Knowledge Maturing & Organizational Culture

Christine Kunzmann, Andreas Schmidt
Knowledge Maturing andOrganizational Culture
Professional Training Facts 2010, Stuttgart, October 21, 2010
http://mature-ip.eu

Outline
KnowlegeMaturing
Whyaresomeorganizationsbetterthanothers?
Interview study
Success in supportingknowledgematuringactivities
Clustering narratives withrespecttoculture
Motivationalbarriers
Conclusions

Whatisknowledgematuring?

Goals andbarriers
MATURE wantstoleveragebottom-upactivitiesandguidethemtowards a sharedgoals
knowledgematuringisgoal-orientedlearning on a collectivelevel
Barriershinderingknowledgematuring
Lack ofcreativity
Nosharingofinformation & knowledge
Lack ofdisseminationtowardsthe wider organisation
Lack ofwillingnesstoadoptchangestotheworkenvironment

Whyaresomeorganizationsbetterthanothers?

Interview Study
Goals
Identifycontextualfactorsthaninfluenceknowledgematuring
Identifybarriers on individual & organizationallevel
Knowledgematuringactivitiesandindicators
Interviews with 136 companies (mainly) in Europe
Method: Combined quantitative and qualitative study
In total interviewslastedbetween 30 and 120 minutes

Background Information

Knowledge maturing activities
best performing maturers
people- and awareness-oriented maturers
hesitant formalists
distribution of organisations with respect to size, sector and knowledge intensity is fairly balanced between the clusters

Analysis of narratives: cultures
organisations not inclined to improve KM
see knowledge as a tool for power and control
sedimentation of knowledge as a barrier
defensive relationships between individuals and departments
ambivalence to KM ideas
organisational inertia
constraints of division of labor, strategies and regulations
organisations sharing collaborative KM ideas
driven by innovation management, performance improvement and knowledge management

Cultural dependencies
Analysis ofresponseswithrespecttoculturalaspectsrevealed:
National orlanguageculturehasnosignificanteffect
Professional culturehasslighteffects(human resources <-> engineering)
The mostimportantcontextualfactorinfluencingresponses was foundtobeorganizationalculture
Resultingfrom an analysisof qualitative answers

Which are motivational barriers?

Interview study: additional barriers
35 codes/categories of barriers out of 473 additional comments
organisational culture (20%)
Lack of individual autonomy
Lack of formalization and guidance (opposite of ind. autonomy)
Lack of collaboration
Personal interdependencies (e.g. lack of skills of employees)
Lack of resources (16%)
Personal interdependency (11%)
Organisational structure (5%)

Conclusions

Organizationalcultureiskeytoknowledgematuring
Success in sharingofresourcesandcommunicationismaindifferentiatingfactorof „bestperformers“
Innovation management, performanceimprovement, andknowlegdemanagementarekeydriversforknowledgematuring
Technologies canhave a transformationaleffect
Catalystfororganizationaldevelopment
But theyhavetobeadaptedtothedevelopment route

Andreas SchmidtDepartment Manager / Scientific Coordinator MATUREFZI Research Center for Information Technologies, Haid-und-Neu-Str. 10-14 Karlsruhe, GERMANY (http://fzi.de/ipe)andreas.schmidt@fzi.de, http://andreas.schmidt.name
Christine KunzmannFZI & Kompetenzorientierte PersonalentwicklungAnkerstr. 47, 75203 Königsbach-Stein, GERMANY, http://kompetenzen-gestalten.decontact@christine-kunzmann.de
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MATURE IP – http://mature-ip.eu
Identifyingandovercomingbarrierstoknowledgematuring in organizations
http://mature-ip.eu/files/2009-11_Motivation.pdfhttp://mature-ip.eu/results/representative-study

Knowledge Maturing & Organizational Culture

by Andreas Schmidt on Oct 20, 2010

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