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KM, culture and compromise: devising practical interventions to promote knowledge sharing in corporate environments
 

KM, culture and compromise: devising practical interventions to promote knowledge sharing in corporate environments

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Hazel Hall's invited paper, co-authored with Melanie Goody, presented at the European Business Information Conference, 2005, Seville, Spain, 1-3 March 2005. The full text of the presentation is ...

Hazel Hall's invited paper, co-authored with Melanie Goody, presented at the European Business Information Conference, 2005, Seville, Spain, 1-3 March 2005. The full text of the presentation is available from http://drhazelhall.files.wordpress.com/2013/01/hall_ebic_05.pdf. This was later developed into a refereed journal article accessible from http://jis.sagepub.com/cgi/content/abstract/33/2/181. The material presented here draws on the findings of Hazel Hall's doctoral research, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/

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    KM, culture and compromise: devising practical interventions to promote knowledge sharing in corporate environments KM, culture and compromise: devising practical interventions to promote knowledge sharing in corporate environments Presentation Transcript

    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyDevising practical interventions to promote knowledge sharing in corporate environments Setting the context: how research Setting the context: how research informs practice informs practice Presentation by Dr Hazel Hall, Napier Presentation by Dr Hazel Hall, Napier University University
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyResearch literature identifies desired outcomesResearch literature identifies desired outcomes of knowledge sharing of knowledge sharing Improved organisational learning Improved organisational learning New knowledge creation and innovation New knowledge creation and innovation Knowledge reuse Knowledge reuse
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie Goody EResearch literature identifies desired outcomes RResearch literature identifies desired outcomes of knowledge sharing of knowledge sharing U L T Improved organisational learning Improved organisational learning U New knowledge creation and innovation C New knowledge creation and innovation Knowledge reuse Knowledge reuse
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie Goody EResearch literature identifies desired outcomes RResearch literature identifies desired outcomes of knowledge sharing of knowledge sharing U L T Improved organisational learning Improved organisational learning U New knowledge creation and innovation C New knowledge creation and innovation Knowledge reuse Knowledge reuse Or “culture”…?
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyHuysman & De Wit (2002)Huysman & De Wit (2002) Large distributed organisation Large distributed organisation High expectations of national intranet as High expectations of national intranet as focus for knowledge sharing, linked into focus for knowledge sharing, linked into global intranet global intranet Decentralised management of intranet Decentralised management of intranet resources resources Distributed knowledge managers 1997- Distributed knowledge managers 1997-
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyHuysman & De Wit (2002)Huysman & De Wit (2002) Large distributed organisation Large distributed organisation High expectations of national intranet as High expectations of national intranet as focus for knowledge sharing, linked into focus for knowledge sharing, linked into global intranet global intranet Decentralised management of intranet Decentralised management of intranet resources resources Distributed knowledge managers 1997- Distributed knowledge managers 1997- Low interest in knowledge sharing Low interest in knowledge sharing High interest in billable client work High interest in billable client work
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyOrlikowksi (1996)Orlikowksi (1996) Large distributed organisation Large distributed organisation High expectations of Lotus Notes as focus High expectations of Lotus Notes as focus for knowledge sharing for knowledge sharing
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyOrlikowksi (1996)Orlikowksi (1996) Large distributed organisation Large distributed organisation High expectations of Lotus Notes as focus High expectations of Lotus Notes as focus for knowledge sharing for knowledge sharing Low interest in knowledge sharing Low interest in knowledge sharing High interest in billable client work High interest in billable client work
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyYour organisation (2005)?Your organisation (2005)? Large distributed organisation? Large distributed organisation? High expectations of technology as focus for High expectations of technology as focus for knowledge sharing? knowledge sharing? Low interest in knowledge sharing? Low interest in knowledge sharing? High interest in billable client work? High interest in billable client work?
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie Goody“Culture” “Culture” The context in which it is hoped that  The context in which it is hoped that knowledge sharing will be engendered is knowledge sharing will be engendered is stronger than the technology and staff stronger than the technology and staff provided for the support of knowledge provided for the support of knowledge sharing activity sharing activity
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyKling & Scacchi (1982)Kling & Scacchi (1982) Operation and enhancement of computer  Operation and enhancement of computer implementations are compromised implementations are compromised  shifting technical relationships shifting technical relationships  fluid, complex social relationships fluid, complex social relationships
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyAssumptionsAssumptions Developers and users act in a rational  Developers and users act in a rational manner manner Initiatives will be adequately resourced  Initiatives will be adequately resourced Key players command social and political  Key players command social and political power to motivate widespread adoption power to motivate widespread adoption
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyAssumptionsAssumptions Developers and users act in a rational  Developers and users act in a rational manner manner  They work according to specific, personal, short- They work according to specific, personal, short- term agendas term agendas Initiatives will be adequately resourced  Initiatives will be adequately resourced  Time and money is squeezed Time and money is squeezed Key players command social and political  Key players command social and political power to motivate widespread adoption power to motivate widespread adoption  Often they don’t Often they don’t
