o n n a i r e

w i t h n u m e r i c v a r i a b l e s , a no t h e r e s se n t i a l l y i n t e r v i e w s w i t h a d r i v e t o

g e t t o k n o w t h e s u b j e c t b e t t e r a n d c r o s s c h e c k t h e n u me r i c v a r i a b l e s

t o o . T h u s , i t i n c l u d e d q u e s t i o n s t h a t o v e r l a p p e d i n t o b o t h q u a l i t a t i v e

a n d q u a n t i t a t i v e a p p r o a c hes . T h i s g a v e t h e i n t e r v i ew e e s o p t i o n s t o

r e spond qua l i t a t i ve , quan t i t a t i ve , a co mb i n a t i o n o f b o t h o r j u s t o n e o f

t h e m.

Acco rd ing t o A la suu t a r i ( 1995 , p 13 ) , a qua l i t a t i ve r e sea r ch

p roce s s i nvo lve s two phases : t he Pu r i f i c a t i on o f O b s e r v a t i o n s a n d t h e

U n r i d d l i n g .


16

2 . 1 . 2 Q u a l i t a t i v e R e s e a r c h D e s i g n

O n q u a l i t a t i v e r e s e a r c h b a s i s f o r t he c o u r s e o f a c t i o n B r y ma n ( 1 9 9 5 , p .

2 9 ) me n t i o n s t h a t t h e r e a r e f i v e t o c h o o s e f r o m- e x p e r i me n t , s u r v e y ,

q u a l i t a t i v e r e s e a r c h , c a s e s t u d y a n d a c t i o n r e s e a r c h .

T h e e mp h a s i s i s o n i n d i v i d u a l ’ s i n t e r p r e t a t i o n s o f t h e i r

e n v i r o n me n t , b e h a v i o u r ( s e l f & o t h e r ’ s ) and t he p r e sen t a t i on o f da t a

l i e s i n unde r s t and ing t he pa r t i c i pan t s a n d t h e i r t e r ms ( B r y ma n , 1 9 9 5 ) .

T h e ma i n p u r p o s e o f q u a l i t a t i v e r e se a r c h i s t o s t u d y a s o c i a l r e a l i t y

( B r y ma n , 1 9 9 5 ) . I n t h i s c a s e s t u d y , t h e f o c u s i s o n a c o m p a n y i n

sou the rn mos t pa r t o f Ge rmany , a l so cons ide r ed a s t he “Dre i Lande r

R e g i o n ” t h a t i s t h e “ 3 N a t i o n R e g i o n o f A u s t r i a , G e r ma n y a n d

S w i t z e r l a n d ” . T h e s t u d y i s o n h o w t h e f i r m w o r k s i n r e l a t i o n t o k e y

s u c c e s s f a c t o r s f o r k n o w l e d g e ma n a g e me n t .

2 . 1 . 2 . 1 Q u a l i t a t i v e A n a l y s i s

T h e r e s u l t s f r o m P a r t 2 o f t h e Q u e s t i o n n a i r e i n t h e A p p e n d i x A a n d B

i n t h e G e r ma n a n d t h e E n g l i s h L a n g ua g e w e r e ma i n l y u s e d f o r d e d u c i n g

Q u a l i t a t i v e A n a l ys i s . H o w e v e r , t h e Q u e s t i on n a i r e s i n A p p e n d i x C & D

w e r e g r e a t l y i n u s e f o r t h e i n f o r ma l p a r t o f t h e i n t e r v i e w s c o n d u c t e d .

S o me o f t h e q u a l i t a t i v e r e s u l t s f r om t h e s e i n fo r ma l i n t e r v i e ws w e r e

p a r t i a l l y , c o n d u c t e d i n t e r v i e w s i n t h e c o u r s e o f p r e p a r i n g t h e I n t e r v i e w

g u i d e f o r E E D ( E u r o p e a n E n g i n e e r in g D a t a b a s e ) . T h e s e i n t e r v i e w s

w e r e fo r t h e t h e n E E D w h i c h c a t e r ed e x c l u s i v e l y t o t h e E x p e r t s a n d

V i r t u a l Te a m M e m b e r s i n S e p t e mb e r 2 0 0 3 , h a v e b e e n i n c l u d e d . T h u s ,

t h e s e e n c o u n t e r s we r e b a s i c a l l y w i t h t h e me mb e r s o f t h e E E D t e a m a n d

a l s o t h e p r o s p e c t i v e me mb e r s o f t h e E E D t e a m w h o m o s t l y d e c l i n e d t o

c o o p e r a t e f o r v a r i o u s r e a s o n s . A l s o i n c l u d e d i s t h e q u a l i t a t i ve f eedback

f r o m t h e Q u e s t i o n n a i r e F o r m p r e p a r e d o n l a u n c h i n g EED i n N o v 2 0 0 3

fo r Expe r t s and V i r t ua l Team Me mbe r s . The co l l e c t i ve r e su l t s a r e pu t

f o r w a r d a s p a r t o f t h e Q u a l i t a t i v e A n a l y s i s . Be fo r e s t a r t i n g c o l l ec t i n g

d a t a , a n i d e n t i f i c a t i o n o f t h e p h en ome n o n i s n e c e s s a r y . T h e t op i c a n d


17

t h e p e r s p e c t i v e f o r t h e s tudy have t o be chosen . Th i s i s done i n chap t e r

1 . T h i s t h e n i s f o l l o w e d b y q u a l i t a t i v e a n a l y s i s a s me n t i o n e d a b o v e ,

w h i c h i n t u r n i s fo l l o w e d up b y q u a n t i t a t i ve a n a l y s i s , a s me n t i o n e d i n

t h e s u b s e q u e n t p a r a g r a p h s u b c h a p t e r .

T h i s i n t e r v i e w g u i d e w a s u s e d d u r i n g a l l t h e i n t e r v i ew s .

H o w e v e r , s e p a r a t e i n t e r v i e ws w e r e u se d , f o r e a c h d e p a r t me n t a l h e a d o r

t he o f f i c e d i r ec to r . Be fo re cond u c t i n g t h e i n t e r v i e w s , t h e H R

D e p a r t me n t w a s c o n t a c t e d t o a s s i g n t he r e s p o n s i b l e o r g r a n t p e r m i s s i o n

t o c o n t a c t t h e r e c o g n i z e d e x p e r t i n t h e c o n c e r n e d a r e a o r f i e l d o f

a c t i v i t y fo r t h e t o p i c . A c o n t a c t w i t h t he p e r s o n w a s i n i t i a t e d ,

r e q u e s t i ng a n a p p o i n t me n t t o i n t e r v i ew t h e i n d i v i d u a l on t h e s u b j e c t o f

K n o w l e d g e M a n a g e me n t . T h i s w a s fo l l o w e d u p b y s e n d i n g a n e ma i l , o n

t h e s u b j ec t s t h a t w e r e c e n t r a l t o t h e d i s c u s s i on d u r i n g t h e i n t e r v i e w , s o

t h a t t h e r e s p o n d e n t s w o u l d b e a b l e t o p r e p a r e t h e ms e l v e s . T h e

i n t e rv i ew gu ide func t i oned a s a suppo r t t o o l d u r i n g t he i n t e r v i ew s , fo r

a l l conve r sa t i ona l pu rpose s . Dur ing t h e i n t e rv i ews , t he r e sponden t was

e n c o u r a ge d t o t a l k f r e e l y w i t h i n t he s c o p e o f t h e i n t e r v i e w g u i d e . T h e

i n t e r v i e w s c h e d u l e t i me d o u t t o t a k e a p p r o x i ma t e l y 4 5 mi n u t e s i n

E n g l i s h o r mos t l y i n G e r ma n , w h i ch e v e r t h e c a s e ma y b e . Whe n f a c e d

w i t h t h e s h o r t a g e o f t i me , t h e i n t e rv i ews we re conduc t ed i n a r e l a t i ve ly

s h o r t t i me . H e r e i n t h e i n t e r v i e w e es w e r e r e q u e s t e d t o f i l l o u t t h e

q u e s t i o n n a i r e i n t h e i r o w n t i me , a nd on a l a t e r da t e , t he i n t e rv i ews

w e r e c o n d u c t e d i n a n i n f o r ma l ma n n e r .

M o r e o v e r , t h i s me a n t i f t he co n c e r n e d ma n a g e r c o u l d ma k e a n y

t i me a n d i f t h e y w e r e i nc l i ne d t o p a r t i c i p a t e i n t h e r e se a r c h . I n i t i a l l y ,

e ma i l s w e r e s e n t i n t h e e n d o f l a s t w e e k o f M a r c h a nd a w e e k l a t e r , i t

w a s f o l l o w e d u p b y t e l e p h o n e c a l l ( s ) . H o w e v e r , e i g h t o f t h e t e n

Me tze l e r emp loyees who we re con t ac t ed , c i t ed va r i ous r ea sons and

d e c l i ne d t o p a r t i c i p a t e .

I n a s e c on d a t t e mp t , i n t he mo n t h o f J u n e ` 0 4 s e v e r a l i n t e r v i e ws

we re conduc t ed pe r sona l l y and mo s t l y a r r anged by t he i n t r ane t ,

t e l ephone and t h rough web -base d e - ma i l . S o me w e r e a l s o


18

c o mpl e m e n t e d l a t e r b y p e r s o n a l e - ma i l c o n t a c t a n d p h o n e c a l l s . M o s t

e mp l o y e e s c h o s e t o b e a n o n y mo u s and d id no t wan t t o be t i t l ed ,

c o n s e q u e n t l y t h e y h a v e b e e n g i v e n a n a l i a s ; and so t hey we re gene ra l l y

c a t e g o r i s e d u n d e r d e p a r t me n t s o r b y o t h e r p a r a me t e r s w h e r e i t w a s

f e a s i b l e . T h e p e r s o n a l i n t e r v i e w s we re ma in ly conduc t ed du r ing June

fo l l owed up i n Ju ly .

2 . 1 . 2 . 2 I n t e rv i ews : Targe t Groups and Per iods

T h e r e w e r e d i f f e r e n t k e y r o l e s w h i l e c o n d u c t i n g t h e i n t e r v i e ws . T h e

l i mi t a t i o n s o f t h e i n d i v i d u a l e mp l o ye e s u n de r t he c i r c u ms t a n c e s w e r e

u n d e r s t a n d a b l e . T h e f o c u s w a s p r i ma r i l y o n t h e e x p e r t s i n g e n e r a l a n d

t h e t o p ex p e r t s f ro m t h e r e s p e c t i v e d e p a r t m e n t s i n pa r t i c u l a r , f o r t h e

l a s t q u a r t e r o f t h e yea r 2003 . The s ame t r end con t i nued i n t he yea r

2004 bu t t he focus sh i f t ed t o t he en t i r e c ro s s s ec t i on o f t he execu t i ve s

and t he i r i nvo lveme n t i n knowledge ma nageme n t . Be low i s t he t ab l e

c o n t a i n i n g t h e t a r g e t g r o u p s f o r t h e y e a r 2 0 0 4 .

Fig . 1 Targe t Groups

T a r g e t G r o u p s P e r i o d

T o p / S e n i o r M a n a g e me n t o r E x p e r t s 2 0 0 3 & 2 0 0 4

E x e c u t i v e s / M a n a g e me n t 2 0 0 3 & 2 0 0 4

K A M , E u r o T e a m a n d P r o j e c t M a n a g e r s 2 0 0 3 & 2 0 0 4

G e n e r a l A d mi n i s t r a t i o n 2 0 0 4

T e c h n i c a l , I T a n d E T C R e s e a r c h P e r s o n n e l 2 0 0 3 & 2 0 0 4

I n t e r n s 2 0 0 4

O t h e r s ( Ex p e r i e n c e d B l u e C o l l a r Wor k e r s &

Se mi Sk i l l ed worke r s )

2004

TOTAL 2004


19

T h e r e s u l t s e s s e n t i a l l y r e f l e c t t he v i ews and op in ions o f t he

e x e c u t i v e s . I n a d d i t i o n t o t h e a b o v e , i t w a s i m p e r a t i v e t h a t s o me o f t h e

e mp l o y e e s w h o w e r e e x p e r i e n c e d , e xe c u t i ve s n o t c o n ne c t e d w i t h B e s t

P r a c t i c e s , s k i l l e d a n d s emi - s k i l l ed s e n i o r b l u e -c o l l a r w o r ke r s w h o

s e r v e d a s e x p e r t s i n t he i r f i e l d s o f ope ra t i ons we re i nc luded i n t he

s u r v e y . T h e i r n u m b e r i n t h i s s u r v e y w a s n o t s i g n i f i c a n t b u t s e r v e d t h e

p u r p o s e o f b a l a n c e d v i e ws a n d o u t co me s i n t h e f i n d i n g s f o r s o me

i mp o r t a n t d e p a r t m e n t s , i n vo l v e d i n t h e e s t a b l i s h me n t o f B e s t P r a c t i c e s ,

a n d f o r a l l o w i n g c r o s s c h e c k s w i t h i n t h e p r o c e d u r e i n v o l v i n g d i f f e r e n t

q u e s t i o n n a i r e s i n t w o d i f f e r e n t l anguages i n two yea r s .

W h e n c o n d u c t i n g t h e i n t e r v i e w s f o r t h e l a t e r q u e s t i o n n a i r e s t h e

cho i ce s d id no t depend on spec i f i c s . T h e p r o c e d u r e o f s e l e c t i n g p e o p l e

f o r t a k i n g p a r t i n t h e q u e s t ionna i r e was ba sed on r andom sa mp l ing

a mo n g e x p e r t s a n d e x e c u t i v e s p r i ma r i l y , y e t i t me a n t t h a t I l o s t s o me

c o n t r o l o v e r h o w w e l l i n f o r me d t h e r e s p o n d e n t s w e r e . T h i s c o m p r o mi s e

w a s i n e v i t a b l e s i n c e s o m e e mp l o y e e s w e r e n e i t h e r a w a r e o f t h e

t e r mi n o l o g y n o r a c t i v e l y i n v o l v e d w i t h s o me f o r m o f k n o w l e d g e

ma n a g e m e n t . B e s i d e s , t h e r e w a s a nee d t o ge t t h e s e pe op l e t o w i l l i n g l y

s h a r e t h e i r k n o w l e d g e o n t h i s s p e c i f i c t o p i c .

To ma ke i t f a s t e r f o r t he r e sponden t , t he l a t e r Ge rman ve r s i on

c r e a t e d i n 2 0 0 4 w a s p r a c t i c a l l y i n u s e . A l l t h e q u e s t i o n n a i r e s w e r e f i r s t

p r e - t e s t e d o n a t e s t g r o u p t h a t g a v e s o me v a l u a b l e i n s i g h t s . T h e n a f e w

ques t i ons amended , i n t roduc t i on b r i e f upda t ed , a new t e s t pe r sona l f o r

e a c h d e pa r t me n t w e r e a pp r o a c h e d t o g e t o b j e c t i v e i n s i gh t s . T h e

s u b s e q u e n t a t t e mp t s s a w f e w e r p r o b l e ms i n u n d e r s t a n d i n g t h e l a c k o f

m o t i v a t i o n f r o m t he n o n - r e s p o n d e n t s t o t h e t e s t q u e s t i o n n a i r e s . T h e

v e r i f i e d G e r ma n v e r s i o n o f t h e q u e s t i o n n a i r e w a s u s e d t o g a t h e r d a t a .

T h e s e l e c t i o n o f r e s p o n d e n t s w a s i n f l u e n c e d b y t h e f a c t t h a t a w e l l -

i n fo r me d p e r s o n o n a ma n a g e r i a l p o s i t i on i s p r e s e n t i n a l m o s t a l l

d e p a r t me n t s . T h i s ma d e t h e a n s w e r s m o r e c o n c r e t e , s i n c e a c r o s s c h e c k

a n d c o n f i r ma t i o n w a s d o n e b y t h e i n f o r ma t i o n o b t a i n e d f r o m t h e t o p

ma nage men t . Moreove r , gene ra l l y i n p r i n c i p l e , t h e y a r e t he one s t h a t

i mp l e me n t K M p r oc e s s e s i n t he o rgan i za t i ons . Th i s a l so con t r i bu t ed t o

Interviews: Specific Target Group selection and Time Period

20

a mor e e n l i g h t e n i n g s e t o f a n s w e r s i n a c c o r da n c e t o t h e mor e s t r a t e g i c

q u e s t i o n s .

A c c o r d i n g t o H o l me a n d S o l v an g ( 1 9 9 1 ) , s e l e c t i n g r e s p o n d e n t s

w i th t he r i gh t knowledge abou t t h e r e sea r ch a r ea i s c ruc i a l f o r

q u a l i t a t i v e r e s e a r c h . I n t h e d e p a r t men t a l c a s e s t u d i e s , t h e r e se a r c h d a t a

ana ly s i s was p r e sen t ed by r educ ing i t t o e ach r e sea r ch ques t i on .

2.2 Interv iews: Speci f ic Target Group se lec t ion and Time

Per iod

2 . 2 . 1 Q u a n t i t a t i v e A n a l y s i s :

T a r g e t : S p e c i f i c Gr o u p s , S p e c i f i e d Pe r i o d s a n d N u m b e r o f i n t e r v i e w s f o r t h e y e a r 2 0 0 3 a n d 2 0 0 4 . F i g . 2 Ta rge t Groups Da t a i n 2004

Targe t Groups Reques t ed

T o p / S e n i o r M a n a g e me n t o r E x p e r t s 2 0

E x e c u t i v e s / M a n a g e me n t 7 0

K A M , E u r o T e a m a n d P r o j e c t M a n a g e r s 1 0

G e n e r a l A d mi n i s t r a t i o n 2 0

T e c h n i c a l , I T a n d E T C R e s e a r c h P e r s o n n e l 3 0

I n t e r ns 0 6

O t h e r s ( Ex p e r i e n c e d B l u e C o l l a r Wor k e r s &

Se mi Sk i l l ed worke r s )

30

TOTAL 186


21

T h e s e c o n d s t e p i n t h e d a t a c o l l e c t i o n i s t o g a t h e r p r i ma r y i n f o r ma t i o n

f r o m d i f f e r e n t e m p l o y e e s i n t he company . Toge the r w i th t he

i n t e r v i e ws , p r i ma ry d a t a w a s c o l l e c t ed by u s ing f i l l up ques t i onna i r e s

a t t he company . The ques t i onna i r e c an b e c o n s t r u c t e d i n a c o mb i n a t i o n

o f g r a d i n g s c a l e s , m u l t i p l e c h o i c e s an d o p e n - e n d e d q u e s t i o n s (Y i n , 4 4 ,

1 9 9 4 ) . A s e l f - i n t r o d u c t i o n f o l l o w e d b y a b r i e f e x p l a n a t i o n i n t r o d u c i n g

t h e c o n c e p t o f K n o w l e d g e M a n ag e me n t w a s ma d e b e f o r e t h e

c o m m e n c e me n t o f t h e i n t e r v i e w q u e s t i o n n a i r e . T h e q u e s t i o n n a i r e s h a d

t h e s i mi l a r s e t o f q u e s t i o n s a s i n t he i n t e r v i ew g u i d e .

H o w e v e r , t h e s e n e w q u e s t i o n n a i r e s w e r e s t r u c t u r e d t o c o v e r a

w i d e r a n g e o f i s s u e s , w i t h q u i t e a f e w o p e n - e n d e d q u e s t i o n s . T h e

c h o i c e f e l l t h e r e fo r e o n t h e u s e o f g r a d i n g s c a l e s a n d m u l t i p l e

a l t e r n a t i ve s . T h i s ma d e i t p o s s i b l e t o compa r e , ve r i f y and de r i ve t he

f i n a l s t a t e me n t s f r o m t h e d a t a c o l l e c t e d w i t h i n t h e c o mpa n y . T h e s e

s econd ve r s ion o f cons t ruc t ed ques t i onna i r e s fo r t he yea r 2004

d e v e l o p e d i n t w o v e r s i o n s , E n g l i s h a n d G e r m a n a r e a t t a c h e d / e nc l o s e d

a s APPE NDIX A and B

A f e w l i s t s w e re ma d e a t M e t z e l e r fo r c a r r y i ng o u t t h e

q u a n t i t a t i v e a n a l ys i s i n t he f o r m o f t a b u l a t e d a n d g r a d e d f o r ms i n

c o n d u c t i n g t h e i n t e r v i e w s i n d i f f e r e n t p e r i o d s . D u r i n g t h i s p r o c e s s e s i n

t he qua r t e r end ing 2003 , t he focus was on Expe r t s on ly . The p ro j ec t

f a i l e d t o g e n e r a t e e n t h u s i a s m a n d su p p o r t f o r i n i t i a t i n g B e s t P r a c t i c e s

i n t h e f i r m . T h i s w a s a n o n s t a r t e r t o t h e q u e s t i o n n a i r e s i n 2 0 0 3 . A n d ,

t h e c o n c e p t i o n o f t h e p r o j e c t o n i n i t i a t i n g t h e ` ` g o l i f e ` ` s t a g e d u r i n g

t he l a s t qua r t e r end ing yea r 2003 f a i l ed t o r ev ive t he p ro j ec t

c o mp l e t e l y . T h e q u e s t i o n n a i r e s o n f e ed b a c k c o u l d n o t b e i n i t i a t e d d u e

t o d i s i n c l i n a t i o n t o d i s c u s s a f a i l e d p ro j ec t . The re fo r e , i t was nece s sa ry

t o i n t r o d u c e a s e c o n d s e r i e s o f i n t e rv i ew ques t i onna i r e s by t he f i r s t

q u a r t e r e n d i n g o f t h e y e a r 2 0 0 4 t o i nves t i ga t e t he ma t t e r . The new l i s t s

t h e n i n c l u d e d a n e x p l o r a t i o n o f t h e e n t i r e c r o s s s e c t i o n o f e x e c u t i v e s ,

e x p e r t s a n d e mp l o y e e s i n t h e f i r m, i n a b o t t o m u p a p p r o a c h .


22

F r o m a l l t h e s e l i s t s , s o me e mp l o y e e s w e r e e x c l u d e d , d u e t o

c o n s t r a i n t s o f t h e l o c a t i o n , t i me , o r l a ck o f any KM bas i s . F ina l l y , a t

t h e b e g i n n i n g o f t h e s e c o n d q u a r t e r o f 2 0 0 4 e ma i l s w e r e s e n t t o ma n y

e mp l o y e e s t o g e t h e r w i t h a n i n t r o d u c t i o n , i n t e r v i e w q u e s t i o n s i n o r d e r

t o p r e p a re t h e ma n a g e r s fo r t h e K M i n t e r v i e w i n a q u a n t i t a t i ve ana l y s i s

f o r m.

S u m m a r y :

The cho i ce o f u s ing i n t e rv i ews , docu me n t a t i o n a n d Q u e s t i o n n a i r e s w a s

ma d e t o i nc r e a se / s t r e n g t h e n t h e v a l i d i t y o f t h e t h e s i s . B e s i d e s , a p a r t

o f t h e r e s p o n d e n t s f o r t h e i n t e r v i ews we re t a rge t ed by t e l ephone

i n t e r v i e ws . I n t h e a b s e n c e o f a n a u t h e n t i c k n o w l e d g e ma n a g e me n t

p e r s o n a l a v a i l a b l e i n a d e p a r t me n t , a s u b s t i t u t e o r a d e p a r t me n t a l

s u r v e y w a s c a r r i e d o u t - t o ma k e i t c l e a r a n d mi n i mi z e t h e

mi s u n d e r s t a n d i n g s . T h e v a l i d i t y w a s r a i s ed by conduc t i ng c ro s s checks

w i t h p e o p l e t h a t w e r e i n d i r e c t l y i nv o l v e d i n t h e K M p r o c e s s e s . S i n c e ,

s o me o f t h e m a r e l i k e l y t o b e c o m e o r w i l l c o me i n t o b e i ng i n a

ma nage r i a l pos i t i on , i n t he fu tu r e KMS. The va l i d i t y was fu r t he r

a f f ec t ed by t he r e sponden t s deg ree o f o p e n n e s s a n d p a r t i c i p a t i o n

d u r i n g t he i n t e r v i e w s a n d t h e i r w i l l i ng n e s s t o s h a r e t he r e k n o w l e d g e .

Conc lu s ion :

T h e c o l l e c t e d d a t a h a s bee n o r g a n i z e d i n t o s e p a r a t e s e c t i o n s w h e r e

e a c h o f t h e de p a r t me n t s i n t h e c o mp a n y i s p r e s e n t e d . T h i s

a u t o ma t i c a l l y i nc l u d e s t h e r i s k o f ma k i n g t r a n s l a t i on e r r o r s . I t w a s

h o w e v e r t h e mos t n a t u r a l w a y o f c o n d u c t i n g my i n t e r v i e w s . A s Y i n

(1994 ) b r i ngs up i t i s a l ways r i sk t ha t pe r sona l b i a s e s mi g h t i n t e r f e r e

t h e i n t e rv i e w s h ow e v e r c au t i o u s one t r i e s t o b e . T h e r e fo r e , i t i s

u n d e r s t o o d t h a t , t h e i n f l u e n c e o f t h e r e s p o n d e n t s a s w e l l a s o w n

a t t i t u d e s a n d v a l u e s c a n a l wa y s b e q u e s t i o n e d .


23

T h e S c a l e :

The fundame n ta l t a sk i n t he ana ly se s w a s t o c h a r a c t e r i z e t h e s p r e a d , o r

v a r i a b i l i t y , o f t h e d a t a s e t . T h e s c a l e o f Z e r o t o F i v e w a s s i mp l e a n d

t h e b e s t a t t e mp t t o e s t i ma t e t h i s v a r i a b i l i t y . The v a r i a b i l i t y o f t h e d a t a

s e t h a d t w o k e y c o mp o n e n t s :

S p r e a d o f t h e d a t a v a l u e s n e a r / f a r o f t h e c e n t r e

Sp read o f t he l o se ends a l so

D i f f e r e n t n u me r i ca l s u m m a r i e s ga ve d i f f e r e n t w e i g h t t o t he se t w o

e l e me n t s . T h e f i n a l c h o i c e o f a s c a l e e s t i ma t o r w a s d r i v e n b y t h e

f o l l o w i n g c o mp o n e n t s w h i c h n e e d e d t o b e e mp h a s i z e d .

1 . T h e mi x e d me t h o d a p p r o a c h w a s a d o p t e d .

2 . V a r i e d i s s u e d i n v o l v e d , r a n g e d f r o m t h e p r e s e n t p r a c t i c e s t o f u t u r e

p o s s i b i l i t i e s .

3 . The d i f f e r en t t a rge t g roups had d i f f e r e n t l e v e l s o f a w a r e ne s s a n d

expe r i ence .

2 .2 .2 S t ruc ture o f the Ques t i onna i re and Response

The su rvey cons i s t ed o f t h r ee ma in q u e s t i o n n a i r e s . T w o d e s i g n e d i n t h e

y e a r 2 0 0 3 a n d t h e ma i n q u e s t i o n n a i r e d e s i g n e d a n d d e v e l o p e d i n 2 0 0 4 .

The pa r t two o f t he 2004 Ques t i onna i r e wh ich was u sed fo r qua l i t a t i ve

a n a l y s i s a l s o w a s s u p p o r t e d i n a n i n f o r ma l ma n n e r b y t h e t w o

q u e s t i o n n a i r e s o f t h e y e a r 2 0 0 3 .

T h e p u r p o s e o f t h e s e q u e s t i o n n a i re s w a s f i r s t t o h a n d l e t h e

i n t e r p r e t a t i o n o f t he t e r m K M a n d t he c o mpa n y ’ s k e y ob j e c t i v e i n K M .

T h e s e c on d o b j e c t i v e w a s t o h a n d l e t h e a s pe c t s t h a t c ome i n t o p l a y i n

K M , s u c h a s t h e e x i s t e n c e o f a s t r a t e g y , t h e o p e n n e s s o f t h e c u l t u r e ,

t h e p r o ce s s e s o f q u a l i t y c o n t r o l o f d a t a , t h e c o n t en t t h a t i s b e i n g

ma n a g e d , a n d t h e f u n c t i o n i n g o f c o m mu n i t i e s o f p r a c t i c e . T h e s e


24

a s p e c t s a r e a s s e s se d i n t he i r c u r r e n t s i t ua t i on and i t i s a l so a sked

w h e r e t he f u t u r e p r i o r i t i e s l i e . T h e t h i r d i s sue e x a mi n e s w h i c h t o o l s

f ounda t i ons u se and how we l l t hey a r e a p p r e c i a t e d a n d a l s o w h e r e t h e

p r i o r i t i e s f o r t h e f u t u r e a r e . N e v er t h e l e s s , a l l t h e s e cu l mi n a t e fo r t h e

f i n a l o b j e c t i v e t o s u b s t a n t i a t e t he h y p o t h e s i s o n t h e k e y s u c c e s s f a c t o r s

f o r KM.

