Linking Knowledge Management Technologies to Strategy André Saito and Katsuhiro Umemoto Japan Advanced Institute of Science and Technology Graduate School of Knowledge Science Ver 4.0 – 2005.3.16 Congresso Anual de Tecnologia de Informação – CATI 2005 June 29 - July 1, São Paulo, Brazil

Introduction Brief survey of KM technologies Knowledge taxonomies Machine-based learning Measurement and reporting Meta-search systems Mobile computing Online analytical processing Ontology and taxonomy Personalization Process modeling Push technology Search Social network analysis Videoconferencing Visualization systems Workflow management Decision support systems Document management E-learning Enterprise portals Executive information systems Expert networks Expert systems Expertise directories Group support systems Groupware Information retrieval tools Intellectual property mgmt. Internet, intranet and extranets Knowledge portals Knowledge repositories Agent technology Artificial intelligence Business intelligence Case-based reasoning Cognitive mapping tools Collaboration support systems Communication systems Community management Competence management Computer based training Content management Customer relationship mgmt. Data and knowledge discovery Data mining Data warehousing

Introduction Existing classification schemes Alavi & Tiwana, 2003 Creation, Storage and retrieval, Transfer, Application Jashapara, 2004 Organizing, Capturing, Evaluating, Sharing, Storing and presenting Becerra-Fernandez, Gonzalez & Sabherwal, 2004 Discovery, Capture, Sharing, application Rao, 2005 Creation, Codification, Retrieval, Application, Distribution, Validation, Tracking, Personalization, Full-spectrum Luan & Serban, 2002 Business intelligence, Knowledge base, Collaboration, Content and document management, Portals, Customer relationship management, Data mining, Workflow, Search, E-learning Lindvall, Rus & Sinha, 2003 Document and content management, Organizational taxonomy, Collaboration services, Data and knowledge discovery, Expert networks, Knowledge portals, Customer relationship management, Competence management, Intellectual property management, E-learning management systems Tsui, 2003 Search, Meta-web crawler, Process modeling and mind mapping, Case-based reasoning, Data and text mining, Taxonomy/ontological tools, Groupware, Measurement and reporting, E-learning Binney, 2001 Transactional, Analytical, Asset management, Process, Developmental, Innovation and creation, Pervasive   

Alavi & Tiwana, 2003

Creation, Storage and retrieval, Transfer, Application

Jashapara, 2004

Organizing, Capturing, Evaluating, Sharing, Storing and presenting

Becerra-Fernandez, Gonzalez & Sabherwal, 2004

Discovery, Capture, Sharing, application

Rao, 2005

Creation, Codification, Retrieval, Application, Distribution, Validation, Tracking, Personalization, Full-spectrum

Luan & Serban, 2002

Business intelligence, Knowledge base, Collaboration, Content and document management, Portals, Customer relationship management, Data mining, Workflow, Search, E-learning

Lindvall, Rus & Sinha, 2003

Document and content management, Organizational taxonomy, Collaboration services, Data and knowledge discovery, Expert networks, Knowledge portals, Customer relationship management, Competence management, Intellectual property management, E-learning management systems

Tsui, 2003

Search, Meta-web crawler, Process modeling and mind mapping, Case-based reasoning, Data and text mining, Taxonomy/ontological tools, Groupware, Measurement and reporting, E-learning

Binney, 2001

Transactional, Analytical, Asset management, Process, Developmental, Innovation and creation, Pervasive

Introduction Gaps in previous schemes The most popular approach is to relate technologies to knowledge processes Clarifies support to KM, but lack comprehensiveness Another common approach is to list commercially available KM applications Practice-oriented, reasonably comprehensive, but link to KM not very clear A managerial approach focuses on technology investment decision making Links technology to strategy, but mixes technology with practices   

The most popular approach is to relate technologies to knowledge processes

Clarifies support to KM, but lack comprehensiveness

Another common approach is to list commercially available KM applications

Practice-oriented, reasonably comprehensive, but link to KM not very clear

A managerial approach focuses on technology investment decision making

Links technology to strategy, but mixes technology with practices

Research design Objectives Identify the relationship between KM technologies and business strategy Map KM technologies according to this relationship Methodology To link the strategy , the knowledge management , and the technology domains via a conceptual map Identify key concepts in relevant literature Eliminate ambiguity in the use of terminology through semantic commitments Map relationships between concepts

Objectives

Identify the relationship between KM technologies and business strategy

Map KM technologies according to this relationship

Methodology

To link the strategy , the knowledge management , and the technology domains via a conceptual map

