KM most-cited articles (R#8)
Article 7- 9
MIS 580: Knowledge Management
Arab Salem
November 8, 2005
Contents
Contents
Article 1
Article 2
• The Role of Tacit Knowledge in Group
Innovation
– By Dorothy Leonard & Sylvia Sensiper, 1998
• The Concept of “Ba”: Building a foundation
for Knowledge Creation
– By Ikujiro Nonaka & Noboru Konno, 1998
Article 3
Summary
• If Only We Knew What We Know:
Identification and Transfer of Internal Best
Practices
– By Carla O’Dell & C. Jackson Grayson, 1998
Questions
November 8, 2005
2
Contents
Article 1
The Role of Tacit Knowledge in
Group Innovation
Article 2
Dorothy Leonard & Sylvia Sensiper, 1998
Article 3
Summary
Questions
November 8, 2005
3
Key Concepts
Contents
Article 1
Article 2
• Knowledge is multi-dimensional and all knowledge has
tacit dimension
• A proportion of tacit knowledge can never be articulated
• Tacit knowledge is a resource for group based
innovation
Article 3
• Collective tacit knowledge is a source of competitive
advantage
Summary
Questions
• Externalization of tacit knowledge is not always
beneficial at the individual level
November 8, 2005
4
Tacit Knowledge
Contents
• Knowledge spectrum
Explicit
Tacit
Article 1
Article 2
• Objective
• Subjective
• Rational
• Experiential
• created “then and there”
• created “here and now”
Article 3
• Physical vs. cognitive skills
Summary
Questions
• Individual vs. group level
November 8, 2005
5
Tacit Knowledge applications in innovation
– individual level
Contents
• Problem Solving (patterns matching, intuition)
Article 1
• Problem Finding (insights)
Article 2
• Prediction and Anticipation (hunches)
Article 3
BUT innovation in businesses is usually a group process
Summary
Questions
November 8, 2005
6
Innovation overall pattern
Contents
Article 1
Article 2
Article 3
Summary
The innovation Funnel, p.117
Questions
November 8, 2005
7
The process of Innovation
Contents
Article 1
Divergence
Techniques
•Brainstorming
sessions
•Observational
visit
•Apprenticeship
Focus
•Flashes of
inspiration
•Individual-based
•Guiding concept
•Requisite variety
•Actionable next
step
Article 2
Article 3
Summary
Convergence
Tacit
knowledge
Outcome
Questions
November 8, 2005
•Group-based
8
Barriers to generate and share knowledge
Contents
Article 1
Article 2
Article 3
Summary
• Generation and sharing barriers:
– Lack of individual motivation
– Organizational Hierarchy
– Distance (time and space)
Tacit
&
Explicit
Knowledge
• Growth and transfer barriers:
– Inability to back up new
idea with hard data
– Fear of expressing the inexpressible
– Uneasiness to express emotional
disagreements
Tacit
Knowledge
Questions
November 8, 2005
9
What management needs to do?
Contents
• Creating guiding visions and concepts
Article 1
Article 2
Article 3
Summary
• Encouraging different thinking styles
• Encourage experimentation
• Reward tacit knowledge disseminators
Questions
November 8, 2005
10
Contents
Article 1
The Concept of “Ba”: Building a
foundation for Knowledge Creation
Article 2
Ikujiro Nonaka & Noboru Konno, 1998
Article 3
Summary
Questions
November 8, 2005
11
Key Concepts
Contents
Article 1
Article 2
• Distinction between explicit and tacit knowledge
• Interactions between tacit and explicit knowledge lead
to the creation of new knowledge (SECI model)
• SECI model focuses on knowledge creation and
sharing on organizational level (not individual level)
Article 3
• “Ba” as a source of creation knowledge (Knowledge is
context sensitive )
Summary
Questions
• Knowledge creation as a top-down process (role of top
management)
November 8, 2005
12
SECI Model of Knowledge creation ..(1)
Contents
Article 1
Article 2
Article 3
Summary
• Explicit and tacit Knowledge is created
and transferred through four “knowledge
creating” processes
• Dynamic interactions between explicit and
tacit knowledge and different levels of
organization
• New knowledge can trigger a new spiral of
knowledge creation
Questions
November 8, 2005
13
SECI Model of Knowledge creation ..(2)
Contents
• New knowledge can expand horizontally
and vertically across the organization
Article 1
Article 2
• Intra and inter organizational interactions
can trigger a new spiral of knowledge
creation
Article 3
Summary
Questions
November 8, 2005
14
Modes of Knowledge conversion
(SECI model)
Contents
Article 1
Article 2
Article 3
Summary
1. Socialization (from tacit knowledge to tacit knowledge)
• sharing of tacit knowledge between individuals
• e.g. Face-to-face communication
2. Externalization (from tacit knowledge to explicit knowledge)
• Develop concepts that articulate tacit knowledge
• e.g. dialogue
3. Combination (from explicit knowledge to explicit knowledge)
• Combining various elements of new and existing explicit
knowledge
• e.g. financial statements
4. Internalization (from explicit knowledge to tacit knowledge)
• Individuals reframe their own tacit knowledge based on new