The ques t i onna i r e was p rob ing i n to t he ` `know-how` ` on t he

sub j ec t by add re s s ing t he i s sue i n f i v e ma j o r a r e a s . T h e q u e s t i o n s

d e r i v e d b a s e d o n t h e s t u d y o f k n o w l ed g e ma n a g e me n t a n d t h e c r u c i a l

i s s u e s f o r s u c c e s s i n k n o w l e d g e ma n a g e me n t . M or e o v e r , i t w a s

s u b j e c t e d t o l i t e r a t u r e R e v i e w , c ro s s c h e c k s o n t h e g r o u n d a n d f u r t h e r

d i s t i l l e d t h e ma n y i mp o r t a n t i s s u e s t o e s s e n t i a l s i n k n o w l e d g e

ma n a g e m e n t s u c c e s s . F u r t h e r o n , t h e e s s e n t i a l s w e r e c l u b b e d t o g e t h e r

t o p o r t r a y t h e e l e me n t a r y i s s u e s . The q u e s t i o n s t h e n t o o k s h a p e t o

a n s w e r t he b a s i c t h e me o f e a c h s u c c es s f a c t o r a n d t h us l e d t o t h e k e y

s u c c e s s f a c t o r s i n t e r v i e w q u e s t i o n s .

Some o f t he ques t i ons have been bo r rowed f rom va r ious sou rce s

t h a t h a v e u s e d t h e i n t e r v i e w me t h o d a n d t h e s u r v e y m e t h o d t o a r r i v e a t

t h e k n o w l e d g e ma n a g e me n t s t a t u s i n t h e i r r e s p e c t i v e f i r ms a n d a l s o

i nd iv idua l r e s ea r ch , be s ide s consu l t a n t f i r ms t h a t h a v e w o r k e d o n t h e

s u b j e c t . { D a v e n p o r t & P r o b s t ( 2 002 ) , Rugg l e s ( 1998 ) , Fahey and

P r u s a k ( 1 9 9 8 ) , B i x l e r ( 2 0 0 2 ) }

P i l o t i n g t h e Q u e s t i o n n a i r e ( 2 0 0 4 ) a n d t he In t e rv i ews l e a d i n g t o K e y

S u c c e s s Fa c t o r s

Q u e s t i o nn a i r e :

T h e e x e r c i s e i s d i v i d e d i n t o t w o p a r t s . O n e p a r t cons i s t s o f 11

Q u e s t i o ns i n f i v e s e c t i o n s , s u p p o r t i ng q u a l i t a t i v e a n a l ys i s a n d a n o t h e r

p a r t s u p p o r t s q u a n t i t a t i ve a n a l y s i s i n f i v e s e c t i o n s . The s e t w o p a r t s

c o n s i s t o f t h e s a me f i v e S e c t i o n s c ov e r i n g t he k e y a r e a s o f K M s u c c e ss

a r e a s . T he s e s e c t i on s a r e :


25

1 ) C u l t u r e : S h o w s w h e t h e r t h e b e h a v i o u r s w i t h i n a n o r g a n i s a t i o n

e n a b l e e f f e c t i v e kn o w l e d g e ma n ag e me n t . A w a r e n e s s a n d C o m m i t me n t

i s c o n f i r me d f r o m r e s p o n s e s t h a t Show whe the r s t a f f s unde r s t and t he

c o n c e p t o f k n o w l e d g e ma n a g e me n t an d w h e t h e r s e n i o r ma n a g e me n t i s

c o m mi t t e d t o i t s u s e . I n c en t i v e s g iv e n a r e che c k e d f r o m w h e t h e r t h e

o r g a n i s a t i o n p r o p e r l y r e wa r d s t h o se t h a t s u p p o r t i t s e f f o r t s t o w a r d s

k n o w l e d g e ma n a g e me n t . ( 1 2 Q u a n t i t a t i v e Que s t i o n s , 0 3 Q u a l i t a t i v e

Ques t i ons ) 2 ) Organ i s a t i on : The de g ree t o wh ich t he o rgan i s a t i ona l

s t r uc tu r e suppo r t s knowledge ma na ge me n t . And i t ’ s Ex t e rna l Focus

D e mo n s t r a t e s w h e t h e r a n o r g a n i s a t i on i s a t t e m p t i n g t o l ook beyond i t s

o w n b o u n d a r i e s i n o r d e r t o ma x i mi s e i t s b u s i n e s s o p p o r t u n i t i e s ( 1 3

Q u a n t i t a t i v e Q u e s t i o n s , 0 4 Q u a l i t a t i v e Q u e s t i o n s ) .

3 ) S t r a t eg y : Whe t h e r t he o rg a n i s a t i on h a s c om m i t t e d t o a p r o gra m m e o f

k n o w l e d g e ma n a g e me n t i mp r o v e me n t a n d h o w i t i s ma n a g e d t o e n s u r e

b u s i n e s s b e n e f i t . ( 0 2 Q u a n t i t a t i v e Q u e s t i o n s , 03 Q u a l i t a t i v e Q u e s t i o n s )

4 ) E f f e c t i v e & S y s t e ma t i c P r o c e s s e s : I T : I n d i c a t e s w he t h e r t he I T i n

p l a c e i s s u f f i c i e n t a n d u s e d e f f e c t i v e l y e n ou g h t o s u p p o r t kn o w l e d g e

ma n a g e m e n t . ( 0 8 Q u a n t i t a t i v e Q u e s t i o n s , 0 1 Q u a l i t a t i v e Q u e s t i o n )

5 ) Measu re s : I nd i ca t e s Us ing a n d A p p l y i n g K n o w l e d g e : Whe t h e r t h e

bus ine s s a c tua l l y u se s and exp lo i t s t h e k n o w l e d g e i n h e r e n t i n t h e

c o mpa n y i n a n e f f e c t i v e ma n n e r . ( 0 4 Q u a n t i t a t i v e Q u e s t i o n s , 0 1

Q u a l i t a t i v e Q u e s t i o n )

T h e q u e s t i o n - a n s w e r s w e r e e s s e n t i a l l y c r e a t e d o r m o d i f i e d a t

be s t . The c r ea t i ve p roces s i nvo lved w a s t h e a s s i mi l a t i o n o f v a r i o u s

i s s u e s o f K M a nd t h e l a t e s t t r e nd s i n f a c i n g t h e K M i s sue s a n d

p r a c t i c e s b y t h e c on t e mp o r a r i e s . T h e l e s sons l e a rn t and t he expe r i ences

g a i n e d b y o t h e r s i n t h e f i e l d o f K M h a v e b e e n b o r r o w e d a n d a p p l i e d i n

a p p r o a c h me t h o d o l o g y . T o m D a v e n p o r t ’ s “ K n o w l e d g e M a n a g e me n t

Case Book , S i emens Bes t P r ac t i s e s” i s a ma j o r w o r k t h a t h a s b e e n

r e f e r r e d t o i n t h i s ma t t e r . K n o w l ed g e M a n a g e me n t C a s e B o o k : S i e me n s

B e s t P r a c t i s e s i s Ed i t e d b y T h o ma s Davenpo r t and G i lbe r t P robs t and

p u b l i s h e d b y J o h n Wi l e y / P u b l i c u s Corpo ra t e Pub l i sh ing , 2002 . Th i s


26

K n o w l e d g e M a n a g e me n t ( K M ) c a s e b o o k i s o n e o f t h e b e s t - d o c u me n t e d

c a s e s t u d i e s o f k n o w l e d g e t r a n s f o r ma t io n a t w o r k i n a g l o b a l b u s i n e s s

p o w e r h o u s e a n d S i e me n s h a s b e e n r a t e d a s o n e o f t h e t o p 1 0 K M - dr i v e n

c o mpa n i e s w o r l d w i d e a c c o r d i n g t o a n i n t e r n a t i o n a l b e n c h ma r k i n g

e x e r c i s e ( M A K E — M o s t A d mi r e d K n o w l e d g e E n t e r p r i s e ) , d u e t o i t s

c o mpr e h e n s i v e e f f o r t s a t f o s t e r i n g , p r o m o t i n g a n d o p t i mi s i n g

k n o w l e d g e u t i l i s a t i o n .

P r o f i l e o f R e s p o n d e n t s

T h e r e s e a r c h w a s b a s e d o n s u r v e y d a t a c o l l e c t e d f r o m O c t o b e r 2 0 0 3 t o

D e c e mb e r 2 0 0 4 . A t o t a l o f 11 2 r e s p on d e n t s c om p l e t e d t h e s u r v e y . T h e

r e s e a r c h t a r g e t e d a t b o t h se n i o r and mi dd l e ma nage r s , s i nce t he mi dd l e

ma n a g e r s a r e t h e t r u e “ k n o w l e d g e eng inee r s ” o f t he knowledge -c r ea t i ng

company (Nonaka& Takeuch i , 1995 ) .

T e c h n o l o g i e s t o s u p p o r t K n o w l e d g e M a n a g e m e n t

T h e r e a r e a n u mb e r o f t e c h n o l o g i e s c o m mo n l y t h o u g h t o f w h e n t h e t e r m

" k n o w l e d g e ma n a g e me n t i s i n t o n e d . T he r e f o r e , a d i a g r a m d e p i c t i n g t h e

t e c h n o l o g i e s t h a t s u p p o r t knowledge ma nage men t sy s t ems was u sed fo r

c l e a r p r e s e n t a t i o n .

Approach& Sca l e :

The i n t e rv i ew ques t i onna i r e was a l so i n u se a s a sh o r t e ma i l - b a s e d

s u r v e y a t t h e c l o se o f e a c h i n t e r v i e w , b e s i d e s h a v i n g q u a l i t a t i ve a n d

q u a n t i t a t i v e p a r t s t o i t . I t p r o v i de s e a c h p a r t i c i p a n t f i v e c h o i c e s .

E a c h c h o i c e i s a n c h o r e d w i t h a d e s c r i p t o r r a n g i n g f r o m V e r y

Unsa t i s f i ed t o Ve ry Sa t i s f i ed . The r e s p o n s e s w e r e t h e n t o a p p l y a 5 -

p o i n t s ca l e t o t h e r e s u l t s w i t h o n e ( 1 ) c o r r e spond ing t o H igh ly

U n s a t i s f i e d , e t c . I n o r d e r t o s t r i v e f o r a c e r t a i n a v e r a g e s c o r e ( e . g .


27

t h r e e ( 3 ) o r h i g h e r ) t h r ee ( 3 ) w a s t ak e n t h e me d i a n o r i m p l y i n g 5 0 % o r

some des igna t ed pe r cen t age depend ing on t he f r equency o f occu r r ence .

T h i s w a s d o n e t o e n s u r e t h a t t h e o p t i o n o f “ 0 “ t h a t i s Z e r o c o u l d b e

c h o s e n t o g i v e a n o n - c o m mi t t a l r e s p o n se o r t o show l ack o f awa r enes s

o r s i mp l y t o r e s e r v e c o m m e n t . S i mi l a r l y f i v e ( 5 ) s c o r e d a h i g h v a l u e

( e . g . 9 0 % o r mor e w i t h a n a v e r a g e s c o r e o f 4 o r h i g h e r ) ; f o l l o we d b y

f o u r ( 4 ) w a s t r e a t e d a s 4 + a n d i n a g r e e me n t .

H e r e i n q u a l i t a t i v e r e s p o n s e t h e re i s n o " r i g h t " a n s w e r t o a

q u e s t i o n . B o t h g o a l - s e t t i n g o p t i o n s a r e v i a b l e . T y p i c a l l y , t h o u g h , i t

w a s n e c e s s a r y a n d t h e r e s e a r c h r e q u i r e me n t w o u l d s u g g e s t s e t t i n g t h e

g o a l a s a p e r c e n t a g e r e s p o n d i n g a t s o me p o i n t o n t h e f r e q u e n c y

d i s t r i b u t i o n , e . g . , 9 0 % w i t h 4 r a t i n gs o r h ighe r , so c a l l ed , “ t op box”

r e p o r t i n g , s i mp l y b e c a u s e i t ' s mor e u n d e r s t a nda b l e t o t h e " s t a t i s t i c a l l y

c h a l l e n g e d . " A g o a l o f a s i m p l e y e s o r n o i n t h e q u a n t i t a t i ve ana l y s i s

and , 4 . 2 o r 3 . 7 o r 4 . 0 i n a quan t i t a t i ve ana ly s i s i s no t e a s i l y

i n t e r p r e t ab l e a n d doe s n o t ca r r y t he sa me g r a v i t i e s . H o w e v e r , t h e re i s a

d o w n s i d e . Wi t h t h e s i n g l e p e r c e n t i l e g o a l , t he n i t d o es n o t ma t t e r h ow

d i s s a t i s f i e d a r e s po n d e n t i s b e c a u s e t h e g o a l s a t i s f a c t i o n o r a t t a i n me n t

i s n o t a f f e c t e d w h e t h e r s ome o n e r a t e s s e rv i ce a s a z e ro , one , o r two

a n d s o me t i me s e v e n t h r e e . I t w o u l d n o t ma k e a v a l i d r a t i n g , i f o n e w e r e

t o r a t e a n i s s u e a s f o u r ( 4 ) , when g iv ing va lue s t o qua l i t a t i ve

r e s p o n s e s . T h e r e f o r e , t h e s c a l e v a l u e s h a d t o p a i r . T h u s , s o me g r a p h s

s h o u l d h a v e a p a i r e d g o a l , a n d s o t h e v a l u e s h a v e b e e n p a i r e d . A n y

o n e o f 9 0 % w i t h f o u r ( 4 ) o r h i g h e r , t h a t i s f i v e ( 5 ) i s t h e ma x i mu m

g r a d i n g , a r e c l u b b e d t o g e t he r i n to t h i s a f f i rma t ive g roup . Any one l e s s

t h a n t h e 5 % w i t h a 0 a r e neu t r a l , 1 and 2 a r e c o n s i d e r e d a n d , o r

c l u b b e d a s “ d i s a g r e e me n t ” . V a l u e 3 , w he r e a p p l i c a b l e r e t a i n e d t h e o l d

s c a l e v a l u e o f t h r e e , a n d se r v e d a s t h e me d i a n . T h u s , t h e q ua l i t a t i v e

r e p r e se n t a t i o n s c a l e i s s i m p l i f i e d t o e s s en t i a l l y t h r e e v a l u e s : O n e-

D i s a g r e e me n t , T w o - A g r e e me n t , and Th ree -Af f i r ma t ive i n g iv ing a

g r aph i ca l r ep r e sen t a t i on t o qua l i t a t i v e f i n d i n g s . I n a d d i t i o n , t o a n o t h e r

s i t u a t i o n t h e s a me s c a l e i mp l i e s O n e- N o n E x i s t e n t , T w o - P a r t i a l l y a n d

T h r e e - I n P r a c t i c e . F i n a l l y , t h e s c a l e r e a d s d i f f e r e n t f o r a s i t u a t i o n i n


28

t h e fu t u re , w h e r e i n t h e s c a l e i mp l i e s O n e - L o w P r i o r i t y , T w o - P r i o r i t y ,

a n d T h r e e - H i g h P r i o r i t y .

Introduction

29

3 EMPERICAL PROJECT

CASE ANALYSIS – METZELER

3.1 Introduct ion

M e t z e l e r i s a mu l t i - i n t e r n a t i o n a l a u t o mo b i l e p r o f i l e s y s t e ms g r o u p o f

compan i e s w i th l oca l and t he Eu ro H e a d o f f i c e s b a s e d i n L i n d a u ,

G e r ma n y . I n i t s 1 3 0 - y e a r h i s t o r y , M e t z e l e r h a s s a t i s f i e d ma r k e t

d e ma n d s w i t h i n n o v a t i o n a n d a n i n d u s t r y l e a d e r , s e t t i n g t r e nd s t h a t

o t h e r s a r e s t i l l t r y i n g t o a c h i e v e . C u r r e n t l y , M e t z e l e r h a s o v e r 1 1 0 0

e mp l o y e e s i n L i n d a u , G e r ma n y . T h e y a r e o p e r a t i n g m a i n l y i n

a u t o mo b i l e p r o f i l e s y s t e m s s e r v i ces i n a l m o s t a l l co n t i n e n t s i n t h e

w o r l d . I n i t s h i s t o r y , t h e M e t z e l e r Company i s a cong lomera t e .

T o t h i s e n d , t h e Eu r o p e a n E n g i ne e r i n g D a t a b a s e ( E E D ) p r o j e c t w a s

i n i t i a t e d i n 2 0 0 3 f o r d e v e l o p i n g , mod i fy ing and imp leme n t ing t he

V i r t u a l T e a m a n d a n ` ` e ` ` K n o w l ed g e D a t a b a s e c r e a t e d o n t h e L o t u s

N o t e s P l a t fo r m fo r a l l t h e M e t z e l e r l o c a t i o n s o f E u r o p e . T h e c o n c e p t o f

C o m m u n i t i e s o f P r a c t i c e ha d t o b e e x a mi n e d , a s a d r i v i n g fo r c e fo r

e f f e c t i v e K n o w l e d g e M a n a g e me n t i n t h e c o mp a n y . T h u s , i t s e r v e d a s a

f o r u m f o r s h a r i n g k n o w l e d g e a n d a knowledge commun i ty , and a s a

t e s t i n g l a b o r a t o r y f o r i n t e g r a l k n ow l e d g e - m a n a g e me n t s y s t e m s . T h e

q u e s t i o n o f h o w t h i s C o m mu n i t y o f P r a c t i c e , i n a n o n - c e n t r a l l y

o rgan i zed and he t e rogeneous co mpany , c an deve lop and a t t r a c t

su f f i c i en t a t t en t i on was examined . Toge t h e r w i t h i t s a i m t o b r i n g i n t o

t he cen t r a l co rpo ra t e o f f i c e , t he co -o rd ina t ed suppo r t o f t he o the r

K n o w l e d g e M a n a g e me n t a c t i v i t i e s . I mp l e me n t i n g t h i s c o n c e p t h a d t o b e

e n g i n e e r e d c a r e f u l l y t o i n t e g r a t e i t w i th day - to -day p r ac t i c e . As i n

• D e v e l o p i n g a b a s i s f o r p r a c t i c e e x c ha n g e :

• M o b i l i z i ng b e s t p r a c t i c e s i n a ma r k e t p l a c e

Project Description

30

• I n s t a l l a t i on o f an In t r ane t -ba sed da t abase sy s t em

• M o b i l i z a t i o n o f e m p l o y e e s f o r t h e e xc h a n g e o f e x p e r i e nc e

• Col l ec t i on o f bus ine s s - r e l evan t be s t p r ac t i c e s

• C o m m u n i c a t i o n

3.2 Projec t Descr ip t ion

Background (2003 )

M e t z e l e r G mb H a l r e a d y h a v e a s o p h i s t i c a t e d d i g i t a l l i b r a r y i n p l a c e ,

d e v e l o p e d c o n t i n u o u s l y o v e r t h e p a s t t e n y e a r s . T h e d o ma i n t e c h n o l o g y

A P S - R u b b e r c u l t u r e h a s a s t r o n g f o u n d a t i on o f da t a and expe r t i s e . The

expe r t s we re a l r e ady co l l abo ra t i ng w i th o the r co l l e agues who have

t aken t he l e ad i n deve lop ing expe r t& expe r t i s e knowledge ba sed t oo l s

f o r v a r i o u s c a t e g o r i e s , f u n c t i o n s & p r o c e s s e s .

EED Oc t ober 2003

T h e d e v e l o p me n t o f I C T s h a s c o me t o a t u r n p o i n t , w h e r e i n v e s t me n t s

i n i mp l e me n t a t i o n o f n e w I C T s t oo l s a n d me t h o d o l o g i e s n e e d t o b e

r e p l a c e d b y i n i t i a t i v e s a i mi n g a t l ev e r a g i n g i n v e s t me n t s ( b o t h i n t h e

o r g a n i z a t i o n a l s t r u c t u r e a n d i n I C T s ) t h e c om p a n y m a d e i n t he p a s t .

S u c h i n d i c a t i o n s s u g g e s t c o n c e n t r a t i ng t he e f fo r t s o f t he r e s ea r ch

t o w a r d s t h e a c h i e v e me n t o f a b e t t e r a n d e v e n t u a l l y c o mpl e t e

u n d e r s t a n d i n g o f t h e f a c t o r s t h a t i n f l uence t he e f f ec t i venes s and

e f f i c i e n c y o f K M a s s o c i o - t e c h n i c a l .

A t t h e e n d o f t h e s e c o n d q u a r t e r o f 2 0 0 3 i t w a s mo o t e d t h a t a

t h r ee fo ld subd iv i s i on o f t he mos t d i f f u s e d I T a p p l i c a t i o n s f o r K M -

KMS were done ba sed on t he i r ma in f i n a l i z a t i o n : ( 1 ) t o c o d e a n d s h a r e

b e s t p r a c t i c e s , ( 2 ) t o c r e a t e c o rp o r a t e k n o wl e d g e d i r e c t o r i e s , ( 3 ) t o

c r ea t e knowledge ne tworks .

Project Description

31

At t he end o f t he t h i rd qua r t e r o f 2003 , i n t h i s KM(S) work , t he

p r o j e c t r e f e r r e d t o s u c h c a t e g o r i e s a n d , mor e p r e c i s e l y , i t c e n t r e d t h e

a n a l y s i s o n t h e f i r s t o n e , w h i c h i s t o c o d e a n d s h a r e b e s t p r a c t i c e s .

T h u s , t h e a i m o f t h i s w o r k i s t o c o n t r i b u t e t o t h e i mp r o v e me n t o f t h e

e f f ec t i venes s o f app l i c a t i ons devo t ed t o t h e c o d i f i c a t i o n a n d s h a r i n g o f

k n o w l e d g e .

H o w e v e r , t h e f a i l u r e o f t h e p r o j e c t ( E ED) d u e t o i t s n o n -

a c c e p t a n c e , l e d t o a ma j o r r e t h i n k o n w h y K M ( S ) f a i l e d . O n g o i n g b a c k

t o b a s i c s , i t w a s p r o j e c t e d a t t h e en d o f N o v e m b e r 2 0 0 3 t h a t t h e p r o j e c t

i s l i k e l y t o f a i l i n t h e f a c e o f s t i f f o p p o s i t i o n f r o m t h e e x p e r t s .

Howeve r , t h i s was den i ed by t he p r o j e c t me m b e r s . E v e n t u a l l y , i t

p r e v a i l e d t h a t t h e o n u s r e s t e d o n ma k i n g t h e K M i n i t i a t i v e a s u c c e s s a t

t he nuc l eus , and subsequen t l y d u p l i ca t e d fo r t h e a t o mi c a n d l a t e r a t t h e

m o l e c u l a r l e v e l s , t o c o n c l ud e a s a n i n t e g r a l p a r t o f t h e e l e me n t . T h u s ,

i t w a s l a t e r r e a l i z e d ( f i r s t q u a r t e r o f 2 0 0 4 ) , t he need t o f i r s t i den t i f y

t h e k e y suc c e s s f a c t o r s . T he r e o n t h e f o c u s s h i f t e d f r o m t h e s t r u c t u r a l

a s p e c t s t o t h e s t ud y o f k e y s u c c e s s f a c t o r s . T h i s s h i f t c o s t e d t i me , a n d

t he e f fo r t s i nvo lved doub l ed , i n o rde r t o u n l e a r n w h a t w a s l e a r n t o n

K M S s t r u c t u r e s a n d s t a r t a n e w o n t he K S F s f o r K M i n t he f i r m. I n

o r d e r t o d o s o , i t w a s n e c e s s a r y t o p e r fo r m a mu l t i - s t a g e d r e s e a r c h

p r o c e s s t h a t c o mb i n e d t he o r e t i c a l a na l y s e s a nd e mp i r i c a l i n ve s t i g a t i o n ,

b o t h q u a l i t a t i v e a n d q u a n t i t a t i ve , t o d e s i g n a n d t e s t a r e s e a rc h

h y p o t h e s i s . T h e t h e o r e t i c a l a n a l y s e s a n d q u a l i t a t i v e i n v e s t i g a t i o n h a v e

b e e n p r e se n t e d i n t h e p r e v i ou s c h a p t e r s .

F i r s t l y , t h e q u a n t i t a t i v e s t a t i s t i c a l va l i d a t i o n o f t h e r e s e a rc h e d

h y p o t h e s i s i s t r e a t e d a s i n c h a p t e r t wo and i n chap t e r t h r ee , c a se s t udy .

R e c a l l t he f i r s t c ha p t e r fo r t h e d e s c r ip t i o n o f t h e l i t e r a t u r e r e v i e w a n d

t h e q u a l i t a t i v e i nv e s t i ga t i o n o u t p u t s i n t h e s t a r t o f t h e c h a p t e r fo u r .

The de sc r i p t i on o f t he r e sea r ched me thod i s con t a ined i n c h a p t e r t h r e e

a n d i n i t s s e c t i o ns . T h e p re s e n t a t i on o f t h e d a t a a na l y s i s fo l l o w s i n

c h a p t e r f o u r , w h i l e t h e d i s c u s s i o n s o n t h e r e s u l t s o f t h e d a t a ana l y s i s

f i n a l l y co n c l u d e t h e r e a f t e r i n t h e conc lud ing pa r t s o f chap t e r f ou r and

i n t h e l a s t c h a p t e r , c o n c l u d i n g t h e p r o j e c t .

Project Description

32

A i m s a n d A s p i r a t i o n s : EED s uppo r t wou ld a l l ow

( 1 ) D e v e l o p e x e m p l a r y n e w me t h o d s & ma n a g e me n t o f b e s t p r a c t i c e s .

E a c h o f t h e s e r e v i e w e d a n d s t a mp e d w i t h t h e i mp r i ma t u r o f t he b e s t

e x p e r t s e x p e r i e n c e i n t he f i e l d p lu s an expe r t - g l o b a l , e d i t o r i a l b o a r d .

( 2 ) E v a l ua t e t he w o r k w i t h a w i d e u t i l i t y a n d h i g h s c h o l a r s h i p fo r t h i s

n e w me d i u m.

( 3 )Es t ab l i sh a t r a i ned body o f t e chno- ma n a g e me n t e d i t o r s w h o c a n h e l p

o t h e r s d e v e l o p me t h o d s f o r b e s t p r a c t i c e s .

( 4 ) P u b l i s h a n d m a k e a v a i l a b l e o n l i ne , s t a n da r d s a n d “ s p e c i f i c a t i o ns ”

t h a t n e w e x p e r t s o r e mp l o y e e s c a n us e a s mo d e l s , a s t h e y c r e a t e t h e i r

o w n me t h o d s o r ma n a g e me n t o f p ro j ec t o r be s t p r ac t i c e s .

Thus , EED was conce ived t o fu r t h e r t h e M e t z e l e r e k n o w l e d g e

D a t a b a s e / a k n o w l e d g e ma n a g e me n t s y s t e m. T h e o v e r a l l g o a l w a s t o

h e l p c h a n g e t h e c u l t u r e o f e x p e r t k n o w l e d g e a n d w o r k f l o w i n p a r t i c u l a r

a n d t h e k n o w l e d g e ma n a g e me n t o f t he l e a r n i n g i n a l l p r o c e s s e s i n t h e

v a r i o u s d e p a r t me n t s i n v o l v i n g h u ma n e r r o r s i n g e n e r a l . T h e p r o p o s a l

w a s t o c o mb i n e t h e b e s t f e a t u r e s o f t r a d i t i o n a l a n d n e w e l e c t r o n i c

m o d e s o f p l a t f o r ms a l r e a d y a v a i l a b l e . T h i s i s a c h i e v e d b y p r o v i d i n g t h e

q u a l i t y c o n t r o l o f i n f o - t e c h , e x p e r t i s e ma n a g e me n t a n d e x p e r t r e v i e w s

t o o r g a n i z e , ma n a g e a n d ma k e a v a i l a b l e t h e s e r v i c e s o n l i n e . T h i s i s

p a r t i a l l y d o n e b y p a r t i a l l y p u b l i c i s i ng t he expe r t i s e knowledge t ha t c an

f r ee ly move abou t t he Me tze l e r I n t r ane t . Thus , EED wou ld have

a d d r e s s e d t h e p r o b l e m o f w h a t h a p pens a f t e r t he d i f f e r en t na t i ona l i t y

e l e c t r o n i c i n s t i t u t i o n s a t a l l M e t z e l e r l o c a t i o n s ( fo r ex . , l i k e t e ch

c e n t r e s ) h a v e a c c e s s t o t h e I n t r a ne t a t t h e G l oba l L e v e l .