Identify key concepts in relevant literature

Eliminate ambiguity in the use of terminology through semantic commitments

Map relationships between concepts

Analytical framework Product Knowledge Objects Process Understanding Methods Power Capability Motives Surveyed KM literature KM systems architectures Existing classification schemes Knowledge processes Methods for implementing KM Human-oriented approach to KM KM and strategy Episteme Data Information Knowledge Wisdom

KM technologies and KM systems architecture KM component technologies are integrated into KM applications’ layers Source: Adapted from Maier, 2004. Access and Personalization Knowledge services Infrastructure and Integration Discovery Publication Collaboration Learning Data and knowledge sources

KM component technologies are integrated into KM applications’ layers

KM technologies and Knowledge processes Processes intertwine in many levels  too complex However, there seems to be some convergence Correlation among different terms describing knowledge processes Use Application Evolution Selling Evaluating Application Internalization Share Distribution Collaboration Sharing Transfer Socialization Store Organization Publication Search and retrieval Deletion and archiving Organizing Storing Storage and retrieval Combination Create Acquisition Creation Capturing Creation Externalization Identify Identification CEN 2004 Maier 2004 Jashapara 2004 Alavi & Leidner 2001 Nonaka &Takeuchi 1995

Processes intertwine in many levels  too complex

However, there seems to be some convergence

KM technologies and KM implementation There is confusion between two related, but different concepts: KM technologies vs. KM practices Equivalent terms used in the literature KM activities KM activities KM systems KM mechanisms KM techniques Knowledge technologies KM processes Knowledge tasks Knowledge activities KM tools KM instruments KM applications KM solutions KM tools KM instruments KM applications KM solutions Knowledge processes KM practices KM technologies

There is confusion between two related, but different concepts: KM technologies vs. KM practices

KM approaches and practices Personalization Team work Workshops Education and training Communities of practice Human resources mgmt. Compensation systems Mentoring New functions and roles Narratives and storytelling After action reviews Reconfiguration of spaces Etc. Codification Knowledge repositories Best practices Lessons learned Expertise directory Knowledge mapping Knowledge discovery Process improvement Benchmarking Competitive intelligence Balanced scorecard Knowledge audit Etc.

Personalization

Team work

Workshops

Education and training

Communities of practice

Human resources mgmt.

Compensation systems

Mentoring

New functions and roles

Narratives and storytelling

After action reviews

Reconfiguration of spaces

Etc.

Codification

Knowledge repositories

Best practices

Lessons learned

Expertise directory

Knowledge mapping

Knowledge discovery

Process improvement

Benchmarking

Competitive intelligence

Balanced scorecard

Knowledge audit

Etc.

Linking KM technologies to KM It is more convenient to relate KM technologies to KM initiatives than to knowledge processes

It is more convenient to relate KM technologies to KM initiatives than to knowledge processes

KM technologies and KM strategies The term KM strategy is used to refer to several different concepts Zack (2002): Knowledge strategy defines which knowledge should be pursued and how KM strategy determines how a knowledge strategy is implemented Equivalent terms used in the literature Strategic KM KM methodology KM framework KM strategy KM strategies KM strategy Knowledge strategy KM strategy KM approaches

The term KM strategy is used to refer to several different concepts

Zack (2002):

Knowledge strategy defines which knowledge should be pursued and how

KM strategy determines how a knowledge strategy is implemented

Knowledge strategies Zack (1999) proposes that knowledge gaps exist in comparison to competitors, and are handled through either knowledge creation or reuse von Krogh, Nonaka & Aben (2001) suggest that creation or reuse happen in existing or new knowledge domains Knowledge domain Knowledge process New Existing Create Reuse Source: Zack,1999. Source: Adapted from von Krogh, 2001 Innovative knowledge Advanced knowledge Core knowledge Innovative knowledge Advanced knowledge Core knowledge Innovator Leader Viable competitor Laggard At risk Your organization Competitors Probing strategy Expanding strategy Appropriating strategy Leveraging strategy

Zack (1999) proposes that knowledge gaps exist in comparison to competitors, and are handled through either knowledge creation or reuse

von Krogh, Nonaka & Aben (2001) suggest that creation or reuse happen in existing or new knowledge domains

Knowledge and KM strategy KM is linked to business strategy through knowledge strategies , which should guide KM strategies

KM is linked to business strategy through knowledge strategies , which should guide KM strategies

Linking KM technologies to strategy KM technologies are linked to strategy through KM initiatives KM initiatives: Address knowledge gaps/surpluses in knowledge domains Adopts a KM approach through adequate choice of KM practices Create or reuse knowledge through a combination of personalization and codification approaches