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyAssumptionsAssumptions Developers and users act in a rational  Developers and users act in a rational manner manner R E  They work according to specific, personal, short- They work according to specific, personal, short- term agendas U T term agendas Initiatives will be adequately resourced L  Initiatives will be adequately resourced U  Time and money is squeezed Time and money is squeezed C Key players command social and political  Key players command social and political power to motivate widespread adoption power to motivate widespread adoption  Often they don’t Often they don’t
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyAlternative assumptions of a “system”Alternative assumptions of a “system” More than a set of neutral technical  More than a set of neutral technical components components Form of social organisation  Form of social organisation Subject to limitations of available resources  Subject to limitations of available resources  funding, political power, staffing funding, political power, staffing Competes for resources  Competes for resources
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyTies to perspectives of organisational theoristsTies to perspectives of organisational theorists – Ciborra (2002) – Ciborra (2002) “Bricolage” “Bricolage” Consequential shifts in deployment Consequential shifts in deployment Organisations as “hosts” to “guest” systems Organisations as “hosts” to “guest” systems
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie Goody“Culture” refers to power relationships “Culture” refers to power relationships Identification in KM (Ekbia & Kling, 2003)  Identification in KM (Ekbia & Kling, 2003) Means of investigation: Actor-network  Means of investigation: Actor-network theory theory  Human and non-human actors Human and non-human actors  Relationships between actors, and potential Relationships between actors, and potential actors, within a network actors, within a network  Acknowledgement of existence of competing Acknowledgement of existence of competing actor-networks actor-networks
    • EBIC 2005 KM, culture & compromise March 2-5 Seville, Spain Hazel Hall & Melanie Goody Potential actors in a KM actor-network Knowledge Intranet “Ordinary” staff sharing as a usage (not KM Specialist KM staff statistics specialists) concept members in Senior sponsors of KM as a centralised unit KM (not KM Shared External concept collaboration Mission specialists) systems space statements KM strategy vendorsSenior staff with KM Specialist KM staffresponsibilities (not Repositories members inKM specialists) Intranet distributed across External consultants business units
    • EBIC 2005 KM, culture & compromise March 2-5 Seville, Spain Hazel Hall & Melanie Goody Policy documentation Policy documentation Partner for KM Partner for KMSpecialist KM staff Specialist KM staffmembers in Director of KM KM as a KM as a members in Director of KMcentralised unit concept concept centralised unit Intranet Intranet Intranet Intranet manager manager Specialist KM staff Specialist KM staff in business units in business units “Ordinary” staff “Ordinary” staff A KM actor-network
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyMisunderstandings of KMMisunderstandings of KMScenario 1: excessive promotion of a technicalScenario 1: excessive promotion of a technical artefact artefact KM = system KM = system System = KM System = KM May be reinforced by excessive promotion of other May be reinforced by excessive promotion of other actors, e.g. intranet usage statistics actors, e.g. intranet usage statistics
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyMisunderstandings of KMMisunderstandings of KMScenario 2: policy documentationScenario 2: policy documentation If too weak ignored  staff do not learn what KM If too weak ignored  staff do not learn what KM comprises comprises If too strong  raised expectations  confusion If too strong  raised expectations  confusion when expectations are not realised when expectations are not realised
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyMisunderstandings of KMMisunderstandings of KMScenario 3: designated KM staffScenario 3: designated KM staff If perceived as low-level administrators  KM If perceived as low-level administrators  KM perceived as non-critical support activity perceived as non-critical support activity If “visible” activities appear to be IM  KM seen as If “visible” activities appear to be IM  KM seen as passing management fad, attempt to glamorise IM passing management fad, attempt to glamorise IM Competing actor-networks may recruit isolated KM Competing actor-networks may recruit isolated KM staff in business units, or they may set up competing staff in business units, or they may set up competing networks themselves networks themselves
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyMisunderstandings of KMMisunderstandings of KMScenario 4: balance in KM expertiseScenario 4: balance in KM expertise If key KM staff share common background  undue If key KM staff share common background  undue focus on particular approach to KM focus on particular approach to KM Example: LIS  codification Example: LIS  codification
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyLimitations of KM actor-networks Limitations of KM actor-networksImperfect environments Imperfect environments In most organisations the core (revenue-earning) In most organisations the core (revenue-earning) business is focused on activities not obviously business is focused on activities not obviously related to KM related to KM Status of professionals closely aligned to core Status of professionals closely aligned to core business is higher than that of KM professionals business is higher than that of KM professionals Other actor-networks are fierce competitors Other actor-networks are fierce competitors
    • EBIC 2005 KM, culture & compromise March 2-5Seville, Spain Hazel Hall & Melanie GoodyDevising practical interventions to promote knowledge sharing in corporate environments Compromise, subversion and multi- Compromise, subversion and multi- channel sharing systems: devising channel sharing systems: devising effective strategies for promoting effective strategies for promoting knowledge sharing in “imperfect” knowledge sharing in “imperfect” environments” environments” Discussion to be led by Melanie Goody, Discussion to be led by Melanie Goody, KPMG KPMG