The Task (Sep t . 03 ) : T h e t a s k w a s t o r e mod e l a n d r ew r i t e a s e t o f

i n n o v a t i o n s f o r t h e c o m me nc e me n t o f E E D . A n d , t o c o n t r i b u t e t o a

f u n d a me n t a l c h a n g e i n t h e r e l a t i o n sh ip be tween wha t t e chnoc ra t s wr i t e

a n d w h a t t h e g e n e r a l ( t e c h ) e mp l o y e e r e a d s .

Project Work Sept.03-Nov.03

33

3.3 Projec t Work Sept .03-Nov.03

T h e a b o ve t a s k w a s e n t r us t e d t o me b y M e t z e l e r a s p a r t o f t h e p r o j e c t

w o r k . H o w e v e r , t h e p r o j e c t w o r k c o n t i n u e d t i l l i t s c o n c e p t i o n i n

N o v e mbe r “ 0 3 a n d c e a se d by t h e e n d o f t h e same y e a r . T h e p o t e n t i a l o f

t h i s p r o j ec t i s s t i l l t o b e r ea l i z e d .

A c h i e v e m e n t s : P a r t i a l s uc c e s s o f E E D s u p p o r t a n d i mp l e me n t a t i o n

( 1 ) I mp r o v e d p r o d u c t i v i t y b y r e s t r u c t u r i n g e x p e r t i s e k n o w l e d g e a n d i t s

t e c h n i c a l a p p l i c a t i o n . T h e a c a d e mi c w r i t i ng s t r e n g t h e n e d t he t i e s

b e t w e e n t e a c h i n g a n d l e a r n in g o n t h e h a n d a n d e n t i r e p r o c e d u r e s i t s e l f .

T h a t i s t h e v a r i o u s p r o c e s s e s o f e x p e r t s o l u t i o n s f o r e x e c u t i o n u s i n g

e x p e r t i s e k n o w l e d g e a n d e x p e r i e n c e .

( 2 ) U s e d t h e i n t r ane t t o b r oa d e n t he a u d i e n c e o f p r a c t i c i ng expe r t s and

t h u s i n c r e a s e t he l i n k s b e t we e n s p e c i a l i s t s a n d c o l l e a g ue s .

( 3 ) T h i s g a v e t h e c e r t i f i e d e x p e r t s a n d t h e f u t u r e e x p e r t s t o d e v e l o p

t h e i r c a r e e r s wi th in t h e f i r m . I t c r e a t e d a n e n v i r o n me n t o f g r o w t h a n d

oppo r tun i t y . Th i s app rop r i a t e p l a t fo r m he lped t hem pub l i sh h igh

q u a l i t y s c i e n t i f i c m a t e r i a l s a i me d a t a w i d e a u d i e n c e .

( 4 ) S e r ve d a s r e a d i l y a c c e s s i b l e a n d a w e l l - e va l u a t e d m o d e l

d i s s e mi n a t i n g s p e c i f i c i n n o v a t i o n s m a de pos s ib l e by t he new e l ec t ron i c

me d i u m.

3.4 Projec t S ta tus 2004

U s i n g t h e f l e x i b i l i t y o f e l e c t r o n i c p l a t fo rms a n d b y e x p l o i t i n g t h e

g r o w i n g r e a c h o f t h e i n t r a ne t , ` ` e x pe r t ` ` a u t h o r s c r e a t e d o c u me n t s t h a t

c o n t a i n f i r s t - r a t e c r e a t i v e i d e a s . S u c h i d e a s h e l p t o b r e a k o u t o f t h e

n a r r o w c o n f i n e s o f a s c h o l a r l y r e a de r sh ip , by s e rv ing bo th spec i a l i s t s

a n d a m o r e g e n e r a l a u d i e n c e . S u c h a b r o a d e n i n g o f a u d i e n c e i s

i mp o r t a n t i n a l l a r e a s o f l e a r n i n g , e s p e c i a l l y f o r t h e I T g r o w t h ,

Project Status 2004

34

I n f o r ma t i o n ma n a g e me n t , k n o w l e d g e -based t oo l s , and knowledge

ma n a g e m e n t . S i n c e , t h e s e d e p e n d u p o n r e a c h i n g a w i d e s e g me n t o f t h e

e x p e r t , e m p l o y e e a n d p e o p l e - i n v o l v ed i n v a r i o u s p r o j e c t s , f o r t h e i r

c o n t i n u i ng v i t a l i t y . T h i s i n t u r n he lp s i n pu l l i ng t oge t h e r a g r e a t d e a l

o f w o r k t h a t i s a l r e a d y un d e r w ay , a n d ma k e f a r mor e c o n s t r u c t i v e

p r o g r e s s t h a n w o u l d o t h e r w i s e b e f ea s ib l e . EED p rov i d e s p ub l i c a t i o n

m o d e l s t ha t e x e r t b r o a d i n f l u e n c e t h r o u g h o u t t h e t e c h - hu ma n i t i e s .

Introduction

35

4 Findings

4.1 Introduct ion

The s t udy focuse s on c r i t i c a l succe s s f a c to r s . The s t udy r evea l ed

v a r i a t i o n s i n h o w k n o w l e d g e i s b e i n g ma n a g e d . T h e f o u r s e t s o f

q u e s t i o n n a i r e s ( A p p e n d i x A ( G e r ma n L a n g u a g e V e r s i o n ) , B , C , & D )

w e r e p u r s u e d d u r i n g t h e c o u r s e o f o n e y e a r t o u n d e r s t a n d t h e K M i n t h e

f i r m a s p e r c e i v e d b y t h e e m p l o y e e s .

The r e su l t s f r om Pa r t 2 o f t he Ques t i onna i r e i n t he Append ix A

and B ( fo r t he yea r 2004 ) i n t he G e r ma n a n d t h e E n g l i s h L a n g u a g e

w e r e ma i n l y u s e d f o r d e duc i n g Q ua l i t a t i v e A n a l y s i s . H o w e v e r , t h e

Ques t i onna i r e s i n Append ix C& D ( fo r t he yea r 2003 ) we re g r ea t l y i n

u s e f o r t h e i n f o r ma l p a r t o f t h e i n t e r v i e w s c o n d u c t ed . S o me o f t h e

q u a l i t a t i ve r e s u l t s f r o m t h e p a r t i a l l y c o n du c t e d i n t e r v i e w s i n t h e

c o u r s e o f p r e p a r i n g t h e I n t e r v i e w gu i d e f o r E E D - E x p e r t s a n d V i r t u a l

T e a m M e m b e r s i n S e p t e mb e r 2 0 0 3 h a v e been i nc luded . A l so i nc luded i s

t h e q u a l i t a t i v e f e e d b a c k f r o m t h e Q u e s t i o nna i r e F or m p r e p a r e d o n

l a u n c h i n g E E D i n N o v 2 0 0 3 f o r E x p e r t s a n d V i r t u a l T e a m M e m b e r s .

T h e c o l l e c t i ve r e s u l t s a r e p u t f o r w a r d a s p a r t o f t h e Q u a l i t a t i v e

A n a l y s i s i n t h e f i r s t p ha se a n d Q u a n t i t a t i ve A n a l y s i s i n t he s e c o n d

p h a s e a nd t h e c om b i n e d r e s u l t s a nd t h e i r de d u c t i o ns a r e p r e se n t e d i n

t h e c h a p t e r s t h e r e a f t e r .

G i v e n t h e t i me c o n s t r a i n t s , t h e r e s p o n s e r a t e w a s v e r y g o o d f o r

b o t h t h e q u e s t i o n n a i r e s i n t h e y e a r 2 0 0 3 ( A p p e n d i x C & D ) a n d

2 0 0 4 ( A p p e n d i x A a n d B ) . H o w e v e r , t h e p r e s e n t f o c u s i s o n t h e r e s u l t s

o b t a i n e d d u r i n g t h e y e a r 2 0 0 4 a n d t h e q u e s t i on n a i r e u se d i n t h i s y e a r .

I n a d d i t i o n , t h e y e a r 2 0 0 3 a n d t h e o b s e rva t i ons f rom t he ques t i onna i r e s

i n t h a t y ea r a r e c ov e r e d a n d i n t e g r a t ed i n t o t he q u a l i t a t i v e a n a l y s i s fo r

t h e q u e s t i o n n a i r e s i n t h e y e a r 2 0 0 4 .

Introduction

36

A l a r g e ma j o r i t y o f t h e emp l o y ees do no t u se o r know the t e rm

“ k n o w l e d g e ma n a g e me n t ” ( R e s p o n s e s t o Q u e s t i o n 1 0 i n P a r t 2 f r o m

Append ix B , Ques t i on 3 f rom Append i x C , and Ques t i on 1 i n Append ix

D ) ) . H o w e v e r , mo r e t h a n o n e - t h i r d h a d c o me a c r o s s t h e t e r m K M i n

o the r ways o f de sc r i p t i on , i n t he i r s t r a t e g y o r g e n e r a l ma n a g e me n t

d o c u me n t s ( mo r e t h a n h a l f o f t h o se a l s o us e t h e t e r ms i n f o r ma t i o n

ma nage men t and /o r knowledge sha r ing ) . A t h i rd o f t hem a l t oge the r u se

t h e t e r m “ k n o w l e d g e s h a r i n g ” . T h e c a t e g o r y t e r me d “ o t h e r s ” a l s o

i n c l u d es j u n i o r ma n a g e me n t b e s i d e b l ue s k i l l e d s e n i o r c o mpa n y

e mp l o y e e s a n d mo s t o f t h e m c o n c e r ned a r e f r om Europe . Twen ty pe r

c e n t u s e t h e t e r m “ l e a r n i n g o r g a n i s a t i o n ” ( R e s p o n s e s t o Q u e s t i o n 1 i n

A p p e n d i x D ) ( mo r e t h a n h a l f o f t h e m u s i n g t h i s t e r m c o me f r o m mi d d l e

l e v e l ma n a g e me n t ) . A n o t h e r t h i r d s a y t h a t t h e y d o n o t u s e a n y s p e c i f i c

t e r m b u t h a v e o n l y r e c e n t l y h e a r d o r k n o w n t h e k n o w l e d g e

ma nage men t concep t (mos t o f t he o rgan i s a t i ons f rom o the r pa r t s o f

E u r o p e h a v e n o t p a r t i c i p a t e d o r co n t r i b u t e d e x c e p t a f e w f r o m t h e U K

l o c a t i o n s ) a n d t h a t t o o v e r y f e w . W hi l e h a l f o f t h e f i r m u s e t h e t e r m

“ i n f o r ma t i o n ma n a g e me n t ” , o n l y l e s s t h a n 1 0 p e r c e n t o f t h e c o mpa n y

o n l y u s e t h i s t e r m i n t h e i r s t r a t eg y d o c u me n t s ( R e s p o n s e s t o Q u e s t i o n 3

f r o m A p p e n d i x C) . T h u s t h e r e s u l t s h e l p t o i de n t i fy t h e ove r a l l

p e r c e p t i o n o f t h e k n o w l e d g e ma n a g eme n t , t he r eby subs t an t i a t i ng t he

h y p o t h e s i s o f t h e t he s i s o n t h e n e e d f o r a c u l t u r a l o v e r h a u l a s o n e o f

t h e K S F s .

A c c o r d i n g t o t h e r e s e a r c h r e s u l t s , t h e s u r v e y r e s p o n d e n t s w e r e

p r i ma r i l y t h e e x e c u t i v e s ( T a r g e t ed 70 , Responded 32 a s i n AA.12

Append ix “L” Ta rge t Groups Da t a ) . Th i s subs t an t i a t e s t he hypo thes i s

b a c k g r o un d l i t e r a t u r e , t h a t t h e r e i s a g r e a t e r i n t e r e s t o n K M r e l a t ed

i mp l e me n t a t i o n s u b j e c t w i t h i n t h i s emp loyee g roup . The execu t i ve KM

c u l t u r e a s o n e o f t h e k e y c o mp o n e n t s , s u p p o r t t h e h y p o t h e s i s i n t h e

t h e s i s o n t h e K S F s fo r t h e s uc c e s s o f K M i mp l e me n t a t i o n .

F i n a l l y , i t w a s n e c e s s a r y a l s o b e c a us e o f t h e l a n g u a ge p r o b l e m ,

t o d r a w t h e f o l l o w i n g f i g u r e 3 i n o r d e r t o b r i n g c l a r i t y a n d l u c i d

Introduction

37

r e ma r k s f r o m t h e e x e c u t i v e s a n d t h e e mp l o y e e s o n t h e c o n c e p t o f K M

a n d i t s i m p l e me n t a t i o n .

Figure 3 : Techno log i e s con t r i bu t i ng t o KM

Entities Technologies Process Sponsorship Business Strategy

Document Management

Procedural Top-Down

Initiative CRM Continuous Improvement

Bottom-Up

Business Function

Collaboration Total-Quality Management

IT e-Learning Customer Relationship Management

Organizational Learning

Artificial Intelligence

Process Reengineering

Decision Support Systems

Best Practises

e-mail Data

Warehousing

Wi t h r e g a r d t o t h e t e c h n o l o g i e s t h a t t h e r e s p o n d e n t s f e l t

con t r i bu t ed s i gn i f i c an t l y t o knowl e d g e ma n a g e m e n t a p p l i c a t i o n s ,

I n t e r ne t i n t e r l i n k ed w i t h In t r a n e t (Lo t u s N o t e s ) r a n ke d f i r s t . S e v e r a l

r e s p o n d e n t s a l s o r e c o g n i s e d t h e c o n t r i bu t i ons o f t e chno log i e s l i ke

D o c u me n t M a n a g e me n t S y s t e ms , Groupware , Da t a Wa rehous ing ,

D i r e c t o r i e s o f r e s i d e n t e x p e r t s e t c . A c t u a l l y , t h e s e w e r e t h e k e y w o r d s

t h a t t h e r e s p o nd e n t s we r e mor e f a mi l i a r w i t h t h e n t h e w o r d

“ K n o w l e d g e M a n a g e me n t ” . T h i s s u p p o r t s t h e h y p o t h e s i s o f t h e t h e s i s

o n t h e i mp a c t o f c u l t u r e a s o n e o f t h e K S F s f o r K M i m p l e me n t a t i o n .

F u r t h e r o n , 3 4 % s t a t e d t h a t t h e f i r m h a d n o p l a n s f o r a K M

i n i t i a t i v e , 2 1 % s t a t e d t h a t t h e y w e r e e v a l u a t i n g t h e i mp o r t a n c e o f

k n o w l e d g e ma n a g e me n t , 1 % s t a t e d t h a t KM i s pe rva s ive i n t he Me tze l e r

o r g a n i z a t i o n , w h i l e t h e r e s t 4 4 % e i t h e r h a d i m p l e me n t e d o n e o r mor e

Qualitative results

38

p i l o t a p p l i c a t i o n s o r p l a n n i n g a k n o w l e d g e ma n a g e me n t p r o j e c t , b u t

w i t h a n o t h e r n a me o r t i t l e , w i th / i n a d i f f e r en t c a t ego ry o r

c l a s s i f i c a t i o n . A m o n g t h e r e s p o n d e n t s w h o s a i d t h a t t h e c o mpa n y h a s

e i t h e r i m p l e me n t e d K M o r p l a n n i n g t o i mp l e me n t K M , 5 7 % o f t h e m

s t a t e d i t i s o r w i l l b e i mp l e me nt e d a c r o s s t h e w h o l e o rgan i za t i on , wh i l e

t h e r e s t s t a t e d t ha t i t mi g h t o r w i l l b e i mp l e me n t e d i n spe c i f i c

d e p a r t me n t s l i k e F i n a n c e , H R , M a r k e t i n g& S a l e s , R& D e t c i n t h e

f u t u r e . T h e p e r c e n t i l e i n p i c t u r e on KM p l ann ing and i n i t i a t i ve s , a r e

n o t c o n v i n c e d i n t h e i r i n v o l v e me n t o f K M . 5 1 % o f t h e m f e l t t h e n e e d

fo r t h e p o s i t i on o f a C h i e f Knowl e dge Of f i ce r f o r e f f ec t i ve

i mp l e me n t a t i o n o f K M i n t h e f i r m. T h i s c a l l s f o r mor e i n p u t s o n K M

a n d s o t h e h y p o t h e s i s f i n d ings on t he need t o de p loy t he r i gh t KSFs i n

K M a s d e r i v e d i n t h i s t h e s i s e n d o r s e d .

4.2 Qual i ta t ive resul t s

The fo l l owing r e su l t s a r e ba sed on t he qua l i t a t i ve ana ly s i s o f t he

r e s p o n s e s f r o m t h e q u e s t i o n n a i r e s p r e d o mi n a n t l y f r o m 2 0 0 4 , a s i n

a p p e n d i x A & B a n d f r o m 2 0 0 3 a s i n a p p e n d i x C & D . T h e r e s u l t s a r e

d i s p l a ye d f o r e a c h o f t h e f i v e K e y S u c c e s s F a c t o r s w h i c h t o g e t h e r f o r m

the hypo the se s o f t h i s t he s i s .

C u l t u r e :

T h e q u e s t i o n n a i r e a n s w e r s s h o w e d t ha t mos t e m p l o y e e s d o n ’ t u s e t h e

i n t r a n e t i n a n i n f o r ma l ma n n e r and so , a f ew f ace - t o - f ace , knowledge -

s h a r i n g me e t i n g s a r e r e q u i r e d o f t e n i n s u c h f o r m o f w o r k , w h e r e i n t h e

f i r m i s s p r e a d o v e r d i f f e r e n t l o c a t i o n s a c r o s s t h e c o n t i nen t ( R e s p on s e s

t o Ques t i on 1 i n Pa r t 2 o f Appe n d i x B ) . A n o p e n o r g a n i z a t i o n i s l e s s

s e n s i t i v e t o i n d i v i dua l c u l t u ra l a s p e c t s a n d a l l ow s i n t e r na l / e x t e r na l

c o m m u n i c a t i o n ( R e s p o n s e s t o Q u e s t i o n 7 i n p a r t 2 o f A p p e n d i x B ) .

C u l t u r e i s b e c o mi n g l e s s i m p o r t a n t i n u n d e r s t a n d i n g KM o n l y w h e n

e mp h a s i z i n g t h e o p e n o r g a n i z a t i o n m o d e ( R e s p o n s e s t o Q u e s t i o n 6 i n

Qualitative results

39

pa r t 2 f r om Append ix B) .Commu n i c a t i o n p o l i c i e s a r e l i mi t i n g t h e

k n o w l e d g e e x c h a n g e r a t e a n d l e v e l ( R e s p o n s e s t o Q u e s t i o n 9 i n p a r t 2

f r o m A p p e n d i x B ) . T h e a n s w e r s i n t h e q u e s t i o n n a i r e s f a v o u r e d

c o m m u n i c a t i o n , t o g e t h e r w i t h p ro f e s s iona l behav iou r ,

k n o w l e d g e / e x p e r i e n c e s a n d p r e v i o u s l y t e a mw o r k a s mos t i mp o r t a n t

f a c t o r s ( R e s p o n s e s t o Q u e s t i o n 1 3 i n p a r t 2 f r o m A p p e n d i x B ) . T h e y

me n t i o n e d o t h e r f a c t o r s l i k e s i mi l a r k n o w l e d g e a n d c o m m u n i c a t i o n

s k i l l s a s k e y f a c t o r s i n s u cce s s i n c l ud i n g l o w s t r e s s l e ve l a n d a

d e v e l o p m e n t o f b e t t e r K M t o o l s an d I C T s ( R e s p o n s e s t o Q u e s t i o n 1 3 i n

p a r t 2 f r o m A p p e n d i x B ) .

KM Organ i za t i on :

G r o u p me e t i n g s o n c e a mo n t h w h e r e e mp l o y e e s s h a r e s o me p a r t i c u l a r

k n o w l e d g e o r e x p e r i e n c e s w i t h o t h e r s i n t h e o r g a n i z a t i o n i s p r a c t i c e d

( R e s p o n s e s t o Q u e s t i o n 9 i n P a r t 2 f r om Appe nd ix B . Th i s knowledge

i s a l s o s h a r e d t h r o u g h d e p a r t me n t a l d a t a b a s e s ( R e s p o n s e s t o Q u e s t i o n 9

i n P a r t 2 f r o m A p p e n d i x B ) . T h e r e s u l t s o f t h e q u e s t i o nna i r e s h owe d

t h a t t h e e m p l o y e e s c o u l d d i s t i n g u i s h s e v e r a l b e n e f i t s f r o m K M i n t h e

f u t u r e . T h e y me n t i o n e d i n c r e a s e d e f f i c i e n c y a nd l o w e r c o s t s

( R e s p o n s e s t o Q u e s t i o n 1 0 f r o m A p p end ix D , Ques t i on 10 i n Pa r t 2

f r o m A p p e n d i x B ) . A c c o r d i n g t o t he ques t i onna i r e r ega rd ing how

e mp l o y e e s d i s t i n g u i s h b e n e f i t s f r o m w o r k i n g i n h i g h t e c h n o l o g y a r e a s

o r t e a ms i n a K M e n v i r o n me n t t h e r e w a s a s t r o n g p r e f e r e n c e f o r f a c e -

t o - f a c e c o m mu n i c a t i o n , w h i c h r e ma i n s e s s e n t i a l a s b u s i n e s s i s

c o n d u c t e d a t l e a s t t o w a r d s c u s t o me r s . ( R e s p o n s e s t o Que s t i o n 8 - 1 3

f r o m A p p e n d i x D , Q u e s t i o n 1 0 i n P a r t 2 f r o m A p p e n d i x B ) . A n o t h e r

i s s u e f o u n d w a s t h e p o l i c y r e g a r d i n g c o m m u n i c a t i o n . I t w a s f o u n d t h a t

t h e c o m m u n i c a t i o n l e v e l i s h i g h e r w i t h i n d e p a r t me n t s , w h i c h a c t u a l l y

p r a c t i s e d K M p o l i c i e s ( R e s po n s e s t o Q u e s t i o n 6 i n p a r t 2 f r o m

A p p e n d i x B ) . L a c k o f K M p o l i c i e s i n s o me d e p a r t me n t s c o u l d p r e v e n t

o t h e r i n f o r ma l k n o w l e d g e s h a r i n g c h a n n e l s b e t w e e n t h e e mp l o y e e s

( R e s p o n s e s t o Q u e s t i o n 1 0 i n P a r t 2 f r o m A p p e n d i x B ) .

Qualitative results

40

S t r a t e g y , S y s t e m s & a n I T I n f r a s t r u c t ur e :

T h e s t u d y s h o w s t h a t t h e r e c a n b e s o me b e n e f i t s f r o m u s i n g a g i v e n

s t r a t e g y i n K M ( R e s p o n s e s t o Q u e s t i o n s 3 , 4 , 5 & 6 f r o m A p p e n d i x C

a n d Q u e s t i o n s 1 0 , 1 1 , 1 8 & 1 9 f r o m A p p e n d i x D ) . T h e e mp l o y e e s a n d t h e

ma n a g e m e n t s e e a c l e a r p a t h o r p l a n o f h o w t h e i n d i v i d u a l e mp l o y e e

cou ld deve lop h i s / he r knowledge and expe r i ences i f K M i n i t i a t i v e s

w e r e i n c o r p o r a t e d i n a p h a s e d ma n n e r . T h e a n s w e r s f r o m t h e

q u e s t i o n n a i r e s t a t e d t h a t e mp l o y e e s k n o w t h e b e n e f i t s f o r t h e ms e l v e s

a n d t h o u g h t t h a t i t w a s a g o o d i d e a t o h a v e a K n o w l e d g e M a n a g e me n t

S y s t e ms S t r a t e g y a n n o u n c e d a n d ma d e v i s i b l e f o r t he en t i r e Eu ro

O p e r a t i o n s .

On t he i s sue o f IT t oo l s ; IT Too l s have t he oppo r tun i t y t o

i n c r ea s e i n t e r ac t i on b o t h i n t e r n a l a n d w i t h e x t e r n a l p a r t n e r s b u t i n t h e

e n d , t h e c o mpa n y i s v e r y d e p e n d e n t o n i t s p e r s o n a l c o m m u n i c a t i o n

s k i l l s ( R e s p o n s e s t o Q u e s t i o n 1 3 f r o m A p p e n d i x D ) . A n o t h e r i s s u e t h a t

w a s d i s c o v e r e d i s w h a t h a p p e n s w h e n t h e o r ga n i z a t i o n l o s e s c on t r o l

o v e r k n o w l e d g e s t o r a g e . T h e u s e o f any ex t ens ive u se o f ICTs and KM

t o o l s ca r r i e s a n i n he r e n t r i s k o f l o o s i n g t h e c o n t r o l o v e r t h e

i n f o r ma t i o n f l o w i n t h e o r g a n i z a t i on . Th i s i s c l e a r l y shown in t he

r e s e a r c h w h e r e t h e e mp l o y e e s h a v e p r o b l e ms t o f i n d t h e s e a r c h e d t o p i c

d u e t o o v e r l o a d o f i n f o r ma t i o n ( Re s p o n s e s t o Q u e s t i o n 8 , 9 a n d 1 0 i n

P a r t 2 f r o m A p p e n d i x B ) .

A l a rge amoun t o f da t abase s have an ex t ens ive amoun t o f

i n fo r ma t i o n i n t h em. P a r t s o f t h e r e su l t s f r o m f i n i s h e d t a s k s a r e s t o r e d

i n t he se da t abase s (Response s t o Que s t i o n 1 0 i n P a r t 2 f r o m A p p e n d i x

B ) . T h e c o mpa n y u s e s t h e d a t a b a s e s i n a l a r g e a mo u n t . S o me e mp l o y e e s

c o mpl a i n t h a t t h e da t a b a se s a r e c r e a t i ng p rob l ems due t o t he l a ck o f a

l o g i c a l s e a r c h f u n c t i o n (Response s t o Ques t i on 8& 10 i n Pa r t 2 f r om

A p p e n d i x B ) . T h e I C T s t e n d t o f o r c e t h e e mp l o y e e s t o i n t e r a c t . I t i s

o b v i o u s t h a t t h e I C T s a n d r o l e d i v i s io n a r e p a r t o f t h e p a t t e r n , b u t t h e

ma nage men t o f KM canno t work a lone w i thou t a p rope r s t r a t eg i ca l l y

v i e w e d a p p r o a c h b y t h e K M o r g a n i za t i on and i t s me mbe r s on how to do

Qualitative results

41

i t . (Response s t o Ques t i on 5 f r o m A p p e n d i x C , Q u e s t i o n 3 f r o m

A p p e n d i x D )

E f f e c t i ve& S y s t e m a t i c P r o ce s s e s :

T h e e mp l o y e e s r e s p o n d e d o n t h e i s s u e o f k n o w l e d g e a s s e t s a s

e q u i v a l e n t t o I n t e l l e c t u a l a s se t s i n r e f l e c t i n g t he c o mpa n y i ma g e a n d

a c c o r d i n g l y h a v e pu t e f f o r t s i n h a v i ng c o n t i n uo u s e v a l ua t i o n o f

w o r k i n g r o u t i n e s i n o r d e r t o p r o v i de t op qua l i t y s e rv i ce s (Response s t o

Q u e s t i o n 1 f r o m A p p e n d i x D & Q ue s t i o n 1 1 i n P a r t 2 f r o m A p p e n d i x

B ) . I n t e l l e c t u a l r i gh t s a r e l eg a l l y p r o t e c t e d . T he a w a r e ne s s a mo n g t h e

e mp l o y e e s i s e v i d e n t , b u t t h e p r o c e du r e s a n d t h e l a t e s t d e v e l o p m e n t s

a r e n o t c l e a r . T h e r e i s a c o ns t an t f l ow o f i dea s w i th in t he

o r g a n i s a t i o n a l c o n t e x t y e t , m o s t o f t he s e i d e a s h a v e e i t h e r b e e n l o s t o r

n o t r e c o r d e d o r s ha r e d w i t h t h e r i g h t p e o p l e , a c c o r d i n g t o ( mo r e t h a n

7 0 % o f ) t h e e mp l o y e e s . . T h u s , t h e c l e a r n e e d fo r K M i n i t i a t i ve s w i t h

e mp h a s i s o n E f f e c t i v e a n d Sys t e ma t i c P r o c e s s e s a s a d v oc a t e d i n t h e

h y p o t h e s i s .