KM technologies are linked to strategy through KM initiatives

KM initiatives:

Address knowledge gaps/surpluses in knowledge domains

Adopts a KM approach through adequate choice of KM practices

Create or reuse knowledge through a combination of personalization and codification approaches

Mapping KM technologies We have distinguished KM technologies between component technologies and KM applications According to the domain they come from, component technologies are classified between infrastructure and knowledge technologies According to the domain they are applied to, KM applications are classified between KM systems and business applications

We have distinguished KM technologies between component technologies and KM applications

According to the domain they come from, component technologies are classified between infrastructure and knowledge technologies

According to the domain they are applied to, KM applications are classified between KM systems and business applications

Mapping KM technologies Categories of KM technologies

Mapping KM technologies We argue that KM technologies support strategy mainly through KM initiatives The primary kind of support to KM initiatives can be used to classify KM systems Either the creation or the reuse of knowledge Either via a personalization or a codification approach KM component technologies can also be classified this way, although many of them can support KM initiatives in multiple ways

We argue that KM technologies support strategy mainly through KM initiatives

The primary kind of support to KM initiatives can be used to classify KM systems

Either the creation or the reuse of knowledge

Either via a personalization or a codification approach

KM component technologies can also be classified this way, although many of them can support KM initiatives in multiple ways

Mapping KM technologies Categories of KM systems Document management Content management Process management Enterprise portals Learning management Competence management Decision support Search and retrieval Discovery and datamining Group support Project management Community support Creation Reuse Personalization Codification

Mapping KM technologies KM component technologies Connectivity Storage Databases, Repositories, Data warehouses Authoring Office suites, Graphics, Multimedia Search and retrieval Search engines, Glossaries, Taxonomies Workflow Process modeling, Process engines Expert systems Rule-based systems, Case-based reasoning Ontologies Ontology development, ontology acquisition Connectivity Internet, Wireless, Mobility, Peer-to-peer technology Communication Publishing and distribution Intranets, extranets, portals, Personalization, Syndication, Audio/Video streaming E-learning Interactive multimedia, Simulations, Web seminars, Learning objects Group collaboration Community Storage Search and retrieval Analytics Query, Reporting, Multi-dimensional analysis Datamining Statistical techniques, Neural networks Text mining Natural language processing, Semantic analysis Web mining Collaborative profiling, Intelligent agents Visualization 2D and 3D navigation, geographic mapping Connectivity Communication E-mail, Mailing lists, Discussion groups, Chat, Instant messaging, Audio/Video conferencing Authoring Group collaboration File sharing, Calendaring, Meeting support, Application sharing, Group decision support Community Community management, Blogs, Wikis, Social network analysis Creativity Idea generation, Cognitive mapping Workflow Creation Reuse Personalization Codification

Connectivity

Storage

Databases, Repositories, Data warehouses

Authoring

Office suites, Graphics, Multimedia

Search and retrieval

Search engines, Glossaries, Taxonomies

Workflow

Process modeling, Process engines

Expert systems

Rule-based systems, Case-based reasoning

Ontologies

Ontology development, ontology acquisition

Connectivity

Internet, Wireless, Mobility, Peer-to-peer technology

Communication

Publishing and distribution

Intranets, extranets, portals, Personalization, Syndication, Audio/Video streaming

E-learning

Interactive multimedia, Simulations, Web seminars, Learning objects

Group collaboration

Community

Storage

Search and retrieval

Analytics

Query, Reporting, Multi-dimensional analysis

Datamining

Statistical techniques, Neural networks

Text mining

Natural language processing, Semantic analysis

Web mining

Collaborative profiling, Intelligent agents

Visualization

2D and 3D navigation, geographic mapping

Connectivity

Communication

E-mail, Mailing lists, Discussion groups, Chat, Instant messaging, Audio/Video conferencing

Authoring

Group collaboration

File sharing, Calendaring, Meeting support, Application sharing, Group decision support

Community

Community management, Blogs, Wikis, Social network analysis

Creativity

Idea generation, Cognitive mapping

Workflow

Conclusion We argue that the best way to relate KM technologies to strategy is through KM initiatives , that address knowledge gaps in particular knowledge domains We suggest a categorization of KM technologies according to their primary kind of support to KM initiatives: either creation or reuse of knowledge either a personalization or a codification approach

We argue that the best way to relate KM technologies to strategy is through KM initiatives , that address knowledge gaps in particular knowledge domains

We suggest a categorization of KM technologies according to their primary kind of support to KM initiatives:

either creation or reuse of knowledge

either a personalization or a codification approach