shared explicit knowledge
• e.g. Learning by doing
Questions
November 8, 2005
15
SECI Model of Knowledge creation
Contents
Article 1
Article 2
Article 3
Summary
Questions
November 8, 2005
16
The concept of “ba”
• Original concept:
Contents
Article 1
– Shared space for emerging relationship
• Physical/virtual
• Mental
– Platform for individual/collective knowledge
Article 2
• Nonaka’s concept:
Article 3
Summary
– Shared space (environment)
– It provides the context to convert information
into knowledge (knowledge is contextdependent)
Questions
November 8, 2005
17
The Four Categories of “ba”
Contents
1. Originating ba
•
Article 1
A space that enable people to interact with each other
and share emotions, feelings, and experiences
2. Interacting ba
•
Article 2
A space where tacit knowledge of employees are
shared though dialogue and metaphors
3. Cyber ba
Article 3
Summary
•
A space that enables the combination of new and
existing explicit knowledge generates new explicit
knowledge
4. Exercising ba
•
Questions
November 8, 2005
A space that enables the usage of explicit knowledge
in real life
18
The Four Categories of “ba”
Contents
Article 1
Article 2
Article 3
Summary
Questions
November 8, 2005
19
Three cases of “ba” implementation
Contents
Sharp
Article 1
Article 2
Article 3
Summary
Mackawa
Seisakusho
Toshiba
Name
Urgent Projects
ADI group
-
Org. Structure
Existing structure
Existing structure
New structure
Location
Outside the org.
Within the existing Within each
org.
independent
company
Function
Speed up product
development
Find new markets
scale
Entire org.
Group of business Entire org.
divisions
Model
Project
Division/group of
divisions
Questions
November 8, 2005
More closeness
to customers
Each company
has its own ba
20
Contents
Article 1
If Only We Knew What We Know:
Identification and Transfer of Internal
Best Practices
Article 2
Carla O’Dell & C. Jackson Grayson, 1998
Article 3
Summary
Questions
November 8, 2005
21
Key Concepts
Contents
• “supply-side approach” to knowledge
management
– focusing on employment of IT for sharing knowledge
Article 1
Article 2
• The need to build employee relationships to
facilitate sharing knowledge
– Internal transfer through people-to-people process
Article 3
Summary
• The need to identify, share, and use best
practices inside and outside an organization
– internal/external benchmarking
Questions
November 8, 2005
22
Internal Benchmarking Hurdles
Contents
Article 1
• Organizational structure
– Silo structure
• Cultural barriers
– “not-invited-here” syndrome
Article 2
• Lack of common perspectives
Article 3
Summary
• Codification of tacit knowledge
• Lack of time and space to share knowledge
Questions
November 8, 2005
23
Approaches for best practices transfer
•
– Assess the current state identify gaps search for best practices
– Have clear life span
– Top-bottom approach
Contents
Article 1
•
Best-practice teams
– Identification  transfer  implementation
– Ongoing function
– Top-bottom approach
Article 2
•
Knowledge networks
– Build knowledge map
– Bottom-up approach
Article 3
Summary
Benchmarking teams
•
Internal audits
– Ongoing function
– Internal awards and recognition programs
Questions
November 8, 2005
24
Best-practices transfer enablers
•
– Pointer systems to overcome the difficulties of tacit knowledge
codification
– Common framework
– Appointed Employees with the task of entering information
Contents
Article 1
•
Culture
– Rewarding system (tangible vs. intangible)
– Non-financial performance measures
Article 2
•
leadership
– Active and supportive role
– Encourage best practices sharing
Article 3
Summary
Technology
•
Measurement
– Performance measurement metrics
– Best practice sharing measurement
Questions
November 8, 2005
25
Seven keys to effective transfer …(1)
Contents
• Using benchmarking to make a change
– Internal / external benchmarking
Article 1
• Focus on critical business issues
– Long term improvements
Article 2
• Consider the limitation of resources
Article 3
Summary
– Matching projects with available funding
• Focus on dramatic comparative measures
– Don’t spend time analyzing “who’s best”
Questions
November 8, 2005
26
Seven keys to effective transfer …(2)
Contents
Article 1
Article 2
• Use a rewarding system that Encourages
sharing
– Rewarding people who model sharing behavior
• Use IT tools to find best practices
– don’t relay on IT as a solution
Article 3
Summary
• Spread the message of sharing knowledge for
the greater good
– Demand driven transfer process
Questions
November 8, 2005
27
Discussion
Contents
• Tacit knowledge  Explicit Knowledge
Article 1
Article 2
• organizational knowledge =individuals' Knowledge
Article 3
Discussion
• Knowledge is context-dependant
Questions
November 8, 2005
28
Questions?
Contents
Article 1
Article 2
Article 3
Summary
Questions
November 8, 2005
29