M e a s u r e s :

A c c o r d i ng t o t h e que s t i o n na i r e , mos t o f t h e K M i n i t i a t i v e s f a i l due t o

i n e f f e c t i ve u s e o f i n b u i l t me a s u r e s ( R e s p o n s e s t o Q u e s t i o n 3 f r o m

A p p e n d i x D ) . T h u s , f o r t h e s u c c e s s a n d s u s t e n a n c e o f K M , s o me

g u i d e l i n e s ( R e s p o n s e s t o Q u e s t i o n 4 f r o m A p p e n d i x D ) a n d me a s u r e s

a r e r e q u i r e d . T h e a n a l y s i s o f t h e i mp o r t a n c e o f t h e f a c t o r s f o r t h e

i mp r o v e m e n t o f k n o w l e d g e s h a r i n g an d k n o w l e d g e t r a n s f e r p r a c t i c e s o r

t h e g o o d i mp l e me n t a t i o n o f K M s t r a t e g i e s s h o w s t h a t r e s p o n d e n t s h a v e

a b r o a d v i e w o f t h e c o mpl e x i t y o f t h e r e f o r ms ( R e s p o n s e s t o Q u e s t i o n s

5 , 6 , 1 0 & 1 1 i n P a r t 2 o f A n n e x u r e A A A p p e n d i x B ) .

Key Success Factors – Quantitative Analysis

42

Summary

T h e q u a l i t a t i v e r e s u l t s s u p p o r t t h e h yp o t h e s i s o f t h i s t h e s i s r e g a r d i n g

t h e i mp o r t a n c e o f t h e f i v e K S F f o r t h e s u c c e s s o f K M i m p l e me n t a t i o n

p r o j e c t s

K n o w l e d g e s h a r i n g a mo n g d e p a r t me n t s i s n o t a c t i v e l y

e n c o u r a g e d . T h i s c o n f i r ms t h e c u l t u r e f a c t o r a s o n e o f t h e h y p o t h e s i s

k e y s u c c e s s f a c t o r s f o r K M s u c c e s s

A g r e a t e r n u mbe r o f e mp l o y e e s be l i eve t ha t ma nage men t o f

k n o w l e d g e i s a p a r t o f t h e c o mpa n y b u s i n e s s s t r a t e g y b y t h e e n d o f t h e

i n t e r v i e w. T h i s c l ea r l y p r o ve d t h a t an e x p l i c i t c h a r a c t e r fo r a n

a mb i t i o u s K M i n i t i a t i v e i s ve r y i mp o r t a n t f o r a w a r e n e s s , a c c e p t a nc e ,

a d j u s t me n t a n d e ve n t u a l s uc c e s s .

U n d o u b t e d l y , t h e r e q u i r e me n t s o f a n I T i n f r a s t r u c t u r e f i n e t u n e d t o K M

i n t h e f i r m h a s b e e n r e i t e r a t e d an d e m p h a s i z e d a s i n t h e h y p o t h e s i s f o r

KSFs .

4.3 Key Success Factors – Quant i ta t ive Analys is

Overview

KSF Mean Value Indicator

0

1

2

3

4

5

Cul

ture

KM

Org

aniz

atio

n

Stra

tegy

,S

yste

ms

& IT

Effe

ctiv

e &

Sys

tem

atic

Pro

cess

es

Mea

sure

s

Sum

of K

SF

Factors

Mea

n Sc

ale

Mean


43

Figure 4: Mean for Key Success Factors (Mean 3) 1. Culture (Mean 2.9) 2. KM Organization (Mean 2.6) 3. Strategy, Systems& an IT Infrastructure (Mean 3.3) 4. Effective& Systematic Processes (Mean 2.9) 5. Measures (Mean 3.4)

T h e r e s p o n d e n t s c i t e d c h a n g i n g p eo p l e ’ s b e h a v i o u r a n d o v e r c o mi n g

i mp e d i me n t s t o k n o w l e d g e t r a n s f e r w i t h i n t h e c o m p a n y l o c a t i o n s a n d a t t h e

e u r o l e v e l ( C u l t u r e , M e a n 2 . 9 ) a s o n e o f t h e i mp o r t a n t f a c t o r s f o r

ma n a g i n g k n o w l e dge i n t he c o mpa n y . O n a mor e p o s i t i ve no t e , t h e

r e s p o n d e n t s s a i d d e l i b e r a t e ma n a g e men t c o u l d i n d e e d o v e r c o m e t h i s

o b s t a c l e . O n t h e c o m p a n y ’ s a b i l i t y t o c o mpe t e ba se d o n kn o w l e d g e

d e p e n d s m o r e u p o n p e o p l e , p r o c e s s , o r t e c h n o l o g y i s s u e s , t h e a g g r e g a t e

r e s p o n s e s p l a c e d t h e e mp h a s i s h e a v i l y o n p e o p l e , w i t h t h e o t he r t w o

a r e a s c a r r y i n g e q ua l , s e c o nda r y w e i g h t . T h i s i s a d i r e c t c o r r e l a t i o n t o

t h e l i t e r a t u r e r e v i e w e d o n K M i n t he c h a p t e r 2 . 5 w h e r e i n , t h e l i t e r a t u r e

s t udy and backg round t o t he hypo the se s h a d f a v o u r e d t h e r e q u i r e me n t

o f peop l e , p roce s s and t e chno logy r a t i o i n t he de s i r ed fo rma t o f

5 0 : 2 5 : 2 5 f o r t h e K S F s o f t h i s t h e s i s i n i mp l e me n t i n g KM .

( K M O r g , M e a n 2 . 6 ) T h e n e e d f o r a k n o w l e d g e i n i t i a t i v e , w h i c h

c o u l d i n f l u e n c e t h e t o p ma n a g e me n t i n j u s t i f y i n g t h e u s e o f s c a r e

r e s o u r c e s f o r k n o w l e d g e i n i t i a t i v e s a nd s e t up t he app rop r i a t e s cope fo r

knowledge i n i t i a t i ve s i s ano the r ma j o r p r o b l e m f a c e d b y t he

o r g a n i z a t i o n . O w i n g t o t h e c o mpa n y ’ s K M O r g a n i z a t i o n a l s t r u c t u r e i n

i t s l a c k o f c o mp l e t e o w n e r s h i p o f ( K M i mp l e me n t a t i o n ) p r o b l e m ( K M

O r g M e a n 2 . 6 ) , a l s o a r o s e f r o m i n e f f e c t i v e m e a s u r e s a s s e e n i n l a c k o f

sha r ed unde r s t and ing o f s t r a t egy o f b u s i n e s s m o d e l ( S t r a t e g y , S y s t e ms

a n d I T I n f r a s t r u c t u r e M e a n 3 . 3 a n d M e a s u r e M e a n 3 . 4 ) .

( E f f e c t i v e & S y s t e ma t i c P r o c e s s e s M e a n 2 . 9 ) D e t e r m i n i n g w h a t

k n o w l e d g e s h o u l d b e ma n a g e d a n d t o ma p p i n g t h e o r g a n i z a t i o n ’ s

ex i s t i ng knowledge t h r o u g h d e f i n i n g s t a n d a r d p r o c e s s e s f o r

k n o w l e d g e w o r k a n d ma k i n g k n o w l e d g e a va i l a b l e i s a n o t h e r i s s u e t h a t

a s s u me s h i g h p r i o r i t y .


44

(KSF , Measu re 3 .4 ) Measu r ing t he va lue and pe r fo rma nce o f

knowledge a s se t s , i nc lud ing t he p r o b l e ms w i t h f i n d i n g t h e w a n t e d

i n f o r ma t i o n r e f e r r e d t o L o t u s N o t e s a n d t h e l a r g e a mo u n t o f d a t a b a s e s

h e l d w i t h i n d e p a r t me n t s .

T h e n e e d f o r f o r mu l a t i n g a n o v e r a l l s t r a t e g y f o r k n o w l e d g e

ma n a g e m e n t c o me s f o r w a r d v e r y s t r ong ly . The me a ns above c l ea r l y

c o n f i r m t he d e d u c t i o n s , t h e b a s i c p os t u l a t e s ma d e f o r t h e k e y s u c c e s s

f a c t o r s h y p o t h e s i s a n d s u p p o r t t h e s t r ong r ecommenda t i ons t he r ea f t e r

f o r a d y n a mi c k n o w l e d g e m a n a g e me n t i n i t i a t i ve . T h e l a c k o f w h i c h w a s

r e s p o n s i b l e f o r t h e f a i l u r e o f t he p r e v i o u s K M i n i t i a t i v e t h e E E D

p r o j e c t . M o s t K M i n d i c a t o r s a b o v e c l e a r l y i n d i c a t e e i t he r s a t i s f ac to ry

i n p e r f o r ma n c e o r p u r e l y f u n c t i o n a l i n a n e x i s t e n t i a l f o r m. T h e k e y

succe s s f a c to r s (KSF Mean wh ich i s abou t 3 ) n e e d t o be mor e e f f e c t i v e

a n d t a k e n i n t o a c c o u n t t o i n i t i a t e a d a t a b a s e o n b e s t p r a c t i c e s o r r ev ive

t h e E E D p r o j e c t t h a t f a i l e d i n t h e l a s t q u a r t e r o f 2 0 0 3 .

4 . 3 . 1 C u l t u r e

Culture

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9 10 11 12

Question number

Scal

e

Mean


45

Figure 5: Culture 1. Is recording and sharing knowledge a routine? 2. Is failure seen as an opportunity to learn? 3. Is change accepted as part of working life? 4. Are the employees co-operative and helpful when asked for some information or advice? 5. Is Knowledge sharing seen as strength and knowledge hoarding as a weakness? 6. Is there good intra-team communication and sharing of knowledge? 7. Is good knowledge management behaviour like sharing, reusing knowledge actively promoted on a day to day basis? 8. Is bad knowledge management behaviour actively discouraged? 9. Are individuals visibly rewarded for knowledge sharing and reuse? 10. Are people in the organization aware of the need to proactively manage knowledge assets? 11. Do people at all levels in the organisation participate in some kind of a community or communities of practice? 12. Is the intranet used to share knowledge in an informal manner (non-routine, personal and unstructured way)?

I n g e n e r a l t he KM c u l t u r e a t M e t z e le r i s e v a l u a t e d a s a ve r a g e . A l l

d e t a i l e d r e s u l t s ( q u e s t i o n s 1 t o 1 2 ) a r e s l i g h t l y above o r be low a s ca l e

v a l u e o f t h r e e . T he r e a r e t h r e e q u e s t i o n s w h i c h h a v e a d i f f e r e n c e f r o m

1 s c a l e po i n t t o t h r e e . T h e s e a r e Que s t i o n 4 ( M e a n 4 . 1 ) , Q u e s t i o n 2

(Mean 3 .6 ) and Ques t i on 3 (Mean 3 . 4 ) wh i c h i mp l i e s t h e g e n e r a l

a p p r o a c h a s p o s i t i v e , d y n a mi c t o c ha n g e a n d c o o p e r a t i v e . T h i s i s

m o r e a b a s i c i n d i v i d u a l t r a i t a n d a p r e r equ i s i t e f o r a Company cu l t u r e

i n t he HQ loca t i on . And , knowledge sh a r ing i s no t r e a l l y s e e n a s

s t r eng th , and de f i n i t e l y , knowledge hoa rd ing i s no t cons ide r ed a s a

weaknes s ( ques t i on 5 , Mean 2 .8 ) .

M o s t o f t h e r e s p o n d e n t s a r e s h a r p ly d iv ided i n to two g roups w i th

s t r o n g v i e w s o n t h e i s s u e o f k n o w l e d g e s h a r i n g p r a c t i c e s i n t h e f i r m

(ques t i on 1 , Mean 2 .8 ) and a l so on t he pe r cep t i on o f f a i l u r e a s an

o p p o r t u n i t y t o l e a r n i s v i e w e d a s a p a r t o f l e a r n i n g a n d

g rowth (ques t i on 2 , Mean 3 .4 ) .

T h i s i s fu r t h e r c on f i r me d b y t h e r e s u l t t ha t c h a n g e i s w e l c o me

(ques t i on 3 , Mean 3 .6 ) , a s t he co mpany emphas i s on i nnova t i on by

p r i n c i p l e b o t h h i s t o r i c a l l y a n d t o s t a y a h e a d d u e t o s t i f f c o mp e t i t i o n .

T h i s i s fu r t h e r c on f i r me d b y t h e r e su l t showing t ha t t he emp loyees a r e


46

m o r e t h a n w i l l i n g t o h e l p ( q u e s t i on 4 , M e a n 4 . 1 ) . T he y a r e s e e n a s

c o o p e r a t i v e a n d h e l p f u l w h e n a p p r o a c h e d f o r i n f o r ma t i o n o r h e l p .

Howeve r , knowledge sha r i ng i s no t r e a l l y s een a s s t r eng th , and

d e f i n i t e l y , k n o w l e d g e h o a r d i n g i s n o t c o n s i d e r e d a s a w e a k n e s s

(ques t i on 5 , Mean 2 .8 ) . Desp i t e t h i s s i t ua t i on , t he r e i s a f a i r l e v e l o f

i n t r a t e a m c o m m u n i c a t i o n a n d s h a r in g o f k n o w l e d g e ( q u e s t i o n 6 , M e a n

3 . 2 ) .

T h e r e i s n o t muc h r e u s i n g o f k n o w l e d g e a c t i v e l y a n d n e i t h e r i s i t

p r o mo t e d o n a d a y - t o - d a y b a s i s a s a n a c t i v e r o u t i n e b e h a v i o u r

( ques t i on 7 , Mean 2 .6 ) . Fu r the r on , i t i s a n e u t r a l a p p r o a c h , n e i t h e r

d i s cou rag ing no r i n encou rag ing knowledge sha r ing ac t i ons (ques t i on

8 , M e a n 2 . 4 ) . T h e e mp l o y e e s a r e i n f o r me d a b o u t t h e n e e d t o

p r o a c t i v e l y ma n a g e k n o w l e d g e a s s e t s ( ques t i on 10 , Mean 3 .1 ) . The re

a r e n o o b v i o u s o r v i s i b l e c r e d i t s a w a r d e d o r r e w a r d e d f o r k n o w l e d g e

sha r ing and r euse (ques t i on 9 , M ean 2 .3 ) . The re a r e ve ry f ew in

common p rac t i c e on knowledge sha r ing . Ne i t he r i s t he r e any g roup o r

c o m m u n i t y p r a c t i c e a i me d a t t h i s e ndeavou r i n pa r t i cu l a r ( ques t i on 11 ,

Mean 2 ) , o the r t han t he na tu r a l r e q u i r e me n t s t h a t d e ma n d a g r o u p

p r ac t i c e sha r ing fo r a de f i n i t e pe r i od ove r t he i n t r ane t ( ques t i on 12 ,

Mean 2 .1 ) , wh ich o the rw i se i s no t u se d i n a n i n f o r ma l ma n n e r f o r a n y

s i g n i f i c an t l e n g t h o f t i me . T h i s i s e v i d e n t f r o m t h e h i g h p e r c e n t a g e o f

r e sponden t s c l e a r l y i nd i ca t i ng t he non -use o f t he i n t r ane t i n an

i n fo r ma l ma n n e r a n d n o e s t a b l i s he d c o m m u n i t y o r c o m m u n i t i e s o f

p r a c t i c e s t h a t i s c om m o n f o r a l l t h e l o c a t i o ns o f M e t z e l e r .

S u m m a r y :

T h e w o r k i n g c u l t u r e p r e s e n t l y i s v e r y m u c h f u n c t i o n a l b u t d o e s n ’ t w o r k

o u t f o r a ma j o r K M c h a n g e o v e r .


47

4 . 3 . 2 K M O r g a n i z a t i o n

KM Organisation

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9 10 11 12

Question Number

Scal

e

Mean

Figure 6: KM Organization 1. Does the top management recognize KM as an important part of the business

strategy? 2. Is there top management representation for KM? 3. Is knowledge management a formal function area in the organization? 4. Is internal staff rotation actively encouraged to spread best practices and ideas? 5. Are the teams in the organization effective? Are self managed teams composed

of individuals capable of learning from each other? 6. Are virtual or remote teams supported effectively in terms of access to

networks or knowledge? 7. Are multi-disciplinary teams effectively formed and managed? 8. Is there a vision for how KM should be integrated into the business? 9. Are there defined responsibilities and budget for KM initiatives? 10. Is there a clear ownership of KM initiatives either by business units or by the whole business? 11. Does the organization hone its skills for generating, acquiring and applying knowledge by learning from other organization’s learning process? 12. Does the organization systematically assesses its future knowledge requirements and execute plans to meet them?

I n g e n e r a l t h e K M c u l t u r e a t M e t z e l e r i s e v a l u a t e d a s a v e r a g e t o f a i r .

A l l d e t a i l e d r e s u l t s ( q u e s t i on s 1 t o 12 ) a r e s l i g h t l y a b ove a s c a l e v a l ue

o f two . The re a r e t h r ee ques t i ons wh i c h h a v e a d i f f e r e n c e f r o m 1 s c a l e

po in t t o t h r ee , ques t i on 1 (Mean 3 . 2 ) , q u e s t i o n 5 ( M e a n 3 . 1 ) a n d

q u e s t i o n 7 ( M e a n 3 . 3 ) . T h i s i s s e l f e v i d e n t f o r a c o r p o r a t e H Q p r o f i l e

i n mos t s u c c e s s f u l mi d s i z e d c o mpa n i e s .


48

T h e r e s u l t s i n d i c a t e t o p - l e v e l ma n a g e me n t ’ s p a r t i c i p a t i o n a n d

e x e c u t i o n o f k n o w l e d g e ma n a g e me n t i n i t i a t i v e s ( q u e s t i o n 1 , M e a n 3 . 2 ) ,

b u t w i t h mi n i ma l r e p r e se n t a t i o n ( q ue s t i on 2 , Mean 2 .5 ) . T h i s i s n o t a

ma j o r f o r ma l f u n c t i o n a r e a i n t h e o rgan i za t i on (ques t i on 3 , Mean 2 .3 ) .

T h e r e i s a r e a s o n a b l e a mo u n t o f s u p p o r t g iven t o sp r ead be s t p r ac t i c e s

a n d i d e a s b y a c t i ve l y e n c ou r a g i n g i n t e rna l s t a f f r o t a t i on (ques t i on 4 ,

M e a n 2 . 6 ) . T h e r e a r e a n a c c e p t a b l e n u mbe r o f e f f e c t i ve t e a ms w i t h t h e

mi n i mu m n u mb e r o f i n d i v i d u a l s , w h o h av e d i s p l a y e d ove r t he ye a r s t h e

c a p a c i t y t o l e a r n f r o m o t h e r s ( q u e s t i o n 5 , M e a n 3 . 1 ) . H o w e v e r , t h e r e i s

l o w s u p p o r t f o r v i r t u a l o r r e mo t e t e a ms i n p r o v i d i n g a c c e s s t o n e t w o r k s

o r k n o w l e d g e ( q u e s t i o n 6 , M e a n 2 . 2 ) .

M o s t o f t h e t e a ms f o r me d h a v e a h o m o g e n e o u s c o mpo s i t i o n a n d a

s t r e a ml i ne d a p p r oa c h t o t he p r o j e c t a n d f e w e r mu l t i d i s c i p l i n a ry t e a ms

t h a t a r e e f f e c t i v e l y f o r me d a n d ma n a ged (ques t i on 7 , Mean 3 .3 ) . Th i s

i n d i c a t e s a s t r e a m l i n e d a p pr o a c h a nd a n a t t em p t f o r a c o mpa n y v i s i on

t o i n t e g r a t e K M i n t o t h e b u s i n e s s ( q u e s t i o n 8 , M e a n 2 . 2 ) . T h e r e a r e

o n l y a f e w r e s p o n s i b i l i t i e s a n d n e g l i g i b l e b u d g e t f o r K M i n i t i a t i v e s

e x i s t , b o r d e r i n g o n a f o r ma l s k e l e t o n i n i t i a t i ve ( q u e s t i o n 9 , M e a n 2 . 4 ) .

I n a d d i t i o n , t h e r e i s n o c l e a r o w n e r s h ip o f K M i n i t i a t i v e s e i t h e r b y t h e

b u s i n e s s u n i t s o r b y t h e w h o l e b u s i n e s s ( q u e s t i o n 1 0 , M e a n 2 . 4 ) . T h i s

i s f u r t he r subs t an t i a t ed by t he emp l o y e e f e e d b a c k r e su l t . I t i nd i c a t e s

t h e o r g an i z a t i o n h a s l a t e l y l e a r n t l i t t l e f r o m o t h e r o r g a n i z a t i o ns

l e a r n i n g p r o c e s s e s , e s p e c i a l l y i n hon ing i t s sk i l l s f o r gene ra t i ng ,

a c q u i r i n g , a p p l y i n g a n d i n t e g r a t i ng new knowledge a t a r ap id pace

( q u e s t i o n 1 1 , M e a n 2 . 6 ) . N o r d o t h e r e s u l t s s h o w t h a t t h e o r g a n i z a t i o n

s y s t e ma t i c a l l y a s s e s s i t s f u t u r e r e q u i r e me n t s a n d e x e c u t e p l a n s t o me e t

t h e m a t a n o r g a n i z a t i o n a l l e v e l ( qu e s t i o n 1 2 , M e a n 2 . 4 ) . T h e r e f o r e ,

m o s t e mp l o y e e s g a v e a n a v e r a g e f e ed b a c k t h a t t h e r e i s l i t t l e k n ow l e d g e

s h a r i n g a c r o s s d e p a r t me n t a l b o u n d a r i e s t ha t i s a c tua l l y encou raged

w i t h t h e w h o l e o r g a n i z a t i o n ( q u es t i o n 1 3 , M e a n 2 . 9 , G e r ma n L a n g u a g e

V e r s i o n E q u i v a l e n t ) .


49

S u m m a r y :

A p p a r e n t l y t h e g r a p h s h o w s a r e s u l t j u s t a b o ve t w o t h a t i s e v a l ua t e d a s

f a i r v a l ue . T h e c o mpa n y ’ s K M O r g a n i z a t i o na l s t r uc t u r e i n i t s l a c k o f

o w n e r s h i p o f t h e p r o b l e m i s a l s o e v i d e n t ( K M O r g , M e a n 2 . 6 ) . T o p

ma n a g e m e n t ’ s f a i l u r e t o s i g n a l i mp o r t a n c e i s obs e r v e d f r o m a n a b s e n c e

o f a n i n c e n t i v e s y s t e m. T h e s e r e s u l t s f u r t h e r g o o n t o p r o v e t h e

h y p o t h e s i s o n t h e r e q u i r e me n t o f a r eo rgan i zed KM o rgan i za t i on on t he

l i n e s o f a mor e e f f e c t i ve , o r g a n i z e d and synch ron i zed fo r a s t r ong KM

C u l t u r e .

4 . 3 . 3 S t r a t e g y , S y s t e m s & a n I T I n f r a s t r u c t u r e

Strategy, Systems and IT

0

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4

5

1 2

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Figure 7: Strategy, Systems& an IT Infrastructure 1. Is technology shared with clients and suppliers (where appropriate) to enhance relationships? 2. Is management of knowledge a part of the business strategy?

T h e r e s u l t i s a b o u t a n a v e r a g e s c a l e v a l u e o f 3 . I n a n E e c o n o m y t h i s

a v e r a g e sc o r e i mp l i e s t h a t t h e r e a r e d u e t o t he n a t u r e o f t h e b u s i n e s s

conduc t ed l imi t s sha r i ng o f t e chno l o g y w i t h c l i e n t s a n d s u p p l i e r s .

H o w e v e r , a ma j o r p o r t i o n o f e mp l o y e e s b e l i eve i n s h a r i n g w i t h c l i e n t s

and supp l i e r s t he app rop r i a t e t e chno logy i n an app rop r i a t e s i t u a t i o n

(ques t i on 1 , Mean 3 .8 ) . Though some emp loyees be l i eve t ha t


50

ma n a g e m e n t o f k n o w l e d g e i s a p a r t o f t h e c o m p a n y b u s i n e s s s t r a t e g y , a

s i g n i f i c a n t n u mb e r o f e mp l o y e e s a re o f t h e o p i n i o n t h a t i t i s n o t

p r a c t i c e d i n r e a l t e r ms ( q u e s t i o n 2 , M e a n 2 . 8 ) .

S u m m a r y :

T h e r e a r e s t i l l ma j o r b o t t l e n e c k s t o i mp l e m e n t i n g a s u c c e s s f u l K M ;

t he r e fo r e , t he r e a r e ma ny a r ea s f o r i mp r o v e me n t . T h i s s u p p o r t s t h e

h y p o t h e s i s f i n d i n g s o n S t r a t e g y , S y s t e ms a n d a n I T i n f r a s t r u c t u r e a s a

K S F f o r K M i mp l e me n t a t i o n .

4 . 3 . 4 E f f e c t i v e & Sy s t e m a t i c P r o c e s s e s

Effective& Systematic Processes

0

1

2

3

4

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1 2 3 4 5 6 7 8

Question Number

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Figure 8: Effective& Systematic Processes 1. Are Key knowledge assets such as customer knowledge identified and preserved and maintained. 2. Are Effective cataloguing and archiving procedure in place for document management (not necessarily electronic) 3. Are Intellectual assets legally protected? 4. Are training and development programs in KM behaviour undertaken from point of recruitment? 5. Is there any duplication of effort in the organisation? 6. In the day-to-day working environment, is it easy to find the right information? 7. When a team completes a task, does it distil and document what it has learned. 8. Are ideas for alliances and joint ventures constantly reviewed and acted on when necessary.


51

T h e r e s u l t i s a b ou t a n a v e r a g e s c a l e v a l u e o f 3 . T h i s i mp l i e s t h e

e x i s t e n c e o f b a s i c p r o c e du r e s a n d p r a c t i c e s w h e r e e f f e c t i v e a n d

s y s t e ma t i c p r o c e s s e s a r e i n v o l v e d , w h i c h l e a d s t o t he a v e r a ge s c a l e

v a l u e o f 3 f o r a l m o s t a l l v a r i a b l es . A s i n , t h e e mp l o y e e s ’ v i e w s o n

w h e t h e r t h e k e y k n o w l e d g e a s s e t s s u c h a s c u s t o me r k n o w l e d g e a r e

i d e n t i f i e d , p r e s e r v e d a n d m a i n t a i n e d ( q u e s t i o n 1 , M e a n 3 . 1 ) . S i mi l a r l y ,

r e g a r d i n g a n e f f e c t i v e c a t a l o g u i n g a n d a r c h i v i n g p r o c e d u r e i n p l a c e f o r

d o c u me n t ma n a g e me n t t h a t i s n o t n e c e s s a r i l y e l e c t r o n i c ( q u e s t i o n 2 ,

M e a n 3 . 3 ) . T h e i n t e l l e c t u a l a s s e t s a s l e g a l l y p r o t e c t e d a c c o r d i n g t o t h e

e mp l o y e e s ( q u e s t i o n 3 , M e a n 3 . 8 ) . I t i s r e l a t i v e l y e a s y t o f i n d t he r i g h t

i n f o r ma t i o n ( q u e s t i o n 6 , M e a n 3 . 1 ) b y a f a i r a mo u n t o f n a v i g a t i o n i n

t h e d a y - t o - d a y w o r k e n v i r o n me n t a s p o s t e d i n t h e r e s u l t s . H o w e v e r , o n

c o mpl e t i o n o f a t a s k b y t h e t e a m, t he l e s s o ns l e a r n t a r e n o t e f f e c t i ve l y

d i s t i l l e d f o r d o c u me n t a t i o n ( q u e s t i o n 7 , M e a n 2 . 4 ) . T h i s l e a d s t o t h e

c o n c l u s i ve r e ma r k t h a t i n s p i t e o f a n a v e r a g e f e e d b a c k o n o t h e r

v a r i a b l e s a n d b e s i d e s a f a i r a v a i l a b i l i t y o f i n f o r ma t i o n , t h e r e i s

d u p l i c a t i o n o f e f f o r t i n t h e o r g a n i z a t i o n ( q u e s t i o n 5 , M e a n 3 ) . F u r t h e r ,

i d e a s fo r a l l i a n ce s a n d j o i n t v e n t u r e s a r e no t r egu l a r l y r ev i ewed t o be

a c t e d o n w h e n n e c e s s a r y ( q u e s t i o n 8 , M e a n 2 . 5 ) . A l s o , t h e e mp l o y e e s

r e g a r d t he r e c r u i t me n t p r o c e d u r e j u s t p a s s é o n t h e i s s u e o f t r a i n i n g a n d

i mb i b i n g K M b e h a v i o u r d e v e l o p me n t p r o g r a ms ( q u e s t i o n 4 , M e a n 2 . 6 ) .

