Framework For A Cross Organisational Comparison Of Knowledge Management


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Not interesting for people outside IKM Emergent? Draft working group presentation on existing benchmark frameworks for org KM / learning.

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  • Framework For A Cross Organisational Comparison Of Knowledge Management

    1. 1. Framework for a cross-organisational comparison of Knowledge Management An IKM Emergent Working Group 3 project (in progress)
    2. 2. What do we want to know with this study? <ul><li>Identify case studies </li></ul><ul><li>Literature review of KM benchmarking approaches </li></ul><ul><li>Find a structure around case studies </li></ul><ul><li>Incorporating multiple knowledges into the framework </li></ul><ul><li>Find a structure </li></ul>
    3. 3. Preliminary investigation results <ul><li>No integrated framework </li></ul><ul><li>Various frameworks and objectives… </li></ul><ul><li>… following KM generation 1, 2 or 3? </li></ul><ul><li>These frameworks serve aims… </li></ul><ul><li>… And look at knowledge processes </li></ul><ul><li>They help to assess or to improve </li></ul><ul><li>They look at vision, people, process, technology </li></ul>
    4. 4. Under the magnifier <ul><li>Different contexts, different needs: </li></ul><ul><ul><li>Big Bang / Campfire </li></ul></ul><ul><ul><li>Corporate / development-focused </li></ul></ul><ul><ul><li>Mainstreamed / specialist </li></ul></ul><ul><ul><li>Large or small organisation </li></ul></ul><ul><ul><li>ICT / HRM / all in between </li></ul></ul><ul><ul><li>North South (??!?) </li></ul></ul><ul><ul><li>Others (Sub-sectors?) </li></ul></ul>
    5. 5. The models considered <ul><ul><li>Knowledge Value Chain by Weggeman </li></ul></ul><ul><ul><li>The Learning NGO questionnaire by Britton </li></ul></ul><ul><ul><li>Five competencies framework by Parcell and Collison </li></ul></ul><ul><ul><li>Most Admired Knowledge Enterprise assessment by Teleos for the ADB </li></ul></ul><ul><ul><li>Group process indicators and self-assessment tool by Folley and by Alford </li></ul></ul><ul><ul><li>Organisational Knowledge Assessment by the World Bank </li></ul></ul><ul><ul><li>Strategic information and knowledge management inquiry by Schueber </li></ul></ul><ul><ul><li>Knowledge Management Maturity Model By Siemens </li></ul></ul><ul><ul><li>Knowledge audits (by various, this method by Ramalingam) </li></ul></ul>
    6. 6. Issues towards a framework <ul><ul><li>Define: knowledge / KM / learning? </li></ul></ul><ul><ul><li>Decide: do we need a KM strategy? </li></ul></ul><ul><ul><li>Develop: scale up and out or specialise? </li></ul></ul><ul><ul><li>Defend: gather management support </li></ul></ul><ul><ul><li>Dig deeper: barriers to learn and share in research, education, political circles? </li></ul></ul><ul><ul><li>Dim it: the risks of big bang </li></ul></ul>
    7. 7. Where to go from here? <ul><li>No consistency </li></ul><ul><li>Why a framework? </li></ul><ul><li>What is still true: </li></ul><ul><ul><li>Quest for understanding (assessment) </li></ul></ul><ul><ul><li>Quest for application (strategy) </li></ul></ul><ul><li>Questions to help? </li></ul><ul><li>Organise a detailed matrix </li></ul><ul><li>Develop a questionnaire </li></ul><ul><li>Test it out with various organisations? </li></ul>
    8. 8. Knowledge Value Chain Mathieu Weggeman, 1997 Knowledge Needed Available Develop Share Apply Evaluate Strategy Culture Man. Style Personnel Structure Systems Goal Vision Mission Determining the knowledge gap Developing and buying knowledge Knowledge sharing Evaluation knowledge
    9. 9. The Learning NGO questionnaire Bruce Britton, 1998 <ul><li>Functions of a learning organisation </li></ul><ul><li>Barriers to learning in NGOs </li></ul><ul><li>Assessing learning capacity </li></ul><ul><li>Strengthening learning capability </li></ul><ul><li>Raising the profile of learning NGOs </li></ul>
    10. 10. Five Competencies Framework Chris Collison & Geoff Parcell, 2001 <ul><li>Strategy development </li></ul><ul><li>Management techniques </li></ul><ul><li>Collaboration mechanisms </li></ul><ul><li>Knowledge sharing and learning processes </li></ul><ul><li>Knowledge capture and storage </li></ul>
    11. 11. Most Admired Knowledge Enterprise study (MAKE) By Teleos for ADB <ul><li>An assessment tool used chiefly in business sector to compare competitive value of companies. Measured over 8 dimensions / abilities: </li></ul><ul><ul><li>Create and sustain an enterprise knowledge-driven culture </li></ul></ul><ul><ul><li>Develop knowledge workers through senior management leadership </li></ul></ul><ul><ul><li>Develop and deliver knowledge-based projects/services </li></ul></ul><ul><ul><li>Manage and maximize the value of enterprise intellectual capital </li></ul></ul><ul><ul><li>Create and sustain an enterprise-wide collaborative knowledge-sharing environment </li></ul></ul><ul><ul><li>Create and sustain a learning organization </li></ul></ul><ul><ul><li>Manage client knowledge to create value and enterprise intellectual capital </li></ul></ul><ul><ul><li>Transform ADB knowledge to reduce poverty and improve clients' standard of living </li></ul></ul>
    12. 12. Group process indicators and self-assessment tool By C. Folley and A. Alford (2005) <ul><li>Derived from the Learning NGO questionnaire </li></ul><ul><li>GPIs: </li></ul><ul><ul><li>Definition of own needs and priorities </li></ul></ul><ul><ul><li>Level 1-5 </li></ul></ul><ul><li>Self-assessment tool: </li></ul>
    13. 13. Organizational Knowledge Assessment (OKA) By the World Bank, 2006 <ul><li>3 basic elements: people, process and system </li></ul><ul><li>14 dimensions </li></ul><ul><li>70 metrics are used plus demographic data </li></ul><ul><li>183 questions in a survey questionnaire </li></ul>
    14. 14. OKA Results
    15. 15. Strategic information and knowledge management inquiry By M. Schueber, 2006 <ul><li>How to operationalise KM and organisational learning </li></ul>
    16. 16. Knowledge audits <ul><li>Four dimensions (for instance) </li></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Relationships and processes </li></ul></ul><ul><ul><li>Organisational contexts </li></ul></ul><ul><ul><li>External factors </li></ul></ul><ul><li>Four phases (for instance) </li></ul><ul><ul><li>Question / explore </li></ul></ul><ul><ul><li>Recommend </li></ul></ul><ul><ul><li>Present recommendations </li></ul></ul><ul><ul><li>Implement </li></ul></ul>
    17. 17. Knowledge Management Maturity Model (Siemens) <ul><li>A development model </li></ul><ul><ul><li>Five maturity levels. </li></ul></ul><ul><ul><li>How to make the next reasonable step in KM development. </li></ul></ul><ul><li>An analysis model </li></ul><ul><ul><li>Take account of all important aspects of KM </li></ul></ul><ul><ul><li>Reveal which topics should be developed in future. </li></ul></ul><ul><ul><li>64 topics arranged in eight key areas, </li></ul></ul>