Summary

T h e k n o w l e d g e p r o c e s s e s a r e u s u a l l y n o t ma n a g e d a s p r o c e s s e s i n a n d

o f t h e ms e l v e s . The s a me w a s f e l t f o r t h e r e s o u r ces c o m mi t t e d fo r

o n g o i n g t r a i n i n g a n d d e v e l o p me n t o f i n d iv idua l s . Fu r the r t o above , t he

c o n t i n u o u s l e a r n i n g e n t a i l s , i n d iv id u a l e mp l o y e e i n vo l v e me n t i n t he

f i r m p r o c e s s e s i n k n o w l e d g e s h a r i n g a n d K M s t r u c t u r e s f o r t h e f i r m, a s

a d v o c a t e d b y t h e h y p o t h e s i s .

T h e s e r e su l t s d e mo n s t r a t e t he n e e d f o r a s t r o n g K M E f f e c t i v e a nd

S y s t e ma t i c p r o c e s s e s t h a t a v o i d d u p l i c a t i o n o f w o r k , c l e a r d e f i n i t i o n o f

t h e k i n d o f k n o w l e d g e t h a t n e e ds t o b e s h a r e d , d o c u me n t e d , a n d

ma n a g e d b y t h e e m p l o y e e s . E f f e c t i ve a n d S y s t e ma t i c p r o c e s s e s , i s o n e


52

o f t h e p r e - r e q u i s i t e s f o r K M s u c c e s s a n d i s t h e f i r s t s t e p t o a

s u c c e s s f u l K M me t h o d o l o g y . T h u s t h e h y p o t h e s i s f i n d i n g o f t h i s t h e s i s

f o r E f f e c t i v e a nd S y s t e ma t i c p r o c e s s e s a s a K S F f o r K M

i mp l e me n t a t i o n i s s u b s t a n t i a t e d .

4 . 3 . 5 M e a s u r e s

Measures

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Question Number

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Figure 9: Measures 1. Is there a participative goal setting, measurement and feedback? 2. Are individuals committed to continual improvements? 3. Is there a constant flow/ generation of new ideas within the organisational

context? 4. Are resources committed for ongoing training and development of

individuals? 5. Are intellectual assets evaluated?

M e a s u r e s s c o r e a v e r a g e o r s l i g h t l y above ave rage . Th i s i s due t o t he

f ac t t ha t t he r e i s a pa r t i c i pa t i v e g o a l s e t t i n g , me a s u r e me n t a n d

f e e d b a c k a c c o r d i n g t o t h e r e s u l t p o s t e d ( M B O : M i s s i on B a s e d

O b j e c t i ves b r i e f l y i mp l i e s t h a t t h e co mpa n y ’ s o b j e c t i ve s c o i n c i d e w i t h

t h e c u s t o me r s o b j e c t i v e s ) ( q u e s t i o n 1 , M e a n 3 ) . A l s o , t h e e mp l o y e e s

r a n k e d t h e p a r t i c i p a t i o n o f i n d i v i d u a l s a s c o m mi t t e d t o c o n t i n u a l

i mp r o v e m e n t s ( q u e s t i o n 2 , M e a n 4 . 2 ) . B es ide s , t he r e i s a cons t an t f l ow

o f i d e a s w i t h i n t h e o r g a n i s a t i o n a l c o n t e x t a c c o r d i n g t o m o r e t h a n

Summary

53

s e v e n t y p e r c e n t o f t h e e mp l o y e e s ( q u e s t i o n 3 , M e a n 3 . 6 ) . T h e s a me w a s

f e l t f o r t h e r e s o u r c e s c o m m i t t e d f o r o n g o i n g t r a i n i n g a n d d e v e l o p me n t

o f i n d i v i d u a l s ( q u e s t i o n 4 , M e a n 3 . 7 ) . H o w e v e r , t h e r e s u l t f o r t h e

e v o l u t i o n o f i n t e l l e c t u a l a s se t s s h o we d a ma r k e d d e v i a t i o n o n t h i s i s s u e

w i t h o n l y c l o s e t o a h a l f a g r e e i n g o n t h i s ma t t e r ( q u e s t i o n 5 , M e a n 3 ) .

S u m m a r y :

E f f e c t i v e me a s u r e s a r e i n p l a c e and func t i ona l o f knowledge sha r ing

a n d r e c o r d i n g . Y e t f r o m k n o w l e d g e ma n a g e me n t p e r s p e c t i v e muc h

n e e d s t o b e d o n e f o r f u t u r i s t i c t e a m e f f o r t s o n s u c c e s s f u l K M

i mp l e me n t a t i o n .

4.4 Summary

T h e r e a r e n o d e d i c a t e d o n l i n e c o m m u n i t i e s t ha t a r e b u i l t a n d p ro p e r l y

f a c i l i t a t e d i n o r d e r t o p r o m o t e a k n o w l e d g e s h a r i n g d i a l o g u e . T h e r e i s

l e s s o f “ p u s h ” t e c h n o l o g y v e r s u s “pu l l ” t e chno logy . More ac t i ve

a n a l y s i s a n d d i s s e mi n a t i o n ( e i t h e r t h r o u g h i n t e l l i g e n t a g e n t s o r a t e a m

o f i nd iv idua l s ana ly s ing l e s sons l e a r n e d ) i s n e e d e d w h i l e c o l l e c t i n g ,

a n a l y s i n g a n d d i s s e mi n a t i n g k n o w l e d g e . T h e i n t e r n e t an d t h e i n t r a n e t

b y i t s e l f h a v e n o t ma d e s i g n i f i c a n t c o n t r i b u t i o n t o m a k e t h e c o mpa n y

m o r e c o m p e t i t i v e . T h e r e a r e n o c l e a r me a s u r e s o n t h i s c o u n t . S i m i l a r l y ,

s t r u c t u r e d d a t a a l m o s t p r e s u me s e x i s t e n c e o f s o me k i n d o f a d a t a b a s e

i n t h e f i rm .

T h e r e i s a s t r o n g c o r r e l a t i on w i t h m a n y o f t h e f a c t o r s o f s u c c e s s

o f t e n d e s i g n a t e d i n t h e K M l i t e r a t u re s u c h a s t h e r e s o ur c e s d e d ic a t e d t o

KM o r t he a t t r i bu t i on o f t h e o v e r a l l r e spons ib i l i t y f o r KM (Ques t i on 9

o f 2 i n A p p e n d i x B ) . T h e s t r o n g c o r r e l a t i o n b e t w e e n s o me o f t h e

succe s s f a c to r s hypo the s i zed i n t he KM l i t e r a t u re , i . e . t h e l ev e l o f

r e sou rce s ded i ca t ed t o K M p r a c t i c e s , a n d t h e a t t r i b u t i o n o f

r e s p o n s i b i l i t i e s f o r K M p r a c t i c e s , a r e d i r e c t l y p r o p o r t i o n a l . T h e l a c k o f

r e w a r d s f o r k n o w l e d g e s h a r i n g , ap p a r e n t f o c u s o f t h e f i r m o n

Summary

54

t e c h n o l o g y u s a g e f o r s o l v i n g p r o b l e ms u n d e r mi n e d t h e i mp o r t a n c e o f

t h e h u ma n f a c t o r . S h a r i n g i n f o r ma t io n s h o u l d b e a p r i o r i t y , b u t i t i s

n o t . O n e o f t h e t w o b i g g e s t o b s t a c l e s t o K M i n i t i a t i v e s i s " f i n a n c i a l

j u s t i f i c a t i o n " a n d " b o a r d r oo m c r e d i b i l i t y . " In t h e ma r k e t , s e c r ec y i s t he

f i r s t v a l ue fo l l o w e d b y t h e c o r p o r a t e c u l t u r e , i n fo r ma t i o n s h a r i ng i s a

p r o b l e m. T h e r e l a t i v e ma n a g e r i a l r e s i s t a nc e t o t h e i m p l e me n t a t i o n o f

K M s t r a t e g i e s ( ma n a g e r s h a v e t h e m o s t t o l o s e f r o m k n o w l e d g e t h a t i s

m o r e h o r i z o n t a l s h a r i n g ) a n d t h e a b s e n c e o f u p d a t e d d y n a mi c e -

c o m m e r c e me c h a n i s ms a c c o mpa n y i n g t he c h a n g i n g r e s p o n s i b i l i t i e s a r e

t h e l i mi t a t i o n s t o t h e i mp l e me n t a t i o n o f K M .

T h e n e e d f o r f o r mu l a t i n g a n o v e r a l l s t r a t e g y f o r k n o w l e d g e

ma n a g e m e n t c o me s f o r w a r d v e r y s t r o n g l y . T h e l a c k o f w h i c h w a s

r e s p o n s i b l e f o r t h e f a i l u r e o f t he p r e v i o u s K M i n i t i a t i v e t h e E E D

p r o j e c t . M o s t K M i n d i c a t o r s a b o v e c l e a r l y i n d i c a t e e i t he r s a t i s f ac to ry

i n p e r f o r ma n c e o r p u r e l y f u n c t i o n a l i n a n e x i s t e n t i a l f o r m. T h e k e y

s u c c e s s f a c t o r s n e e d t o b e mor e e f f ec t i ve and t aken i n to accoun t t o

i n i t i a t e a d a t a ba s e o n b e s t p r a c t i ce s o r r ev ive t he EED p ro j ec t t ha t

f a i l e d i n t h e l a s t q u a r t e r o f 2 0 0 3 . M e a n t i me i t i s a l s o i mp o r t a n t t o

r e a l i z e , H o w t o a s s e s s t he d a ma g e o f no t hav ing an e f f i c i en t KM

s t r a t e g y .

T h e r e s po n s e s a l so i n d i c a t e d t h a t i d e a s f o r a l l i a n c e s a n d j o i n t

v e n t u r e s a r e n o t r e g u l a r l y r ev i ewed t o be ac t ed on when nece s sa ry .

T h e s e r e su l t s p o i n t o u t f o r t h e n e e d t o i n s t i t u t e s u f f i c i e n t me a s u r e s a n d

a c h a n g e i n t he p e r c e p t i o n t o t h e p roc e s s e s c a r r i e d o u t i n t he f i r m . T h e

s a me s i t u a t i o n w a s r e c o r d e d w i t h t h e q u e s t i o n o n t h e e v a l u a t i o n o f

i n t e l l e c t ua l a s s e t s .

F u r t h e r , a n a l y s i s o f t h e d i f f e r e n t a c h i e v e me n t s r e s u l t s c o n f i r m

t h e h y p o t h e s i s f i n d i n g s f o r i n c r e a s ed o p e n n e s s , t r a n s p a r e n t p o l i c i e s ,

i n v e s t me n t s i n I CT s , s t r u c tu r a l c h a ng e s a n d i m p r o v e d c o mpe t i t i v e n e s s

o f t h e e mp l o y e r t h r o u g h c h a n g e s t o v e r t i c a l a n d s i l o t y p e o f

h i e r a r c h i c a l s t r u c t u r e s a r e r e q u i r e d . T h e r e i s a h i g h l e v e l o f n e e d a n d

Summary

55

w a n t f o r s t r a t e g i c k n o w l e d g e ma n a g eme n t b u t t h e r e e x i s t o n l y a l o w

l e v e l o f a c t u a l i mp l e me n t a t i o n .

Conclusive Remarks

56

5 Conclusion

5.1 Conclus ive Remarks

T h e p u r p o s e o f t h i s t h e s i s i s t o ga in a be t t e r unde r s t and ing o f how

s o me f a c t o r s a r e c r i t i c a l f o r t h e s uc c e s s f u l a p p l i c a t i on o f Knowledge

M a n a g e m e n t ( K M ) . A l i t e r a t u r e r e v i e w i s i n o r d e r t o i d e n t i fy a n d

c a t e g or i z e t h e e x i s t i n g me a s u r e s , s u i t a b l e f o r e v a l ua t i n g t he

h y p o t h e s i s . T h e n f o l l o w e d f o r e a c h c o n s t r u c t t he e x i s t i n g s c a l e s

i d e n t i f i e d , a d j u s t e d f o r a p p l i c a t io n t o t h e s p e c i f i c r e se a r c h f i e l d .

I n t he l i t e r a r y r ev i e w s t he ma j o r w o r k o n K M i mp l e me n t a t i o n

f o c u s e d o n t h e p r e s e n t t r e n d s a n d a p p l i c a t i o n s i n t h e e E c on o my .

W h e r e i n , t o d a y ’ s c o mpe t e n c i e s b e c ome t o mor r o w ’ s c o re r i g i d i t i e s w i t h

u n p r e c e de n t e d s pe e d . A n o r g a n i z a t i o n s ho u l d h a ve t h e c a p a c i t y t o

e x p l o i t i t s k n o w l e d g e a n d l e a r n in g c a p a b i l i t i e s b e t t e r t h a n i t s

c o mpe t i t o r s , i f i t d e c i de s t o a s s ume a g i v e n c o m p e t i t i v e s t r a t e g y .

A l t h o u g h K M i s a n d a s a n e n t e r p r i s e - w i d e g o a l , ma n y c o mpa n i e s k i c k -

o f f a n i n i t i a t i v e i n o n e d e p a r t m e n t a n d t h e n e x t e n d t h e p r a c t i c e s

t h r o u g h o u t o t h e r p a r t s o f t h e o r g an i z a t i o n . T o c o n c l u d e , K n o w l e d g e

ma nage men t (KM) i s a p roce s s t ha t h e l p s o r g a n i z a t i o n s f i n d , s e l e c t ,

o rgan i ze , d i s s emi na t e , and t r an s f e r i m p o r t a n t i n f o r ma t i o n a n d e x p e r t i s e

t o g a i n b u s i n e s s a d v a n t a g e .

B a s e d o n t h e a b o v e r e s e a r c h s t u d y , i t i s c o n s i d e r e d t h a t t h e mos t

r e l e va n t f a c t o r s f o r t h e s uc c e s s f u l i mp l e me n t a t i o n a n d s u s t e n a n c e o f

m o me n t u m fo r t h e K M i n i t i a t i v es a re 1 ) Cu l t u r e , 2 ) KM Organ i za t i on ,

3 ) S t r a t e g y , S y s t e ms & I n f r a s t r u c t u r e , 4 ) E f f e c t i v e & S y s t e ma t i c

P r o c e s s e s a n d 5 ) M e a s u r e s .

T h e s u c c e s s o f t h e i n i t i a t i v e i s u l t i ma t e l y d e t e r mi n e d b y

s u f f i c i e n t c o mb i n a t i o n o f t h e a bo v e - me n t i o n e d f a c t o r s a nd t h e i r

i n c o r p o r a t i o n w i t h i n t h e l i n e o r g an i z a t i o n . T o e x a mi n e t h e h y p o t h e s i s a

f i e l d s t u d y t e c h n i q u e w a s e m p l o y e d .

Conclusive Remarks

57

T h e L i n d a u H e a d q u a r t e r s v i e w e d t h e s u r v e y i n t h e r e s e a r c h t h e s i s

a s a f e e d b a c k . L a t e r , i t w a s i n i t i a t e d a s a f u l l - f l e d g e d i n t e r v i e w

p r o c e s s , t o a r r i v e a t r e s u l t s t h a t a r e more conc re t e . The pu rpose o f t he

e x e r c i s e w o u l d t he n b e t o i n c r e a s e t h e u s e o f t h e s y s t e ms , a s p r o o f t o

t h e e x p e r t s , t h e a dv a n t a g e s t h e y co u l d o b t a i n f r o m i t s a d o p t i o n . A t t h e

l e a s t , i t w o u l d d e f i n i t e l y a m o u n t t o c i r c u ms t a n t i a l e v i d e n c e .

Based on t he na tu r e and t he pu rpos e o f t h i s s t udy , t he qua l i t a t i ve

me t h o d w a s a p p l i e d t o t h e p r o j e c t w or k b a s e d o n t h e e s s a y f o r m a t . T h e

o t h e r i s t h e q u an t i t a t i ve me t h o d b a s e d o n n u me r i c a l s c o r i n g a n d

g r ad ing . F ina l l y , t he r e su l t s c l ubbed t oge the r i n t he mi xed app roach , a

n a t u r a l c h o i c e . I n a d d i t i on , t he s t udy i s a fo u r - mo d e l i n t e r v i e w g u i d e

sp r ead ove r a pe r i od o f o n e y e a r . I t i n v o l v e d mor e t h a n t w o d i f f e r e n t

t y p e s o f q u e s t i o n n a i r e s . T h e c o mpl e t e mo d e l i n c l u d e d a q u e s t i o n n a i r e

w i t h n u m e r i c v a r i ab l e s a n d i n t e r v i ew s . E s s e n t i a l l y t he i n t e r v i ew s w i t h

a d r i v e t o g e t t o k n o w t h e s u b j e c t b e t t e r a n d c ro s s c h e c k t h e n u me r i c

v a r i a b l e s t o o . T h u s , i t i n c l u d e d q u e s t i ons t ha t ove r l apped i n to bo th

qua l i t a t i ve and quan t i t a t i ve app roach e s . T h i s g a v e t he i n t e r v i e w e e s

o p t i o n s t o r e s p o n d q u a l i t a t i v e , q u a n t i t a t i v e , a c o mb i n a t i o n o f b o t h o r

j u s t o n e o f t h e m. T h e c h o i c e o f u s i n g i n t e r v i e w s , d o c u me n t a t i o n a n d

Q u e s t i o nna i r e s wa s ma d e t o i n c r eas e / s t r e ng t h e n t h e v a l i d i t y o f t h e

t h e s i s .

Da t a ana ly s i s c a r r i ed two- s t age me thodo logy : ques t i onna i r e

v a l i d a t i o n a n d t h e n a p p l i e d i n o r d e r , t o t e s t t h e h y p o t h e s i s . E x c e l

shee t s a r e u sed fo r da t a ana ly s i s and f i nd ings , wh i l e t he me thod ( s )

s e c t i o n s d e s c r i b e t h e s t e p s o f t h e p r o c e d u r e .

A p o s s i b l e l i mi t a t i o n i s t h e f a c t t h a t t h e u s e d s a mp l e s o f 6 0 o u t

o f mor e t ha n 1 5 0 r e q u e s t e d r e s p o n s e s b y t h e p r e s e n t me t h o d i s n o t a

q u a l i f i e d s t a t i s t i c a l a c c o un t . H o w e v e r , t h e s t r e n g t h o f t h i s t h e s i s

me t h o d o l o g y l i e s i n i t s c o m p r e h e n s i v e c o v e r a g e o f v a r i o u s a s p e c t s o f

K M a n d i t s i mp l e me n t a t i o n a t t h e C o m p a n y H Q . I t p r o v i d e s f o r b o t h , a s

i n - Pos i t i v i s t r e s ea r che r s adop t a q u a n t i t a t i v e me t h o d o l o g y a n d c a r r y

ou t su rveys and ques t i onna i r e s . And , i n t e r p r e t i v e r e s e a r c h e r s a d o p t a

Conclusive Remarks

58

q u a l i t a t i v e me t h o d o l o g y a n d c a r r y ou t i n t e rv i ews and e thnog raph i e s .

Thus t he advan t age o f t he s t udy i s t h e f a c t t ha t i t i s i n fo rme d b y

e x p e r i e n ce o n b o t h t h e se f ro n t s . A l so , i t a t t em p t s t o us e a l l a va i l a b l e

i n f o r ma t i o n t o b a l a n c e t h e w e a k n e s s o f o n e me t h o d o l o g y w i t h t h e

s t r e n g t h o f a n o t h e r me t h o d o l ogy . The ma in weaknes s o f t he

me t h o d o l o g y s t e ms f r o m i t s i n a b i l i t y t o co l l e c t a n e x h a u s t i v e

q u a n t i t a t i v e a n d s t a t i s t i c a l l y r e p r e s e n t a t i v e d a t a t ha t i s e xp l i c i t l y

a mo n g s t s o me i mp o r t a n t K M e x e c u t i v e s . B e s i d e s t h e r e s u l t s n e e d t o b e

i n t e r p r e t ed w i t h g r e a t ca r e , b e c a u s e t h e d a t a by i t s e l f doe s n ’ t e xp l i c i t l y

s a y s o . D u e t o ma n y i n c o m p l e t e r e sp o n s e s t h a t w e r e r e c e i v e d a n d t h e

q u a l i t a t i v e r e s p o n s e p a r t s a r e s o me t i me s e s t i ma t e d b a s e d o n c o l l e c t e d

i mp r e s s i o n s , t h e r e i s a mi n o r i n f l u ence o n t he a c c u r a c y o f t h e e s t i ma t e s

f o r “key a r ea s o f weaknes s” i n K M i mp l e me n t a t i o n . Whi l e t h e s e

l i mi t a t i on s o u t l i ne p o t e n t i a l a r e a s o f w e a k n e s s i n t h e me t h o d o l o g y , y e t ,

i t s t i l l h a s b e e n p o s s i b l e t o u n d e r t a k e a c o mpr e h e n s i v e a p p r o a c h

s u c c e s s f u l l y .

A c c o r d i n g t o t h e h y p o t h e s i s a n d p r e v i o u s r e s e a r c h e s i n t h e y e a r

2003 con f i rm the KSFs advoca t ed by h y p o t h e s i s i n t h i s t h e s i s t h o u g h

t h e i n t e r v i e w s f a c ed ma n y c h a l l e n ge s .

T h e q u a l i t a t i v e r e s u l t s c l e a r l y suppo r t t he h y p o t h e s i s o f t h i s

t h e s i s r e g a r d i n g t h e i mp o r t a n c e o f t he f i v e K S F f o r t h e s u c c e s s o f K M

i mp l e me n t a t i o n p r o j e c t s

T h e a v e r a g e K M c u l t u r e c a n b e a ccoun t ed fo r one o f t he r e a sons

w h y t h e E E D p r o j e c t f a i l e d . T h e s e t h e r e f o r e c o n f i r m t he h y p o t h e s i s o n

t h e r e q u i r e me n t o f a s t r o ng K M C u l t u r e , a s o n e o f t h e p r e - r e q u i s i t e s

fo r K M s u c c e s s . T h i s w a s t h e r e a s o n w h y t h e E E D p r o j e c t f a i l e d d u e t o

t h e n o n a c c e p t a n c e b y t h e e x p e r t s , w h o d i d n ’ t r o u t i n e l y s h a r e a K M

c u l t u r e o f k n o w l e d g e s h a r i n g a n d r eco rd ing , f o r a f u tu r i s t i c t e am.

E E D p r o j e c t h a d b r o u g h t u p t h e r o l es i n t he v i r t ua l t e ams . The r e

w e r e s o me r o l e s s i mi l a r t o o r c a r r i e d t h e r e s p ons i b i l i t i e s l i k e a

c o m mi s s i o n ma n a g e r , i n s p e c t o r a n d a s s i s t a n t s w h i c h w a s r e q u i r e d . T h e

t o p ma n a g e me n t h a d n ’ t p r i o r i t i s e d t h e a i m o f K M s t r a t e g i e s i n a t e a m

Conclusive Remarks

59

t o ma k e t h e i r s e r v i c e s mor e a t t r a c t i v e f o r t h e c u s t o me r s . T h e C o m p a n y

d o e s a p p l y b o t h s e n i o r e mp l o y e e s a n d y o u n g e r ( n e w ) e m p l o y e e s i n t h e

v a r i o u s p r o j e c t a nd v i r t u a l t e a ms . H o w e v e r , t h e c o m p o s i t i on o f t h e

E E D p r o j e c t s h o we d mi n i m a l b a l a n ce on t he above a spec t s . Fu r the r ,

p a r t i a l l y i n d u c e d K M i n i t i a t i v e s u b s t a n t i a t e s t h e h y p o t h e s i s f i nd i n g f o r

a ma j o r e f fo r t i n K S F s f o r K M i n t h e f i rm . S i n c e , t h e i m p a c t o f

a p p r o p r i a t e c u l t u re p e r s p ec t i v e h e l ps a c h i e ve K M s u c c e s s t o bo t h t h e

s e n i o r - j un i o r e mp l o y e e a nd c u s t o me r i n t e r a c t i o n s , a n d o u t p u t s i n

knowledge sha r ing on a compe t i t i ve ba s i s . A need fo r cu l t u r e ove r tones

i n K M d i r e c t i o n s i s r e q u i r e d t o b r i ng ou t a hea l t h i e r and e f f ec t i ve

i n t e r ac t i ons a ime d i n t he KM d i r ec t i on , a s pe r ce ived by t he hypo thes i s

i n Cu l t u re KSF .

A t t h e d e p a r t me n t a l l e v e l , i t w a s d i f f i c u l t t o c a r r y o u t a n d

p r e sen t t he f i nd ings o f t he Techn i ca l C e n t r e ( s ) d ue t o t h e n a t u r e o f

t h e i r o p e r a t i o n s a n d f u n c t i o n a l r e q u i r e me n t s , w h i c h i n v o l v e ma n y

r e s t r i c t i o n s . T h u s , a n o t h e r w i s e e s s en t i a l depa r tme n t a l s t udy fo r a KM

r e s e a r c h i s e x c l u de d f r o m t h e d a t a i n t e r p r e t a t i o n s a n d p r e s e n t a t i o n s ,

i nc lud ing t he f i na l conc lu s ive r ema rks .

T o p ma n a g e me n t w a s v i e w e d , a s a ppa re n t l y mi s s i n g o r no t f e l t , i n

an o the rw i se non -ex i s t en t ske l e ton s t r uc t u re o f K M i n t h e f i r m. T h e

s t a t e o f a f f a i r s a s r e g a r d s K M o r g an i z a t i o n i s r e ma r k a b l y a b s e n t a n d

u n c e r t a i n w h e r e i n i t e x i s t s , a n d ve ry vague i n t e rms o f emp loyee

a w a r e n e ss , i n a n o t h e r w i s e s t r e a ml i n e d e n v i r o n me n t a l o r g a n i z a t i o n .

T h i s c a l l s f o r a c t i o n s t o m i n i mi z e l i k e l y l o s s f r o m, l a c k o f a n a c t i v e

K S F s i n K M i n t h e f i r m. T h e r e i n t he hypo the s i s f i nd ings become se l f -

e v i d e n t . T h e i n c i de n c e o f a h i g h e mp l o y e e a w a r e n e s s o f a l a c k o f a n

appa ren t KM Org . s t r uc tu r e i s bo rne i n t he hypo thes i s a s t he ma jo r

r e q u i r e m e n t b e s i d e s c u l t u r e f o r t h e s u c c e s s o f K M i n t h e f i r m.

A c o n s e ns u s o n t he i s s ue o f e x i s t i ng c o m m u n i t y o r co m mu n i t i e s

o f p r ac t i c e and t he l i ke l i hood o f u s ing t he i n t r ane t i n an i n fo r ma l

ma n n e r d r e w a b l a n k . B o t h t h e s e i s s u e s d r a w a b i g n e g a t i v e r e s p o n s e

and a h igh i nc idence dec l i ned t o r e spond was r eco rded . KM i s no t a

Conclusive Remarks

60

f o r ma l f u n c t i o n a l a r e a i n t h e o r g a n i z a t i o n . T h i s a l s o c on t r i b u t e s t o t h e

l a c k o f v i s i o n o n h o w K M c o u l d b e i n t e g r a t e d i n t o b u s i n e s s . T h i s i s

o n e o f t he ma j o r s e t b a c k s t o t he KM i n i t i a t i v e s , t h e l a c k o f a c l e a r

v i s i o n o r g o a l s t o e s t a b l i s h K M i n o rgan i za t i ons s t r apped o f f unds and

r e s o u r c e s . T h i s h a s e mp h a t i c a l l y l a i d b a r e f o r t h e n e e d o f a s t r a t e g y i n

t h e h y p o t h e s i s f o r K S F s f o r K M i n t h e f i r m.

As r ega rds t he emp loyee awareness o f t he need fo r p roa c t i ve

k n o w l e d g e a s s e t ma n a g e m e n t , a l mo s t a l l d e p a r t me n t s w e r e u n i f o r ml y

undec ided on t he s t a t u s o f t he f i r m. O n t h e i s sue e v a l ua t i o n o f

i n t e l l e c t ua l a s s e t s , a h i g h i n c i d e n c e d e c l i ne d t o r e s p o nd w a s r e c o r d e d .

T h e s e f i n d i n g s g r o u n d t h e f i n d i n g t h a t a n i mp o r t a n t i s s u e i s t h e t a s k o f

me a s u r e s f o r a n y c r i t i c a l s u c c e s s o f K M t o e n s u r e f u r t h e r p ro g r e s s ,

b e s i d e s e s s e n t i a l s u s t e n a n c e o f t he p r o j e c t i n i t i a t i v e s u n d e r t a k e n .

S e n i o r e m p l o y e e s a n d y o u n g e r e mp l o ye e s a r e i n t e r a c t i n g a n d l e a r n i n g

f r o m e a c h o t h e r ’ s e x p e r i e n c e . T h e p ra c t i c e o f t h e h y p o t h e s i s o n s h a r i n g

k n o w l e d g e b e t w e e n y o u n g a n d o l d i s c o mme n d a b l e . H o w e v e r , t h e

c o mpa n y d o e s n o t c o n f i r m t h e e v i d e n t o u t c ome s o f s u c h i n t e r a c t i o ns ,

e i t h e r i n t h e f o r m o f d o c u me n t a t i o n a n d a l s o b y t h e l a c k o f c l e a r

me a s u r e s i n d i c a t i n g t h e l a c k o f a c k n o w l e d g e me n t f r o m t h e f i r m

emp loyees on knowledge sha r ing e f fo r t s . T h u s , t h e p r o c e s s i s n o t

c o mp l e t e i n i t s e l f a n d t h e r e i s a K M p e r s p e c t i v e l a c k i n g i n t h i s

d i r e c t i o n f o r t h e f u t u r e r e q u i r e m en t s t ha t a r e l i ke l y t o i m p o s e a

c h a n g i n g e mp l o y e e b a s e i n a h i g h l y co mpe t i t i ve e n v i r on me n t .

T h e r e f o r e , t h e h y p o t h e s i s t a k e s f u r th e r s u s t e n a n c e o n i t s f i n d i n g s o f

me a s u r e i n s p i t e o f i t s g o o d s c o r e s i n t h e q u a n t i t a t i v e a n a l y s i s , a s o n e

o f t h e k e y s u c c e s s f a c t o r f o r K M .

N o e v i d e n c e i s f o u n d t h a t s u p p o r t any u sage o f so f twa re p rog rams

l i k e t h e i n t e l l i g e n t a g e n t s i n a s i g n i f i c a n t n u m b e r . O n e o t h e r c o mpa n y

l o c a t i o n o f t h e f i r m c o n f i r m t h e i r “ Ow n p r o g r a m me s ” a n d h i g h

u sab i l i t y o f t he depa r tmen ta l da t a b a s e s . T h i s i s p a r t o f t h e K M

in i t i a t i ve s cons t i t u t ed unde r d i f f e r e n t n a me s f o r a n o t h e r w i s e K M

s u c c e s s i n e x t e r n a l d a t a b a s e s . Th i s c o u ld b e mo r e e f f e c t i v e a n d

Conclusive Remarks

61

i n t e g r a t ed w i t h a n o v e r a l l ex p l i c i t KM s t r a t e gy a s p r o j e c t e d w i t h i n t h e

h y p o t h e s i s .

The ICTs and KM too l s u sed i n t he d i f f e r en t depa r tmen t s o f t he

c o mpa n y v a r i e d b o t h t e c h n ic a l l y a n d w i t h d i f f e r e n t l e v e l ( s ) o f u s a g e .

T h e c o mp a n y u s e d d a t a b a s e s i n a mi n i mu m r a t e , a l s o wh i l e i t u s e d t h e

s a me d e p a r t me n t a l d a t a b ase s l a rge ly . Th i s ba l anc e c a n b e s t b e a c h i e v e d

by i nco rpo ra t i ng t h i s a s one o f t h e o b j e c t i ve s fo r K M i n i t i a t i v e s

T h e c o l l e c t e d d a t a s u g g e s t s p l a n s fo r cons t ruc t i ng a da t abase fo r

e n h a n c i n g t h e c o l l a b o r a t i o n a n d s h a r i n g k n o w l e d g e w i t h o t h e r s . T h i s

n e e d s t o b e d o n e , k e e p i n g K S F s a t t h e f o r e f r o n t o f K M , i n t h e f i r m.

T h e s e f r o m a b o v e a n d o t h e r f a c t o r s , fu r t h e r c o n f i r m t he

c o mpl e x i t y a n d t h e a mb i g u i t y i n t he f i r m t h a t c a n b es t b e s i m p l i f i e d

a n d u n d e r s t o o d i n a s i n g l e s t r e a m b y a n i n s t i t u t e d K M p r o c e s s e s t h a t

w o u l d g i v e d i r e c t i o n a n d c o n n e c t t h e v a r i o u s e n d f a c t o r s a n d s i t u a t i o n s

b o r n e o u t o f a c t i o n s t o a me a n i n g f u l c e n t r a l t h e me . T h i s i s t h e e x a c t

d e mo n s t r a t e d a b i l i t y o f t h e h y p o t h e s i s i n g iv ing t he KSFs fo r KM in

t h e f i r m. F u r t h e r o n , t h e r e i s a l a c k o f o w n e r s h i p t o K M i n i t i a t i v e s

e i t h e r b y b u s i n e s s u n i t s o r t h e w h o l e b u s i n e s s . T h e re f o r e , u n d e r t a k i n g

K M r e s po n s i b i l i t y i n i t i a l l y i s q u i t e cha l l eng ing and a daun t i ng t a sk i n

a n o t h e r w i s e t i me s t a r v e d e mp l o ye e s i t u a t i o n . T h u s , t h e r e p e a t e d

a s s e r t i o n o n t h e r eq u i r e me n t o f a K M O r g . i n s t i t u t e d t o c a t e r fo r t h e s e

a p p a r e n t l y i n s u r m o u n t a b l e c h a l l e n g e s , a f f i r ms t he cho i ce o f KM Org .

a s t h e s e c o n d mos t i mp o r t a n t f a c t o r , wh ich i s c r i t i c a l f o r t he succe s s o f

K M a s i n t h e h y p o t h e s i s .

T h e K M s u r v e y i de n t i f i e d a s i g n i f i c an t deg ree o f i mpac t on t he

a w a r e n e ss o f t h e a v e r a g e e mp l o y e e r e g a r d i n g K M . T h e n e e d f o r

f o r mu l a t i n g a n o v e r a l l s t r a t e g y fo r k n o w l e d g e ma n a g e me n t c o me s

fo rwa rd ve ry s t r ong ly . The KSFs me a n s c l e a r l y c o n f i r m t h e de d uc t i o n s ,

t h e b a s i c p o s t u l a t e s ma d e f o r t h e k e y s u c c e s s f a c t o r s h y p o t h e s i s a n d

s u p p o r t t h e s t r o n g r e c o m m e n d a t i o n s t h e r e a f t e r f o r a d y n a mi c

k n o w l e d g e ma n a g e me n t i n i t i a t i v e . The l a ck o f wh ich was r e spons ib l e

fo r t h e f a i l u r e o f t h e p r e v i ou s K M i n i t i a t i ve t h e E E D p r o j e c t . Mos t K M

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i n d i c a t o r s c l e a r l y i n d i c a t e e i t h e r s a t i s f a c t o r y i n p e r f o r ma n c e o r p u r e l y

fu n c t i o n a l i n a n ex i s t e n t i a l f o r m. The key succe s s f a c to r s (KSF Mean

w h i c h i s a b o u t 3 ) n e e d t o b e mor e e f f e c t i v e a n d t a k e n i n t o a c c ou n t t o

i n i t i a t e a d a t a ba s e o n b e s t p r a c t i ce s o r r ev ive t he EED p ro j ec t t ha t

f a i l e d i n t h e l a s t q u a r t e r o f 2 0 0 3 .

Wh i l e M e t z e l e r L i n d a u i s a r a t h e r c e n t r a l i z e d a n d o l d

o rgan i za t i on i n L indau , t he o the r co mpa n i e s a r e w e l l e s t a b l i sh e d i n

E u r o p e w i t h a l a r g e r c i t y b a s e d o rg a n i z a t i o n b e h i n d t h e m o r c l o s e t o

t h e m. T h e i n t e g r a t i o n a n d t h e u n i f i e d b e n e f i t s c a n b e s t b e d i s t i l l e d t o

a l l d e p a r tme n t s i n a l l t h e b as e s b y i n s t i t u t i n g K M d r i v es b o t h i n a t op

down and a bo t t om up app roach , a s a d voc a t e d i n t h e h yp o t h e s i s

f i n d i n g s o n K S F s f o r K M .

T h e r e s u l t s h a v e sh o w n t h a t t h e i n d i v i d u a l emp l o y e e s a r e s t i l l

l o g g e d i n w a t e r t i g h t c o m p a r t me n t s a s r e g a r d s t h e i r p e r c e p t i o n a n d

i n v o l v e me n t i s c o n c e r n e d . T h i s c on s i d e r a t i o n c o u l d b e mor e d y n a mi c

a n d g l o b a l K M i n n a t u r e o n a p p l y i n g t h e s u g g e s t e d o u t c o me s f r o m t h e

s t u d y o n K S F s , a d v o c a t e d b y t h e h y p o t h e s i s .

C o n t i n u o u s i mp r o v e me n t s h a v e ma n a g e d t o k e e p t h e e mp l o y e e s

u p d a t e d a n d c o m p e t i t i v e ; y e t , t h e KM aspec t s a r e mi s s ing and cou ld

b e c o me a ma j o r d e f i c i t i f n o t a t t e nde d t o i n t h e fu t u r e . T h i s l i k e l y

even tua l i t y ha s been fo r eca s t ed by t he hypo thes i s on KSFs fo r KM, by

b a s i n g a l l d e t e r mi n i s t i c s t a t i s t i c s o n t h e p r i n c i p l e o u t c o me s a n d o n i t s

l i ke ly consequences .

T h e f o l l o w i n g f a c t o r s a r e i m p o r t a n t fo r t h e fu t u r e r e q u i r e me n t s t o

e n s u r e KM i n i t i a t i v e s t o s uc c e e d .

• h i g h p r i o r i t y g i ve n t o t he i n i t i a t i v e a t t he v e r y t o p o f t h e

h i e r a r c h y ;

• w e l l d e v e l o p e d a n d c o - o r d i n a t e d c o m mu n i c a t i o n s p l a n s f o r t h e

i n i t i a t i v e ;

• s t r o n g i n v o l v e me n t o f s t a f f i n t h e r e f o r m;

63

• e s t a b l i s h me n t o f i nc e n t i ve s t o s h a r e k n o w l e d g e ;

• a l l o ca t i on o f s u f f i c i e n t f i n an c i a l r e s ou r c e s

Th i s s t udy ha s p rov ided a w ide bu t f o c u s e d i n s i g h t i n t o t h e t o p i c o f

K M s u c c e s s f a c t o r s a n d on ma n a g i n g K M . I t w o u l d b e i n t e r e s t i n g t o

i n v e s t i g a t e h o w I C T s l i k e i n t e l l i g e n t a g e n t s c ou l d a f f e c t t h e i n t e r a c t i o n

and l e a rn ing pa t t e rn i n t he end i n an o rgan i za t i on . S ince t he company

i n s t udy had no t exac t l y t aken i n t he u se o f s i gn i f i c an t number o f

i n t e l l i ge n t a g e n t s , t h i s c o u l d b e c o me a n i n t e r e s t i n g t op i c t o

i n v e s t i g a t e . M o r e a t t e n t i o n h a s t o b e g i v e n t o t h e i n t e l l i g e n t a g e n t s .

A quan t i t a t i ve s t udy cou ld a l s o b e ma d e t o s e e , w h e n a n d t o w h a t

e x t e n t e a c h o f t h e I C T s a n d K M t o o l s a r e use d i n d i f f e r e n t s i t ua t i o n s .

S i n c e t h i s s t u d y i s a t t h e l o c a l o f f i c e o f a l a r g e mu l t i - i n t e r n a t i o n a l

o rgan i za t i on , t h i s opens up i n t e r e s t i ng pe r spec t i ve s f o r o the r

r e s e a r c h e r s . T h e y c o u l d ma k e mu l t i p l e - c a s e s t u d y a n a l y s i s i n a s i n g l e

c o mpa n y a n d d e e p e n t h e i r e f f o r t o n h o w d i f f e r e n t n o d e s i n t h e i r

i n t e r n a l ne t w o r k s ha r e k n o w l e d g e w i t h e a c h o t he r .

F u r t h e r mo r e , t h e s t r a t e g y t h e o r i e s a r e d i s cus s ing t a c i t knowledge i n

a l i mi t e d w a y , a n d n o t ma n y w r i t e r s a r e me n t i on ing i t a t a l l . The re fo r e ,

i t w o u l d b e v e r y i n t e r e s t i ng t o i nves t i ga t e ho w t ac i t knowledge cou ld

b e s t r a t e g i c a l l y b l e n d e d i n t o t h e r e s t o f t h e K M s t r a t e g y i n t he

o r g a n i z a t i o n . I n o r d e r t o f i n d t h i s ou t , a one -ca se s t udy w i th deep

i n t e r v i e ws c o u l d be i mp l i e d .

A l s o , t he r e s e a r c h d e r i ve s t h e h igh p robab i l i t y t ha t deve loped

o rgan i za t i on cou ld become sens i t i v e t o s t r e s s . R e s e a r c h c o u l d b e

i n i t i a t e d t o i n c l u d e t h i s a r e a . T h i s r e s e a r c h c o u l d be done t h rough a

s u r v e y , a c a s e s t u d y o r a c o mb i n a t i o n o f b o t h . T h i s i s d o n e i n o r d e r t o

o b t a i n a c c u r a t e a nd s u f f i c i e n t r e s u l t s f r o m t h e r e s e a r c he d d a t a .

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5.2 Personal Recommendat ions

1 . F i n d i n g t i me t o s h a r e k n o w l e d g e i s a k n o w n p r o b l e m e s p e c i a l l y i n

p r i v a t e e n t e r p r i s e s a n d i r o n i c a l l y , m os t c a n n o t ma k e 1 0 mi n u t e s t i me t o

l e a rn , how to s ave an hou r i n a h i gh -p re s su re env i ronmen t a t ou r work

p l a c e s . I t i s n o t e a s y t o g e t p e o p l e o u t o f t he i r work a r ea t o a l l ow them

t o b e a b l e t o s h a r e . E x e c u t i ve c o m mi t m e n t i s r e q u i r e d t o h o l d

d e d i c a t e d s h a r i n g s e s s i o ns w i t h a spec i f i c ob j ec t i ve /goa l . A l mos t

e v e r y o n e s e e ms t o b e b a f f l e d b y t h i s d i s a r mi n g l y s i mp l e i s s u e [ s h a r i n g

i n f o r ma t i o n ] . T h e p r o b l e m i s t h a t , emp loyees a r e so busy t ha t i t i s

d i f f i c u l t t o f i n d t h e t i me t o s h a r e o r documen t knowledge t o be sha r ed .

A s t r a t egy fo r p rov id ing emp loyees w i t h t i me a n d i n ce n t i v e t o ma k e i t

h appen de sp i t e an ove rworked workfo rce i s , a knowledge ga the r i ng

‘ t a s k f o r c e ’ p e o p l e w i t h a s s i g n e d ro l e s and r e spons ib i l i t i e s t ha t

c o l l e c t / g a t h e r i n fo r ma t i o n . T h e k e y i s t o ma rke t succe s s s t o r i e s t ha t i t

i s w o r t h f o r e v e r y b o d y t o t a k e t h e t i me t o w r i t e d o w n a n d s h a r e

i n f o r ma t i o n .

2 . A v a r i e t y o f s o u r c e s s u g g e s t s t h a t , we ough t t o have a l ook a t , i s t he

“ r e - u s e ” o f d o c u m e n t a t i o n . E v i d e n t l y , a l o t o f t h e i n fo r ma t i o n i n t h e

o f f i c e i s no t r e a l l y j u s t i n peop l e ’ s h e a d s . I t i s i n e ma i l s a n d s h o r t

me m o s , n o t e s o n i n v o i c e s , a l l s o r t s o f p l a c e s . F i n d i n g w a y s t o c o mp i l e

t h i s i n fo r ma t i o n i s n o t s o muc h a s c r e a t i ng t i me t o d o c u m e n t , b u t

f i g u r i n g o u t h o w t o u s e d o c u me n t a t i o n i n o r de r t o s h a re .

3 . Me tze l e r i s l o s ing a g r ea t dea l o f i n s t i t u t i ona l knowledge and t he

n e e d t o i n v e s t m o r e t i me a n d t he n e ces s i t y t o h a v e a t a r g e t e d

i mp l e me n t a t i o n o f K n o w l e d g e M a n a g e me n t a n d a c h i e v i n g i t w i t h i n t h e

n e x t t h r e e y e a r s . M o r e o v e r , K n o w l ed g e M a n a g e me n t i s n o t j u s t a b o u t

s y s t e ms , i t i s a b ou t p e o p l e a n d i n s t i t u t i o n a l a t t i t u d e s . T h e s t a f f h e r e

shou ld unde rgo r eo rgan i za t i on and l e a r n t o s h a r e o r p a r t i c i p a t e

c o n s t r u c t i v e l y i n K n o w l e d g e t r a n s fe r be tween t hose who we re g iven

n e w t a s k s a n d t h o s e w h o h a d d o n e t h e t a s k s b e f o r e . T h e r e a r e , a n d s t i l l

w i l l be emp l o y e e s w h o d o n o t h a v e a s o l i d g r a s p o n t h e i r d u t i e s o n

knowledge t r an s f e r s o r knowledge sh a r i ng . So me Me tze l e r emp loyees ,


65

a p p r o a c h t o d a i l y k n o w l e d g e t r a n s fe r s a s , “ h e r e a r e m y f i l e s a n d my

n o t e s , g o o d l u c k ! “ A s a r e s u l t man y e mp l o y e e s a r e p e o p l e - w h o a r e

s l o w t o c h a n g e , a n d r e s i s t a n t t o sha r i ng t he i r knowledge . Many f ea r

o t h e r s t ak i n g o v e r t h e i r t a sk a n d f e a r j o b s e cu r i t y . T he k e y i s a n d w i l l

b e t o c on v i n c e t he m t h a t t h e y a r e m o r e n e ce s s a r y t o t h e f i r m a s a

r e g u l a r - n o r ma l e mp l o y e e a n d a s a k n o wl e d g e e x p e r t . So me t r e n d s e t t e r s

e mb r a c e c h a n g e a n d t h u s h e l p o t he r e mp l o y e e s i n u t i l i z i n g t h e i r

e n t h u s i a s m t o p r o p e l K M p r o j e c t s f o r w a r d .

4 . O n i n i t i a t i n g Kn o w l e d g e M a n a g e me n t i n i t i a t i v e s , one c a n e xp e c t a n

i n c r e a s e d w o r k l o a d , w i t h a d e c r e a s e i n t h e n u mbe r o f s t a f f . C u r r e n t l y ,

t h e ma j o r i t y o f t h e e mp l o y e e s a r e o b t a i n i n g o u t s i d e a n s w e r s f r o m a

l a r g e d e s k b i n d e r ; f r o m u p d a t e s f rom supe rv i so r s , who r ece ive upda t e s

f r o m o t h e r i n t e r n a l e x p e r t s , b u s i n es s u n i t s a n d f r o m e x t e r n a l s o u r c e s

a l s o . T h e K M S w i l l e na b l e t h e e mp l o y e e s t o l o c a t e i n fo r ma t i o n mor e

q u i c k l y , i n t e r n a l a n d e x t e r n a l , a s w e l l a s r e c e i v i n g n e c e s s a r y u p d a t e s

r ega rd ing common mi sunde r s t and ings , b a c k l o g s e t c , a n d p r o c e d u r a l

c h a n g e s d i r e c t l y .

5 . M a n y o f t h e e m p l o y e e s u t i l i z e e ma i l a n d p h o n e c o n v e r s a t i o n s t o

o b t a i n a n s w e r s , n o t t o me n t i o n t h e i n t r a o r t h e i n t e r ne t . T h e p r o b l e m

w i t h t h i s i s t h a t t he d i f f e r e n t o r t h e s a me S u b j e c t Ma t t e r E x p e r t ( S M E )

o f t e n a n swe r s t he s a me q u e s t i o n i n d i f f e r e n t fo r ms a n d w a y s , m u l t i p l e

t i me s fo r mu l t i p l e p e o p l e . T h i s o c c up i e s t i me , b e s i d e s c r e a t i n g a l o t o f

a mb i g u i t y a n d c o m p l e x i t y . T h u s , a l o t o f v a l u a b l e t i m e a n d e n e r g y a r e

l o s t , t ha t t h e S M E a n d t h e e mp l o y e e ( s ) n e e d t o d e v o t e t o t h e i r t a s k s .

T h e K M S c a n a l l ow e mp l o y e e s t o s e a r c h p r e v i o u s q ue s t i o n s / a n s w e r s ,

d o c u me n t s , p o l i c i e s a n d p r o c e d u r e s be f o r e c o n t a c t i n g t he S M E s . T h e r e

a r e o n l y a f e w d e d i c a t e d p e r s o n n e l o n t h e EED t e a m, w h i c h i s a c t u a l l y

w o r k i n g a s a K M S t e a m. T h e o t h e r o r t he r e s t o f t he emp loyees work i s

s c h e d u l e d a r o u n d o t h e r p r i o r i t i e s .

T h e E E D p o r t a l s K n o w l e d g e M a n ag e me n t P r i n c i p l e s w i l l e nab l e

f e w e r me e t i n g s , a s t e a ms c a n d o w o r k v i r t u a l l y a n d o n t h e i r o w n

s c h e d u l e s . C r o s s t e a m p r o j e c t s , i n f o r ma t i o n m e e t i n gs w i t h s u p e rv i s o r s ,


66

ma nage r s and execu t i ve t e ams , exchanges o f i n fo rma t ion t hen cou ld

s i mp l y b e p o s t e d o n e t i me f o r ma n y . T h e r e i s s o me u s e o f g r o u p a n d

ma s s e ma i l s , h o w eve r ma n y e mp l o y e e s d e l e t e t h e m o r l o s e t he m i n t h e

ma s s e s o f e ma i l s . R a t h e r t h a n s e a r c h i n g Lo t u s N o t e s , K n o w l e d g e

M a n a g e m e n t c a n p r o v i d e t h e m w i t h a n y c o n t e x t t h e y d e s i r e . T h i s

i n c l u d e s r e l a t e d l e g i s l a t u r e , c o d e s , b o a r d d e c i s i o n s , p o l i c i e s , p r e v i o u s

p o l i c i e s a n d p r o c e d u r e s t h a t h a v e b e e n s u p e r s e d e d , a n d me m o s &

announcemen t s dea l i ng w i th excep t i ons .

T h i s h i gh l y s p e c i a l i ze d v e r s i o n s o f da t a t r an sac t i ons by EEDs

a l l o w s m u l t i p l e T a s k s / G o a l s s i mu l t a n e o u s l y i m p l e me n t e d t o b e

s e r i a l i z e d o r mu l t i p l e x e d i n t o a s i ng l e EEDS c hanne l , r educ ing

bounda r i e s , connec t i ng eve rybody t o eve ry th ing , and capab l e t o

a c h i e v e e x p o n e n t i a l r e s u l t s . T H U S, E E D s K M S t e c h n o l o g y s o l u t i o ns

e l i mi n a t e t h e t r a d e - o f f s i n s p e e d o f t h o u g h t , i n f o r ma t i o n p o w e r ,

n u mb e r e d s e a r c h r e c o r d s , a n d c o s t f o r h i g h pe r f o r ma n c e d a t a

t r a n s a c t i o n a n d p r o j e c t mi s s i o n a pp l i c a t i o ns . H e n c e , t h e E E D s K M S

t e c h n o l o g y a l o n g w i t h s e v e r a l o t h e r p e r mu t a t i o n s & c o mbi n a t i o n s o r

mu l t i p l e KMS Techno logy mode l s and me t h o d i s mos t s u i t a b l e . I t h e l ps

t o t r an sac t i n h igh ly spec i a l i z ed d a t a r e a s o n a b l y , a t a me a n i n g f u l

H u ma n p e r c e p t i o n o u t p u t p a t t e r n . T h i s i s do n e f r o m t h e i n fo r ma t i o n

s o u r c e ce n t r e s t o t h e i n fo r ma t i o n - p r o c e s s i ng u n i t a n d t h e n t o t h e

i nd iv idua l works t a t i ons . The re a r e many works t a t i ons and a t a d i s t ance

a w a y f r o m e a c h o t h e r i n s pa c e , t i me a n d i n h uma n p e r c e p t i o n s .

F i n a l l y t h e E E D s r e q u i r e a u s e r ma n u a l f o r C o P s a l o n g t h e f o l l o w i n g

f i v e d i me n s i o n s , w o u l d h e l p M e t z e l e r :

• P u r p o s e

• Proces se s and p r ac t i c e s

• P e o p l e

• Sys t ems and Too l s

• D o c u me n t a t i o n


67

6 . Me tze l e r i n t e rna l r egu l a t i ons a r e i n f l u e n c e d d i r e c t l y f r o m c h a n g e s i n

l e g i s l a t i o n e n a c t e d b y t h e d i f f e r e n t n a t i o n s a r o u n d t h e w o r l d , w h e r e i n

M e t z e l e r i s l o c a t e d . T h e f i r m f a c e s s t i f f c o mp e t i t i o n f r o m s p e c i a l l oc a l

A P S i n d u s t r y , m a n u f a c t u r e r s a n d c u s t o me r s ’ i n t e r e s t s a t d i f f e r e n t

c o u n t r y l o c a t i o n s . T h i s c l e a r l y me a n s w o r k s l o w l y t r a n s c e n d s b o r d e r s

a n d a f f e c t s a l l p e op l e a l l t he t i me . T h u s , t h e b u s i n e s s f r o n t l i n e w o r k e r s

a n d t h e c o n t a c t c e n t r e a g e n t s n e e d t o be ab l e t o a cce s s a l l o f t he se

c h a n g e s d a t i n g b a c k t o r e t i r e e s w ho r e t i r e d d e c a d e s a g o , i f t h e y a r e

s t i l l l i v i n g . A g a i n , s e a r c h ing t h rough b inde r s , f i l e d r awer s and l o tu s

n o t e s , a n d t o s e e k a n s w e r s f r o m o t h e r e mp l o y e e s i s o c c u p y i n g muc h

e mp l o y e e t i me .

7 . F o r M e t z e l e r h a s t o ma k e t h e K n o w l e d g e M a n a g e me n t i n i t i a t i v e

obv ious and appa ren t t o a l l . The need t o i n s t i l a knowledge v i s i on i s

n e e d e d t o b u i l d a s o l i d f o u n d a t i o n f o r k n o w l e d g e ma n a g e me n t s e r v i c e s

t h a t i s f l e x i b l e a nd g r o w o v e r t i me . F o r o t h e r s , t h e y ma y f i n d t h a t a

m o r e i n f o r ma l s t r u c t u r e i s p r e f e r a b l e . H o w e v e r , M e t z e l e r c o u l d

i n s t i t u t e a b e t t e r p r a c t i ce s d a t a base i n s t ead o f a be s t p r ac t i c e s

d a t a b a s e . T h a t i s , t o i d e n t i f y a n d p r o m o t e ‘ B e t t e r P r a c t i c e ’ , a c he c k l i s t

h a s t o b e c r e a t e d . T h i s w o u l d e n h a n ce t h e u s e o f d a t a , i n f o r ma t i o n a n d

k n o w l e d g e t o i mp r o v e p r o d u c t i v i t y and s e rv i ce de l i ve ry . The ob j ec t i ve

i s t o gu ide t he s t a f f r e spons ib l e f o r ma nag ing i n fo r ma t ion and

k n o w l e d g e ( w i t h ) i n t h e f i rm . IT ma nage r s cou ld u s e t h e c h e c k l i s t i n

d e a l i n g w i t h d a i l y o p e r a t io n s o r w i t h c o n t r a c t o r s , o r c u s t o m e r s . T h i s

c h e c k l i s t c o u l d f o c u s o n n o n - t e c h n i c a l i s s u e s . I t s h o u l d b e n o t e d t h a t a

c h e c k l i s t , n e e d n o t n e c e s s a r i l y t o be c o mpr e h e n s i v e . R a t h e r , i t mus t

h i g h l i g h t k e y i s s ue s . T h e che c k l i s t i s mos t l y me a n t t o b e i t e r a t i v e a n d

d r a w o n t h e e x pe r t i s e a nd e x p e r i e nce o f p r ac t i t i one r s . The sub j ec t

ma t t e r a n d i s s u e s c o u l d b e r ev i e w e d a n d u p d a t e d t o r e f l e c t

d e v e l o p m e n t s .

Points to Note

68

5.3 Points to Note

1 . I t s h o u l d b e b o r n e i n mi n d t h a t mo r e t h a n ha l f o f t h e e x e c u t i ve s w h o

p a r t i c i p a t e d i n t h e s t u d y f e l t t h a t t h e o r g a n i z a t i o n w a s n o t p a r t i c u l a r l y

good a t gene ra t i ng new knowledge .

2 . T h i s t h e s i s i s a l i mi t e d s t u d y by e x c l u d i n g me a s u r e me n t s o f t h e

e x t e n t t o w h i c h t he t oo l s a r e u sed .

3 . K n o w i n g - d o i n g a p p l i e d t o k n o w l e d g e ma n a g e me n t i s a n e x c e l l e n t

a p p r o a c h . E s p e c i a l l y , w i t h t h e wh o l e c o n c e p t t h a t , t h o s e d o c u me n t i n g

knowledge o f t en do no t unde r s t and t ha t , wh ich t hey a r e documen t ing .

Hence , t he p rob l em wi th many sy s t ems .

5.4 Impl icat ions for Management

T h e r e s e a r c h h a s i n v e s t i ga t e d h o w a c o mpa n y c a n u s e K M s u c c e s s f u l l y

a n d i t s s u c c e s s f a c t o r s i n K M . T h e ma n a g e m e n t i mp l i c a t i o n s a r e ma d e

t o h e l p t h e i n v e s t i g a t e d c o m p a n y , a s w e l l a s o t h e r c o mpa n i e s t h a t

p r a c t i c e t h e u s e o f K M .

T h e s t u dy h a s sh o w n t h a t i t i s n e c e s sa r y t o f a c i l i t a t e a n d

encou rage bo th ex t e rna l and i n t e rna l i n t e r a c t i o n . T h e r e fo r e , i t i s

r e l e v a n t t o c o n s i d e r s u c h a n a p p r oach t o t he deve lopmen t o f knowledge

a n d t h e k n o w l e d g e s h a r i n g p r o c e s s . A n o r g a n i z a t i o n a l m o d e l , w h e r e t h e

c o mpa n y p r o mo t e s f o r a n ope n e x t e r na l sha r i ng shows a h ighe r deg ree

o f k n o w l e d g e f l o w a n d i n t e r a c t i o n . F u r t h e r m o r e , i t i s i mp o r t a n t t o

r e me mbe r t h a t t h e d e v e l o p m e n t t o w ards ICTs and KM too l s shou ld be

b r o u g h t u n d e r c o n t r o l l e d f o r ms . A s t h e s t u d y s h o w e d , a c o mpa n y t h a t

r e a c h e s a c r i t i c a l l e v e l o f i n f o r ma t i o n s t o r a g e c a n b r i e f l y l o s e t h e

o v e r v i e w o n t h e s t r u c t u r e a n d c o n t e n t o f k n o w l e d g e . T h i s s c e n a r i o

c o u l d l e a d t o a r i s k o f a b u n d a n c e o f t h e t o o l s b y t h e t e a m m e mb e r s .

F i n a l l y , t h e o r g a n i z a t i o n s h o u l d focus on so lu t i ons t ha t o f f e r

g r e a t f l ex i b i l i t y i n e x e r c i s i n g c o n t ro l o v e r sh i f t i n g i n t e r ac t i on s f r o m

Implications for Management

69

" d i r e c t " t o " I T - e n a b l e d " . S o me t i mes a f a s c i n a t i o n w i t h t e c h n o l o g y ma y

r e s u l t i n t h e a s s um p t i o n t h a t e mp l o y e e s mus t a d j u s t t o t h e I C T s i n s t ea d

o f t h e o t h e r w a y a r o u n d . O r g a n i z a t i o n mus t c r e a t e a K M s t r a t e g y t h a t

u n i f i e s b o t h t h e i n t e l l e c t u a l a s s e t s w i t h t h e t e c h n o l o g y b e i n g u s e d .

V i e w i n g I C T s a s a n e n a b l e r o f l e a r n i n g a l l o w s i n t e l l e c t ua l a s s e t s t o

ma k e m o r e i n f o r m e d d e c i s i o n s a b o u t t h e a p p r o p r i a t e u s e f o r v a r i o u s

l e a r n i n g t a s k s .

Sources& References

I

6 Ancillaries

6.1 Sources& References

6.1 .1 Literature

1 . Abe l l , A . and Oxbrow, N . ( 2001 ) Compe t ing w i th Knowledge , t he

i n fo rma t ion p ro f e s s iona l i n t h e k n o w l e d g e m a n a g e m e n t a g e . L i b r a r y

Assoc i a t i on Pub l i sh ing , London .

2 . A p g a r , M . ( 1 9 98 ) . " T h e a l t e r na t i ve w o r k p l a c e : c ha ng i n g w h e r e a n d

how peop l e work" . H a r v a r d B u s i n e s s R e v i e w , Vo l . 76 , No . 3 , p . 121 -

139 .

3 . B a u ma r d , P . ( 1 9 9 9 ) . T a c i t K n o w l e d g e i n O r g a n i z a t i o n s . T h o u s a n d

O a k s , C A .

4 . Be lb in , M. (1996 ) . Team ro l e s a t work . O x fo r d : B u t t e r w o r t h -

H e i n e ma n n .

5 . B e l l , D . ( 1 9 7 3 ) . T h e C o m i n g o f Pos t - i n d u s t r i a l S o c i e t y . B a s i c B o o k s ,

New Yor k , NY.

6 . Bha t t , G . ( 2000 ) . "Organ i z in g k n o w l e d g e i n t h e k n o w l e d g e

d e v e l o p m e n t c y c l e " . J o u r n a l o f K n o wl e d g e M a n a g e m e n t , V o l . 4 , N o . 1 ,

1 5 - 2 6 .

7 . B h a t t , G . ( 2 0 0 2 ) . " M a n a g e me n t s t r a t eg i e s f o r i nd iv idua l knowledge

a n d o r g a n i z a t i o n a l k n o w l e d g e " . Journa l o f Knowledge Managemen t ,

Vo l . 6 No . 1 2002 pp . 31 -39

8 . B o i s o t ( 1 9 8 7 ) I n f o r m a t i o n a n d O r g a n i z a t i o n s : T h e M a n a g e r a s

A n t h r o p o l o g i s t . L o n d o n : F o n t a n a / C o l l i n s .

9 . Bo i so t , M.H . ( 1995 ) . In fo rma t ion Space : A Framework f o r Learn ing

i n O r g a n i z a t i o n s , I n s t i t u t i o ns a n d C u l t u r e , R o u t l e d g e , Lo n d o n .

Literature

II

10 . Bo i so t , M. H . ( 1998 ) . K n o w l e d g e A s s e t s : S e c u r i n g C o m p e t i t i v e

A d v a n t a g e i n t h e I n f o r m a t i o n E c o n o m y . Ox fo rd .

1 1 . B o i s o t , M . a n d G r i f f i t h s , D . ( 19 9 9 ) . " P o s s e s i o n i s N i n e - Te n t h o f

t h e L a w : M a n a g i n g a F i r m ' s C o m pe t e n c e i n a R e g i me o f We a k

Approp r i ab i l i t y " . In t e rna t i ona l Journa l o f Techno logy Managemen t ,

Vo l . 17 , No . 6 , p . 662 -676

1 2 . B o n t i s , N . ( 2 0 0 1 ) . " C K O w a n t e d - e v a n g e l i c a l s k i l l s n e c e s s a r y : a

r e v i e w o f t h e c h i e f k n o w l e d g e o f f i c e r p o s i t i o n" . K n o w l e d g e a n d

P r o c e s s M a n a g e m e n t , Vo l . 8 , No . 1 , p . 29 -38 .

1 3 . B r a d a c h , J . L . a n d E c c l e s , R . G . ( 1 9 8 9 ) . " R e l a t i o n a l d e v e l o p m e n t i n

c o mp u t e r - s u p p o r t e d g r o u p s " . M I S Qu a r t e r l y , Vo l . 20 , No . 2 , p . 143 -

165 .

14 . Bu rn , J . , Mar sha l l , P . and Burne t t , M . ( 2002 ) . E-bus ine s s s t ra t eg i e s

f o r v i r t u a l o r g a n i z a t i o n s . O x f o r d : B u t t e r w o r t h - H e i n e ma n n h o o , C . W. ,

D e t l o r , B . a n d T u r n b u l l , D . ( 2 0 0 0 ) , W e b W o r k : I n f o r m a t i o n s e e k i n g a n d

knowledge work on t he Wor ld Wide Web . K l uwe r A c a de mi c P u b l i s h e r s ,

D o r d r e c h t .

15 . C ros s , R . and Ba i rd , L . ( 2 0 0 0 ) . " T e c h n o l o g y i s n o t e n o u g h :

i mp r o v i n g p e r f o r ma n c e b y b u i l d i n g o r g a n i s a t i o n a l me mor y " , S l o a n

Managemen t Rev i ew , Vo l . 41 , No . 1 , p . 69 -78 .

1 6 . C u m mi n g s , L . L . a n d B r o mi l e y , P . ( 1 9 9 6 ) . The Organ i za t i ona l T rus t

I n v e n t o r y : d e v e l o pm e n t a n d V a l i d a t i o n . I n R . M . Kr a me r a nd T . R .

T y l e r , T r u s t i n O r g a n i s a t i o n s : F r o n t i e r s o f t h e o r y a n d r e s e a r c h , p .

3 0 2 - 3 3 0 . T h o u s a n d O a k s , C A : S a g e P u b l i c a t i o n s .

1 7 . C z i n k o t a , M . R . a n d R o n k a i n e n , I . A . ( 1 9 9 8 ) . I n t e rna t i ona l

M a r k e t i ng . Fo r t Wor th : Dryden P re s s .

18 . Davenpo r t , T .H . , De Long , D . W. A n d B e e r s , M . C . ( 1 9 9 8 ) .

" B u i l d i n g S u c c e s s f u l K n o w l e d g e M a n a g e me n t P r o j e c t s " . S loan

Managemen t Rev i ew , Vo l . 39 , No . 2 , pp . 43 -57 .

Literature

III

1 9 D e S a n c t i s , G . a n d P o o l e , M . S . ( 1 9 9 7 ) . " C a p t u r i n g t h e c o mpl e x i t y i n

a d v a n c e d t e c h n o l o g y u s e : Ada p t i v e s t r u c t u r a t i o n t h e o r y " . O r g a n i z a t i o n

S c i e n c e . Vo l . 5 , No . 2 , p . 121 -147 .

2 0 D i e r i c k x , I . A n d C o o l , K . ( 1 9 8 9 ) . " A s s e t s t o c k a c c u mul a t i o n a n d

s u s t a i na b i l i t y o f c o mpe t i t i ve a d v a n t age " . M a n a g e m e n t S c i e n c e . V o l 3 5 ,

No . 12 , p . 1504 -1514 .

2 1 D r u c k e r , P . ( 1 9 9 3 ) . P o s t - c a p i t a l i s t S o c i e t y . B u t t e r w or t h - H e i nema n n ,

New Yor k , NY.

2 2 D r u c k e r , P . F . ( 2 0 0 0 ) . " M a n a g e me n t C h a l l e n g e s f o r t h e 2 1 s t

C e n t u r y" . I n t e rna t i ona l Journa l o f Con t emporary Hosp i t a l i t y

M a n a g e m e n t . Vo l . 12 , No . 6 , p . 238 -247 .

2 3 E a r l , M . J . , S c o t t , I . A . , 1 9 9 9 , " Wha t i s a ch i e f knowledge o f f i c e r ? " ,

S l o a n M a n a g e m e n t R e v i e w , Vo l . 40 , No . 2 , p . 29 -38 .

2 4 . H a me l , G . a n d H e e n e , A . ( 1 9 9 4 ) . Compe tence -Based Compe t i t i on .

N e w Y o r k : J o h n Wi l e y .

2 5 . J a r v e n p a a , S . L . a n d L e i d n e r , D . E . ( 1 9 9 8 ) . " C o m u n i c a t i o n s a n d

T r u s t i n G l o b a l V i r t u a l T e a ms " . J o u r n a l o f C o m p u t e r - M e d i a t e d

Commun i ca t i on . Vo l 3 , N o . 4 , p . 1 5 - 5 3 .

2 6 . J u n n a r k a r , B . ( 1 9 9 7 ) , “ L e v e r a g i n g c o l l e c t i v e i n t e l l e c t b y b u i l d i n g

o r g a n i z a t i o n a l c a p a b i l i t i e s ” , E x p e r t S ys t e ms w i t h A p p l i c a t i o n s , V o l . 1 3

No . 1 , pp . 29 -40 .

2 7 . K o l b , D . ( 1 9 7 6 ) . T h e L e a r n i n g S t y l e I n v en t o r y : T e c h n i c a l M a n u a l .

Bos ton : McBer and Co .

28 . L i ebowi t z , J . ( 2000 ) . Bui ld ing o rgan i za t i ona l i n t e l l i gence : a

knowledge managemen t p r imer . C R C P r e s s L L C . B o c a R a t o n , F l o r i d a .

29 . Marakas , G .M. (1999 ) . D e c i s i o n S u p p o r t S y s t e m s i n t h e T w e n t y -

f i r s t Cen tu ry , P r e n t i c e - H a l l , E n g l e w o o d C l i f f s , N e w J e r s e y .

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3 0 . M a r k u s , M . L . ( 1 9 9 4 ) . " E l e c t r o n i c ma i l a s t h e m e d i u m o f

ma n a g e r i a l c h o i c e " . O r g a n i z a t i o n S c i e n c e , Vo l . 5 , No . 4 , p . 502 -527 .

3 1 . M a r s h a l l , C . , P r u s a k , L . a n d S h p i l be rg , D . ( 1996 ) . "F inanc i a l R i sk

a n d t h e N e e d f o r S u p e r i o r K n o w l e d g e M a n a g e m e n t " . C al i f o r n i a

Managemen t Rev i ew , Vo l . 38 , No . 3 , Sp r ing .

3 2 . M c D e r mo t t , L . , Wa i t e , B . a n d B r a w l e y , N . ( 1 9 9 9 ) . " P u t t i n g

t o g e t h e r a w o r l d - c l a s s t e a m " . Tra in ing and Deve lopmen t . V o l . 5 3 , N o .

1 , p . 4 6 - 5 1 .

3 3 . M e l y m u k a , K . ( 1 9 9 8 ) . " Wh a t y o u h e a r d i s n o t w h a t I s a i d " .

C o m p u t e r W o r l d , Vo l . 32 , No .28 , p . 63 .

34 . Mera l i , Y . ( 1997 ) . I n fo rma t ion , s y s t ems , and dase in . I n F . S t o w e l l

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35 . Mera l i , Y . and F rea r son , N . ( 1995 ) . I n f o r m a t i o n a n d r e a l i s a t i o n .

Unpub l i shed Resea r ch No te .

3 6 . M e r a l i , Y . a n d M c G e e , J . ( 1 9 9 8 a ) . I n f o r m a t i o n c o m p e t e n c e s a n d

k n o w l e d g e c r e a t i o n a t t h e c o r p o r a t e c e n t r e . Ch i c h e s t e r : J o h n Wi l e y .

3 7 . M e y e r , R . C . , D a v i s , J . H . a n d S c h o o r ma n , F . D . ( 1 9 9 5 ) . " A n

i n t e g r a t i ve mo d e l o f o r g a n i z a t i o na l t r u s t " . Ac a d e m y o f M a n a g e m e n t

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a n d t e m p o r a r y g r o u p s . I n R . M . K r a me r a n d T . R . T y l e r ( E d s . ) , T r u s t

i n o r g a n i z a t i o n s : F r o n t i e r s o f t h e o r y a n d r e s e a r c h . T h o u s a n d O a k s :

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ph i l o sophy . L o n d o n : R o u t l e d g e .

4 8 . P o l a n y i , M . ( 1 9 6 6 ) T h e T a c i t D i m e n s i o n . G l o u c e s t e r : P e t e r S mi t h .

4 9 . P o p p e r , K . R . ( 1 9 8 3 ) . R e a l i s m a n d t h e A i m o f S c i e n c e . London :

Hu tch in son .

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t e a m i n t e r a c t i o n : a s s e s s me n t , c o n s e q u e n c e s , a n d ma n a g e me n t " . Team

Per fo rmance Managemen t : An In t e rna t i ona l Journa l . Vo l . 6 , No . 7 /8 ,

p . 1 3 1 - 1 3 7 .

5 1 . P o r t e r , M . E . a n d M i l l a r , V . E . ( 1 9 8 5 ) . " H o w I n f o r ma t i o n g i v e s y o u

c o mpe t i t i v e a d v a n t a g e " . Har v a r d B u s i n e s s R e v i e w . J u l -Aug , p . 149 -

160 .

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52 . Powe l l , W. W. (1990 ) . "Ne i t he r ma rke t no r h i e r a r chy : Ne twork

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No . 3 , pp . 295 -336 .

53 . P r aha l ad , C .K . and Ha me l , G . ( 1 9 9 0 ) . " T h e C o r e C o m p e t e n c e o f t h e

Corpo ra t i on" . Harvard Bus ine s s Rev i ew . M a y - J u n e 1 9 9 0 , p . 7 9 - 9 1 .

5 4 . R a g h u r a m, S . , G a r u d , R . , Wi e s e n fe ld , B . and Gup ta , V . ( 2000 ) .

"Fac to r s con t r i bu t i ng t o v i r t u a l w o r k a d j u s t me n t " . Journa l o f

M a n a g e m e n t . May , Vo l . 27 , I s sue 3 , pp . 383 .

55 . Rae l i n , J .A . ( 1997 ) . "A mode l o f work -based l e a rn ing" .

O r g a n i z a t i o n S c i e n c e , Vo l . 8 , No . 6 , pp . 563 -78 .

5 6 . R o w l e y , J . ( 1 9 9 9 ) . " W h a t i s Knowledge Manageme n t? " . L ib r a ry

Managemen t , Vo l . 20 , No . 8 , pp . 416 -420 .

57 . Sanchez , R . ( 2001 ) . Knowledge Managemen t and Organ i za t i ona l

C o m p e t e n c e . New York : Oxfo rd Un ive r s i t y P r e s s .

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Knowledge Managemen t . C h i c h e s t e r : J o h n Wi l e y .

59 . Sco t t -Mor ton , M. S . ( 1991 ) . The Corpora t i on o f t he 1990s . N e w

Y o r k : O x f o r d U n i v e r s i t y P r e s s .

6 0 . S e n g e , P . M . ( 1 9 9 0 ) . T h e F i f t h D i sc i p l i n e . D o u b l e d a y / C e n t u r y : N e w

York

6 1 . S h o r t , J . , W i l l i a ms , E . , a n d C h r i s t i e , B . ( 1 9 7 6 ) . T h e s o c i a l

p s y c h o l o g y o f t e l e c o m m u n i c a t i o n s . Ne w Y o r k : J o h n Wi l e y .

6 2 . S i mo n , H . ( 1 9 8 2 ) . M o d e l s o f B o u n d e d R a t i o n a l i t y . Ca mbr idge , MA:

MIT P re s s .

6 3 . S k y r me , D . J . ( 1 9 9 7 ) Knowledge Managemen t . [On- l i ne ] . Ava i l ab l e :

h t t p : / / w w w . s k y r me . c o m/ i n s i g h t s / 2 2 k m . h t m [ 2 0 0 2 O c t o b e r 2 8 t h ] .

64 . S t enma rk , D . ( 2001 ) "Leve rage Tac i t Organ i za t i ona l Knowledge" .

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6 5 . S y e d , S . R . ( 1 9 9 8 ) , “ A n a d a p t i v e f r a me w o r k f o r k n o w l e d g e w o r k ” ,

J o u r n a l o f K n o w l e d g e M a n a g e me n t V o l . 2 N o . 2 , p p . 5 9 - 6 9 .

6 6 . S y e d Z . S . ( 1 9 9 8 ) , “ S e n s e ma k i n g a n d a r t i f a c t s : a n e x p l o r a t i o n i n t o

t h e r o l e o f t o o l s i n k n o w l e d g e ma n a g e me n t ” , J o u r n a l o f K n o w l e d g e

Managemen t Vo l . 2 No . 2 , pp . 10 -19 .

6 7 . S y e d Z . S . ( 1 9 9 7 ) , “ K n o w l e d g e M a n a g e me n t : A n Eme r g i n g

D i s c i p l i n e ” , J o u r n a l o f K n o w l e d g e M a n a g e m e n t , V o l . 1 N o . 1 p p . 7 5 -

82 .

6 8 . Wa l k e r , J . W. ( 2 0 0 0 ) . “ E - l e a d e r s h i p ? ” Human Resource P lann ing .

Vo l . 23 , No . 1 , p . 5 -6 .

6 9 . Wa l t h e r , J . B . ( 1 9 9 7 ) . " G r o u p a n d i n t e r p e r s o n a l e f f e c t s i n

i n t e r n a t i on a l c o mp u t e r - me d i a t e d c o l l a b o r a t i o n" . Human Commun ica t i on

R e s e a r c h , Vo l . 23 . No . 3 , p . 342 -369 .

7 0 . We i c k , K . E . ( 1 9 9 5 ) S e n s e m a k i n g i n Or g a n i s a t i o n s . Thousands

O a k s , C A : S a g e P u b l i c a t i o n s .

7 1 . Wi s e ma n , R . L , H a m m e r , M . R . , and N i sh ida , H . ( 1989 ) .

" P r e d i c t o r s o f i n t e r c u l t u r a l c o m m u n i c a t i o n c om p e t e n c e " . I n t e r n a t i o n a l

J o u r n a l o f I n t e r c u l t u r a l R e l a t i o n s , Vo l . 1 3 , N o . 2 , p . 3 4 9 - 3 7 0 .

7 2 . Wi i g , K . ( 1 9 9 6 ) . E n s u r i n g T h a t W e C a p i t a l i z e o n t h e U s e o f

K n o w l e d g e . K n o w l e d g e R e s e a r c h I n s t i t u t e . A r l i n g t o n , T e x a s .

7 3 . Wun c h e , A . ( 1 9 9 9 ) Moving knowledge managemen t beyond

t e c h n o l o g y .

7 4 . Y i n , R . K . ( 1 9 9 4 ) . C a s e s t u d y R e s e a r c h . D e s i g n a n d M e t h o d s .

S e c o n d e d i t i o n . Th o u s a n d O a k s : S a g e P u b l i c a t i o n s , I nc .

7 5 . Z a c k , M . H . ( 1 9 9 9 ) . " D e ve l o p i n g a k n o w l e d g e s t a t e g y " . C a l i f o r n i a

Managemen t Rev i ew . V o l 4 1 , N o . 3 , p p . 1 2 5 - 1 4 6 .

Other Sources (Internet)

VIII

6.1 .2 Other Sources (Internet )

1 . AGIMO Knowl e dge Manageme n t , 2004 (Page 10 )

h t t p : / / w w w . a g i mo . g o v . a u / p r a c t i c e /de l i ve ry / check l i s t s / knowledge

2 . D ignum, V and He imanns fe ld , K 1999 (Page 11 )

h t t p : / / s e r n . u c a l g a r y . c a / K S I /KAW/ KAW99/pape r s /D ignum1/

3 . S e r v i c e Wa r e 2 0 0 3 ( P a g e 1 2 )

h t t p : / / a u . i t p a p e r s . z d n e t . c o m/ a b s t r ac t . a spx?sc id=87&x=40&doc id=84134

4 . S k y r m e , D J a n d A mi d o n , D M 1 9 9 7 ( P a g e 1 2 )

h t t p : / / w w w . s k y r me . c o m/ p u b s / k n w s t r a t . h t m

5 . D i g n u m , V a n d H e i ma n n s f e l d , K 1 9 9 9 ( P a g e D i s t r i b u t e d K M S )

h t t p : / / s e r n . u c a l g a r y . c a / K S I /KAW/ KAW99/pape r s /D ignum1/

6 . B i x l e r ( 2 0 0 2 ) ( Pa g e K e y S u c c e s s Fa c t o r s )

h t t p : / / w w w . k mw o r l d . c o m/ p u b l i c a t i on s / ma g a z i n e / i n d e x . c f m? a c t i o n = r e a d

a r t i c l e&Ar t i c l e_ ID=1158&Pub l i ca t i on_ ID=61

7 . K P M G 2 0 0 3 ( P a g e K e y S u c c e s s F a c t o r s )

h t t p : / / w w w . o f f i c e . c o m. t w / 2 0 0 3 % 2 0 KP M G % 2 0 k ms u r v e y % 2 0 r e s u l t s % 2 0 jan%202003 .pd f G e n e r a l O n l i n e Re a d i n g & B r o w s i n g 8 . D a v e n p o r t , T . H . ( 1 9 9 7 ) S e c r e t s o f s u c c e s s f u l k n o w l e d g e m a n a g e m e n t . Knowledge Inc . . 9 . G la s se r , P . ( 1999 ) . "The knowledge f ac to r " . C I O M a g a z i n e 10 . Hau t sch i l d , S . , L i ch t , T . , S t e in , W. (2001 ) . "Crea t i ng a Knowledge C u l t u r e" . T h e M c K i n s e y Q ua r t e r l y . 1 1 . M a l h o t r a , Y . ( 1 9 9 7 ) . K n o w l e d g e M a n a g e m e n t f o r t h e N e w W o r l d o f B u s i n e s s . [On l i n e ] . A v a i l a b l e : h t t p : / / w w w . b r i n t . c o m/ k m / w h a t i s . h t ml

List of Figures

IX

6.2 Lis t of Figures

Figure 1: Target Groups ......................................................................................................... 18 Figure 2: Target Groups Data in 2004 ................................................................................... 20 Figure 3: Technologies Contributing to KMS....................................................................... 37 Figure 4: KSF Overview ........................................................................................................ 42 Figure 5: Culture .................................................................................................................... 44 Figure 6: KM Organization .................................................................................................... 47 Figure 7: Strategy, Systems and IT Infrastructure ............................................................... 49 Figure 8: Effective& Systematic Processess......................................................................... 50 Figure 9: Measures ................................................................................................................ 52

6.3 Appendices

AA.1 Appendix A Questionnaire, 2004 (German Language Version- Part One (Quantitative Analysis) & Part Two (Qualitative Analysis) AA.2 Appendix B Questionnaire, 2004 (English Version Part One (Quantitative Analysis) & Part Two (Qualitative Analysis) AA.3 Appendix C Questionnaire, 2003 Interview guide (for EED- Experts and Virtual Team Members in September 2003) AA.4 Appendix D Questionnaire, 2003 Questionnaire (Prepared as Feedback Questionnaire Form on Launching EED in Nov 2003 for Experts and Virtual Team Members). AA.5 Appendix E Target Groups Data

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X

AA.1 Appendix A Questionnaire (German Version, 2004 with QUESTIONNAIRE - Part One (Quantitative Analysis)& QUESTIONNAIRE- Part Two (Qualitative Analysis)) Diese Befragung dauert ca. 22 Minuten und sollte ohne Unterbrechung ausgefüllt werden. Fragebogen (Bitte Felder ankreuzen oder ausfüllen.) 1. Name (freiwillig): Abteilung... Ort, Datum… Wie lang Sind Sie Mit Metzeler ...... 2. Ausbildung:

Berufsausbildung Hochschule Aufbaustudiengang Bitte nur den letzten Abschluss angeben 3. Geschlecht:

männlich weiblich 4. Alter

20-29 30-39 40-49 50-59 60 + 5. Wie viele virtuellen Kommunikationsgruppen/-plattformen bauten Sie bereits auf / halfen Sie aufzubauen? Falls dies nicht zutrifft, geben Sie an, wie vielen kommunikativen Gruppen Sie angehören?

1-4 5-9 10-19 20 oder mehr 6. Werden Sie regelmäßig von den zuständigen Experten des Wissensmanagement Teams über dessen Inhaltsgenerierung und –Nutzung unterrichtet bzw. haben Sie Zugriff auf diesbezügliche Foren?

Ja Nein Wie viele Mitarbeiter hat Ihr Unternehmen? (ungefährer Wert): 8. Werden Sie oder Ihre Projektgruppe von der Geschäftsführung beim Austausch von „Best Practices“ (Beste Problemlösungen) unterstützt?

Ja Nein Skalenbeschreibung Bewerten Sie folgende Umfrage mit diesen Werten NA = keine 1 = Nein 2 = Wahrscheinlich in 2 Jahr/ MINIMAL 3 = Priorität in 2 Jahr/ PARTIELL 4 = Sichtbar/ BETRÄCHTLICH 5 = Ja, VORHANDEN in Praxis 1. Erhebung Kultur 1. Wir die Erfassung und der Austausch von Wissen in Ihrem Unternehmen routiniert durchgeführt? NA 1 2 3 4 5 Bemerkung:

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2. Werden Fehler als Lernquelle gesehen? NA 1 2 3 4 5 Bemerkung: 3. Wird Veränderung als Teil des Arbeitslebens gesehen? NA 1 2 3 4 5 Bemerkung: 4. Sind Ihre Mitarbeiter oder Kollegen bei Anfragen bereit Auskunft zu geben? NA 1 2 3 4 5 Bemerkung: 5. Wird der Wissensaustausch Stärke und der Vorbehalt von Informationen als Schwäche gesehen? NA 1 2 3 4 5 Bemerkung: 6. Gibt es eine gute interne Kommunikation und regen Informationsaustausch zwischen den Mitarbeitern? NA 1 2 3 4 5 Bemerkung: 7. Wird Wissensmanagement (Austausch, Erfassung, usw.) nahezu täglich gefördert? NA 1 2 3 4 5 Bemerkung: 8. Wird schlechtes Wissensmanagement aktiv „bekämpft“? NA 1 2 3 4 5 Bemerkung: 9. Wird engagiertes Wissensmanagement belohnt? NA 1 2 3 4 5 Bemerkung: 10. Wird Wissen in allen Bereichen als Schlüssel-Ressource angesehen? NA 1 2 3 4 5 Bemerkung: 11. Ist allen Bereichen Ihres Unternehmens die Wichtigkeit von proaktivem Wissensmanagement bewusst? NA 1 2 3 4 5 Bemerkung: 12. Nehmen alle Bereiche an Kommunikationsplattformen (Intranet) teil? NA 1 2 3 4 5 Bemerkung: 2. Erhebung KM Organisation 1. Wird Wissensmanagement vom Top Management als wichtiges Element der Firmenstrategie angesehen? NA 1 2 3 4 5 Bemerkung: 2. Gibt es im Top Management des Unternehmens einen Verantwortlichen für Wissensmanagement? NA 1 2 3 4 5 Bemerkung: 3. Gibt es eine eigene Abteilung bzw. einen Verantwortlichen für Wissensmanagement in Ihrem Unternehmen? NA 1 2 3 4 5 Bemerkung:

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4. Wird Wissensaustausch bzw. die Verteilung gefördert? NA 1 2 3 4 5 Bemerkung: 5. Sind die Arbeitsgruppen Ihres Unternehmens effektiv? Werden Teammitglieder ermutigt von einander zu lernen? NA 1 2 3 4 5 Bemerkung: 6. Unterstützt Ihr Unternehmen den Zugriff von externen Mitarbeitern/Niederlassungen auf Netzwerke und Informationssysteme? NA 1 2 3 4 5 Bemerkung: 7. Werden multi-disziplinäre Arbeitsgruppen gebildet und betreut? NA 1 2 3 4 5 Bemerkung: 8. Gibt es eine Unternehmensvision, wie Wissensmanagement in die Geschäftsfelder integriert werden kann? NA 1 2 3 4 5 Bemerkung: 9. Gibt es klare Zuständigkeiten und Budgets für Wissensmanagement-Aktivitäten? NA 1 2 3 4 5 Bemerkung: 10. Gibt es klare unternehmens- oder abteilungsbezogene „Eigentumsregelungen“ bei Wissensmanagement-Initiativen? NA 1 2 3 4 5 Bemerkung: 11. Gibt es unternehmensweite Bestrebungen, die die Erfassung, Allokation und Anwendung von Wissen durch den Lerneffekt von anderen zu Lernen fördert? NA 1 2 3 4 5 Bemerkung: 12. Schätzt Ihr Unternehmen systematisch die zukünftige Bewertung von Wissen ein bzw. wird Wert von Wissen planmäßig bewertet und die Planerfüllung zielstrebig verfolgt? NA 1 2 3 4 5 Bemerkung: 3. Erhebung Strategie, Systeme & IT Infrastruktur 1. Werden Technologieansätze zusammen mit Kunden und Zulieferern (wo möglich) gemeinsam verfolgt bzw. geplant? NA 1 2 3 4 5 Bemerkung: 2. Ist Wissensmanagement Teil Ihrer Unternehmensstrategie? NA 1 2 3 4 5 Bemerkung: 4. Erhebung: Effiziente & Systematische Prozesse 1. Werden Vermögenswerte des Schlüssel-Wissens (z. B. Kunden Know-How) identifiziert, aufbewahrt und aufrechterhalten? NA 1 2 3 4 5 Bemerkung:

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2. Gibt es effektive Archivierungsprozesse für das Dokumentenmanagement? (nicht zwingend in elektronischer Form) NA 1 2 3 4 5 Bemerkung: 3. Werden intellektuelle Vermögenswerte des Unternehmens rechtlich gesichert? (sofern möglich) NA 1 2 3 4 5 Bemerkung: 4. Gibt es kontinuierliche Weiterbildungsmaßnahmen für eine erfolgreiche Anwendung von Wissensmanagement? NA 1 2 3 4 5 Bemerkung: 5. Wird die Vervielfältigung von Wissen in Ihrem Unternehmen gefördert? NA 1 2 3 4 5 Bemerkung: 6. Ist es in Ihrem Unternehmen ohne größere Hindernisse möglich, die richtigen Informationen zu bekommen, die für das Alltagsgeschäft notwendig sind? NA 1 2 3 4 5 Bemerkung: 7. Wenn eine Arbeitsgruppe ein Projekt abschließt wird danach der Lerneffekt dokumentiert? NA 1 2 3 4 5 Bemerkung: 8. Werden Ansätze/Bestrebungen/Nutzen für Allianzen und Joint Ventures kontinuierlich überprüft oder nur wenn nötig angepasst bzw. in Frage gestellt? NA 1 2 3 4 5 Bemerkung: 5. Erhebung Bewertung 1. Gibt es in Ihrem Unternehmen die Ansätze der partizipativen Zielsetzung, Messung und Rückmeldung? NA 1 2 3 4 5 Bemerkung: 2. Werden Ihre Mitarbeiter/Kollegen zur kontinuierlichen Prozessverbesserung angehalten? NA 1 2 3 4 5 Bemerkung: 3. Gibt es einen kontinuierlichen Ideenfluss für die Optimierung des gesamten Unternehmens? NA 1 2 3 4 5 Bemerkung: 4. Gibt es ausreichend Quellen für eine verbindliche und nachhaltige Weiterbildung in Ihrem Unternehmen? NA 1 2 3 4 5 Bemerkung: 5. Wird in Ihrem Unternehmen intellektuelles Kapital bewertet? NA 1 2 3 4 5 Bemerkung: Themen des Fragebogens( Part 2)

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Unternehmenskultur 1. Teilen die Mitarbeiter Ihres Unternehmens Ihr Arbeitswissen? Bemerkung: Wird das Intranet zur Wissensverteilung informell genutzt (routinefrei, persönlich und unstrukturiert)? Bemerkung: Ermutigen Arbeitsplatzgestaltung und Besprechungen den informellen Wissensaustausch? Bemerkung: 2. Werden Wissensbeiträge und deren Austausch in Ihrem Unternehmen in irgendeiner Form zusätzlich gefördert oder vielleicht sogar belohnt (Incentives)? Bemerkung: 3. Wird Wissensaustausch von den Führungskräften Ihres Unternehmens (z. B. GF, IT-Manager etc.) vorgelebt? Bemerkung: Organisation des Wissensmanagements 4. Wurden spezifische Stellen für das Wissensmanagement definiert und eingerichtet? Bemerkung: Sind die Führungskräfte und Stabsstellen für Wissensmanagement-Aufgaben und -Techniken speziell ausgebildet? Bemerkung: 5. Wird Wissen durch vordefinierte Stellen bewertet oder gibt es Bibliothekare oder Informationsmanager, die Ablage von Wissen koordinieren? Bemerkung: 6. Werden Wissensbeiträge und deren Austausch unternehmensweit unterstützt? (Aus organisatorischer Sicht) Bemerkung: 7. Besitzen Sie in Ihrem Unternehmen Kommunikationsinseln (Cafeteria, Sozialräume, usw.), um Konversation unter den Mitarbeitern zu fördern? Bemerkung: Strategie, Systeme & Infrastruktur 8. Kennen Sie die Experten/Schlüsselpersonen Ihres Unternehmens für die unterschiedlichen Wissensbereiche? Bemerkung: 9. Hat Ihr Unternehmen einheitliche Prozesse/Mechanismen, um Wissensaustausch unter den Mitarbeitern zu ermöglichen? Bemerkung: 10. Gibt es bereits integrierte Systeme für Content und Knowledge Management. Gibt es Werkzeuge oder Technologien, die folgende Aufgaben übernehmen:

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Bemerkung: Archivierung von Inhalten Referenzierungen Trendanalysen Bemerkung: Effiziente & Systematische Prozesse 10. Gibt es systematische Prozesse für die Sammlung, Organisation, Verwertung und Sicherung von intellektuellen Vermögenswerten an Schlüsselpositionen? Bemerkung: Bewertung 11. Bewertet und verwaltet Ihr Unternehmen das vorhandene intellektuelle Kapital (z. B. ………..) systematisch? Werden zu diesem Thema regelmäßig Berichte zu diesem Thema veröffentlicht? Bemerkung: Andere kritische Erfolgsfaktoren 12. Was sind Ihrer Meinung nach weitere kritische Erfolgsfaktoren zum Aufbau und Betrieb von praktikablen virtuellen Kommunikationsgruppen/-plattformen. Bemerkung: Sonstiges Haben Sie noch Wünsche, Anregungen oder Kommentare zu diesem Fragebogen oder der Untersuchung? Bemerkung: Zusammenfassung: Freie Kommunikation ist ein wesentlicher Bestandteil für Vertrauen und Vertrauen ist notwendig für die Kapitalisierung von Wissen.

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AA.2 Appendix B Questionnaire (English Version, 2004 with QUESTIONNAIRE - Part One (Quantitative Analysis)& QUESTIONNAIRE- Part Two (Qualitative Analysis)) This QUESTIONNAIRE exercise will take you about 13 minutes (Please put a tick mark ( ) in the appropriate place.) 1. Name (optional): Department... Date& Place… Years of Experience in Metzeler ….. 2. Level of education:

Certified\ Certification Bachelor‘s Degree Postgraduate Please select the nearest category

3. Gender: Male Female

4. How old are you? 20-29 30-39 40-49 50-59 60 or above 5. How many virtual communities of practice did you build\ or helped to build\ or

participated? 1-4 5-9 10-19 20 or above 6. Do the expert- employees\ senior& junior colleagues share findings or inform you about the latest in their knowledge creation\ progression i.e., ‘Groupthink’ forums on all issues

including ‘tricks of the trade’, ‘advances in a\ the field’, etceteras? Yes No 7. Currently active number of employees\ colleagues (estimated): 8. Is your team\ group supported by the top management in sharing best practices?

Yes No Evaluation of the matrix: Assign yourself the following points for each

NA = 0, where 0 is doing nothing at all = NONE and 1 = Don’t Know, Not Sure or Can’t Say = NO 2 = Not Important or as Not been Addressed = MINIMALLY 3 = Partially Beneficial or somewhat Effective or Less Scope for Overall Improvement = PARTIALLY 4 = Important or May not be effective but other associated necessary actions being taken = SUBSTANTIALLY 5 = Critical or already in place and effective = FULLY Also, the scale can generally be summarized as follows for majority situations

'NA 1 2 3 4 5’ is calibrated as in '5 (Always) 4 (Often) 3 (Sometimes) 2 (Occasionally) 1 (Never)' NA (Not Applicable), (Note: "NA" and "1" scale values are equivalent.)

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QUESTIONNAIRE - Part One (Quantitative Analysis) 1. EVALUTE Culture 1. Is recording and sharing knowledge a routine and like any other daily habits for the employees? NA 1 2 3 4 5 Remarks: 2. Is failure seen as an opportunity to learn? NA 1 2 3 4 5 Remarks: 3. Is change accepted as part of working life? NA 1 2 3 4 5 Remarks: 4. Are the employees co-operative and helpful when asked for some information or advice? NA 1 2 3 4 5 Remarks: 5. Is Knowledge sharing seen as strength and knowledge hoarding as a weakness? NA 1 2 3 4 5 Remarks: 6. Is there good intra-team communication and sharing of knowledge? NA 1 2 3 4 5 Remarks: 7. Is good knowledge management behaviour like sharing, reusing knowledge actively promoted on a day-to-day basis? NA 1 2 3 4 5 Remarks: 8. Is bad knowledge management behaviour actively discouraged? NA 1 2 3 4 5 Remarks: 9. Are Individuals visibly rewarded for knowledge sharing and reuse? NA 1 2 3 4 5 Remarks: Do people at all levels recognise knowledge as a key resource? NA 1 2 3 4 5 Remarks: 10. Are people in the organisation aware of the need to proactively manage knowledge assets? NA 1 2 3 4 5 Remarks: 11. Do people at all levels in the organisation participate in some kind of a community or communities of practice? NA 1 2 3 4 5 Remarks: 12. Is the intranet used to share knowledge in an informal manner (non-routine, personal and unstructured way)? NA 1 2 3 4 5 2. EVALUATE KM Organization 1. Does the top management recognise KM as an important part of the business strategy? NA 1 2 3 4 5

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Remarks: 2. Is there top management representation for KM? NA 1 2 3 4 5 Remarks: 3. Is knowledge management a formal function area in the organisation? NA 1 2 3 4 5 Remarks: 4. Is internal staff rotation actively encouraged to spread best practices and ideas? NA 1 2 3 4 5 Remarks: 5. Are the teams in the organisation effective? Are self managed teams composed of individuals capable of learning from each other? NA 1 2 3 4 5 Remarks: 6. Are virtual or remote teams supported effectively in terms of access to networks or knowledge? NA 1 2 3 4 5 Remarks: 7. Are multi-disciplinary teams effectively formed and managed? NA 1 2 3 4 5 Remarks: 8. Is there a vision for how KM should be integrated into the business? NA 1 2 3 4 5 Remarks: 9. Are there defined responsibilities and budget for KM initiatives? NA 1 2 3 4 5 Remarks: 10. Is there a clear ownership of KM initiatives either by business units or by the whole business? NA 1 2 3 4 5 Remarks: 11. Does the organisation hone its skills for generating, acquiring and applying knowledge by learning from other organisation's learning processes? NA 1 2 3 4 5 Remarks: 12. Does the organisation systematically assesses its future knowledge requirements and execute plans to meet them? NA 1 2 3 4 5 Remarks: 13. Is knowledge sharing across departmental boundaries actively encouraged? (Not similar to ‘’incentives’’) NA 1 2 3 4 5 Remarks: 3. EVALUATE Strategy, Systems& an IT Infrastructure 1. Is Technology shared with clients and suppliers (where appropriate) to enhance relationships? NA 1 2 3 4 5 Remarks: 2. Is management of knowledge a part of the business strategy?

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NA 1 2 3 4 5 Remarks: 4. EVALUATE: Effective& Systematic Processes 1. Are Key knowledge assets such as customer knowledge identified and preserved and maintained NA 1 2 3 4 5 Remarks: 2. Are Effective cataloguing and archiving procedures in place for document management (not necessarily electronic) NA 1 2 3 4 5 Remarks: 3. Are Intellectual assets legally protected? NA 1 2 3 4 5 Remarks: 4. Are Training and development programs in KM behaviour undertaken from point of recruitment? NA 1 2 3 4 5 Remarks: 5. Is there any duplication of effort in the organisation? NA 1 2 3 4 5 Remarks: 6. In the day-to-day working environment, is it easy to find the right information? NA 1 2 3 4 5 Remarks: 7. When a team completes a task, does it distil and document what it has learned. NA 1 2 3 4 5 Remarks: 8. Are ideas for alliances and joint ventures constantly reviewed and acted on when necessary. NA 1 2 3 4 5 Remarks: 5. EVALUATE Measures 1. Is there a participative goal setting, measurement and feedback? NA 1 2 3 4 5 Remarks: 2. Are individuals committed to continual improvements? NA 1 2 3 4 5 Remarks: Is there a constant flow\ generation of new ideas within the organisational context? NA 1 2 3 4 5 Remarks: 3. Are resources committed for ongoing training and development of individuals? NA 1 2 3 4 5 Remarks: 4. Are Intellectual assets evaluated? NA 1 2 3 4 5 Remarks:

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QUESTIONNAIRE- Part Two (Qualitative Analysis) CULTURE 1. Do the employees share their knowledge? Remarks: Is the intranet used to share knowledge in an informal manner (non-routine, personal and unstructured way)? Remarks: Do workplace settings and format of meetings encourage informal knowledge exchange? Remarks: 2. Are there incentives given for knowledge contribution, exchange or on knowledge sharing in your firm? Remarks: 3. Is the support from executive management to KM (Knowledge Management)\ knowledge sharing VISIBLE? Remarks: KM Org. 4. Are there specific knowledge roles identified and assigned? Remarks: Are all senior managers and professionals trained in knowledge management techniques? Remarks: 5. Is knowledge validated through peer or superior review or, are there some kinds of librarians or information management staff that coordinate knowledge repositories. Remarks: 6. Is knowledge sharing across departmental boundaries actively encouraged? (Not similar to ‘’incentives’’) Remarks: 7. Do you have an active ‘’common’’ meeting space to facilitate knowledge exchange (As in the Canteen\ the Dinning Hall or the water-cooler as meeting place, a knowledge café or any open office to promote communication; a sort of HUB) for unanticipated encounters and marketplace for conversation? Remarks: Strategy, Systems& Infrastructure 8. Do you know who your best experts are for different domains of key knowledge? Remarks: 9. Does your firm have a mechanism in place that allows the sharing of knowledge among the employees? Remarks: 10. Does your company have systems in place that allow the content and knowledge management. Are there are specific techniques or tools you use for the following: Remarks: Content archival Cross-referencing Trend analysis Remarks:

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Effective& Systematic Processes 11. Is there a systematic process for gathering, organizing, exploiting and protecting key knowledge assets like ………………………………? Remarks: Measures 12. Does your organization measure and manage its intellectual capital (Ex. …) in a systematic way, and publish regular reports of any kind on this subject? Remarks: Other critical success factors 13. In your opinion, what other factors do you consider as critical success factors for the establishment and operation of ‘Groupthink’\ virtual communities of practice? Remarks: Comments 14. Would you like to make comments or suggestions about the Questionnaire? Remarks: Conclusion Free communication is essential for trust, and trust is essential for selling knowledge

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AA.3 Appendix C Interview guide (for EED- Experts and Virtual Team Members in September 2003) Respondent: Name, Position in company, Background, Time in company and Time on current position Q.1. How do you view the concept of knowledge? Information processes How is knowledge best used within the company? Q.2. How is knowledge best managed within the company? Any need for a strategy. (If so, what should it include?) Q.3. Are you familiar with the concept of ‘’Knowledge Management’’? Q.4. What is the company’s objective in its KM strategy? - Knowledge consolidation - Standardisation of existing knowledge in the form of procedures/protocols - Combination of external knowledge and internal ``know-how`` - Acquisition of new knowledge from external sources - Generation of new knowledge inside the organization -Transformation individual knowledge into collective knowledge Q.5. Is KM included in the organizational overall strategic objectives? - Involved individuals - Knowledge barriers - Details/parts that specifically supports the used/planned KM strategy Q.6. What "norms" and "guidelines" has the company in order to take use of the existing knowledge? - Knowledge distributors - Where can these "norms" be found? - Considering virtual teams Q.7. How would you like to describe the knowledge transfer within the company? - In virtual teams - Group level versus individual level - Which aid? (Examples only if the respondents are facing problems) - How important is it today? And for the future? Q.8. How much of the company's daily internal work is made through teamwork? - Development (historical and future perspective) Q.9. To what extent do you and your co-workers use electronic tools/ devices in your daily work? - Creating value (how?) - Different levels within the company (differences) - Other effects on the use - Replacement for face-to-face Q.10. What is your view towards virtual teams? - Critical Success Factors - What is there to win (short term, long term?) - Lasting coherence (timeframe, pros and cons) - Failed efforts (reasons) - Storing methods - Future expectations on the use (more or less, why?) Q.11. Do you consider e-mail and Intranet to work as knowledge transfers and storing places for knowledge? (If yes; use of today, desired use)

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AA.4 Appendix D Questionnaire (Prepared as Feedback Questionnaire Form on Launching EED in Nov 2003 for Experts and Virtual Team Members). In the context of this study, consider "Knowledge Management" to include the strategies and support mechanisms for the creation, identification, collection and sharing of knowledge. This also includes the practices in how knowledge functions as an appliance within the organization. The purpose of Knowledge Management (KM) is to improve the organization's effectiveness by leveraging the knowledge of an individual employee and the need to use to compete. Depending on the business knowledge strategy, important knowledge is:

- The intellectual assets (employees) that underlie products and services - Knowledge about customers and markets - The identification and transfer of "best practices" - The individual expertise

Knowledge is a fundamental factor in the effectiveness of modern organizations. Therefore, your understanding and perception of this subject, by participating in this questionnaire would contribute to making the individual working and the whole organization more effective. • Position in company: ………………………………………….. • Tenure: ………………………………………………………… Q.1. Are you familiar with the term “Knowledge Management”, Or are there any definitions given to knowledge management initiatives internally? If so, what are they? Intellectual capital Intellectual assets Learning organization Other............................................ Q.2. Please rate the following KM objectives in the context of the business strategy? (1 as most important until 6 as the lowest importance) Facilitation of the ”re-use” and consolidation of knowledge about operations Standardisation of existing knowledge in the form of procedures/protocols Combination of external knowledge and internal know-how Acquisition of new knowledge from external sources Generation of new knowledge inside the organization Transformation from individual knowledge into collective knowledge Other ……………………………………………………………………….. Q.3. Do the organizations’ overall strategic goals include KM explicitly? If yes, are there people assigned to KM; please specify the functions and explain? .................................................................................... Q.4. What "guidelines" does the company have to attain knowledge and manage it? .............................................................................. Q.5. How is yours or other individuals’ knowledge shared internally in the company? Face-to-face E-mail Databases Virtual meetings Telephone Reports

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Courses Group sessions Videoconferences Intranet/GroupWare Courses Other........................ Q.6. To what extent is knowledge used and shared through the following devices. E-mail Intranet/GroupWare Teleconference Computerized advisors (Intelligent agents) Videoconference Database applications Other... Q.6. How much group work do you conduct in your daily work? 5 (Always) 4 (Often) 3 (Sometimes) 2 (Occasionally) 1(Never) Q.7. What are the most important knowledge-carriers in the organization? People Paper Different Media Routines Services Other...……………………………… Q.8. Where in the organization could you find “guidelines” to remote, manage or participate in virtual teams or knowledge management teams? At the regular management The company culture Outside consultants In databases or other written forms Co-workers experiences Other.................................................... Q.9. To what extent is electronic tools used in the daily work. 5 (Always) 4 (Often) 3 (Sometimes) 2 (Occasionally) 1(Never) Q.10. In what way do you think electronic tools are adding value to individual and overall performance? Increasing performance Lowering costs Better work access Creating new contacts New knowledge into the company Other................................................. Q.11. How often do you update these tools? 5 (Always) 4 (Often) 3 (Sometimes) 2 (Occasionally) 1 (Never) Q.12. How is your daily communication divided? (Place a %-part of the overall communication through that specific channel) Face-to-face Telephone E-mails Others……………………………….............….

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Q.13. To what extent do you think electronic tools can replace face-to-face communication? 5 (Always) 4 (Often) 3 (Sometimes) 2 (Occasionally) 1 (Never) Q.14. What are the key factors when interacting with others? Rate the different options below with number 1 as most important and upwards to number 8 as the least important: Cultural background (both organizational and geographical) Communication Professional skills Knowledge background Early experiences from working together Trust Social skills Physical attractiveness Q.15. Which advantages/disadvantages have you experienced working in virtual relations? Expectation for the future? ..……….……………………………………………………………………… Q.16. How do you store knowledge established in virtual teams? Reports Meeting Protocols Databases Seminars/Courses Other...........................................................…. Q.17. How do you expect your work in virtual teams expand for the future (plans)? More virtual team works The same as today Less virtual team work No more virtual teamwork Q.18. Which aspects of the organizational culture seem to support effective KM? ................................................................................................................................... Q.19. What aspects of your culture changed because of the implemented KM process? ............................................................................................ Q.20. Have any of your virtual relations failed. If so, what were the major causes? Cultural issues Communication issues Trust issues Social issues Knowledge skill issues Other.................................................……

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AA.5 Appendix E Target Groups Data Target Groups, Periods and Numbers Fig. 1: Target Groups

Target Groups Period

Top/ Senior Management or Experts 2003& 2004

Executives/ Management 2003& 2004

KAM, Euro Team and Project Managers 2003& 2004

General Administration 2004 Technical, IT and ETC Research Personnel 2003& 2004 Interns 2004

Others(Experienced Blue Collar Workers& Semi Skilled workers)

2004

TOTAL 2004 Fig. 2: Target Groups Data in 2004

Target Groups Requested

Top/ Senior Management or Experts 20

Executives/ Management 70

KAM, Euro Team and Project Managers 10

General Administration 20 Technical, IT and ETC Research Personnel 30 Interns 06

Others(Experienced Blue Collar Workers& Semi Skilled workers)

30

TOTAL 186 Fig. 3: Interviewees Response: Target Groups Data Target Groups

Requested

Responses

Qualitative Response only

Number of respondents

Mean Scale 0 - 5

Percentage (%)

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accounted for Quantiative analysis

Top/ Senior Management or Experts

20 12 8 6 3 31 – 40%

Executives/ Management

70 32 22 24 4 41 – 50%

KAM, Euro Team and Project Managers

10 6 2 6 5 51 – 60%

General administration

20 7 0 2 0 Insignificant

Technical , IT and ETC Research Personnel

30 12 7 4 2 21 – 30%

Interns 6 3 3 1 0 Insignificant

Others (Experienced Blue Collar Workers& Semi Skilled workers)

30 12 4 2 1 11 – 20%

TOTAL 186 84 46 45

Key Success Factors For Knowledge Management

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