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Course:    MGMT 698 – Information Mgmt
Professor:   Donald T. Winski
  Student:   George G. Goldsmith
Company:     Bristol...
Research Method and Approach

BMS Library Literature Search
•   250 articles, Picked 40
•   Max Boisot and Dorothy Griffit...
Problems and Opportunities

                                                    Diffusion within the Information Space
Inf...
Problems and Opportunities

        Collaborations and Causal Ambiguity: Associating cause with affect isn’t easy.
       ...
Problems and Opportunities

Learning & Innovation: The process of technology innovation likened to the
   process of learn...
Alternatives

N-Learners or S Learners: Builders of Dams or White Water Rafting.
Owners or Investors: Short lived companie...
Recommendations

• Realize what you don’t know and that you know more than
  you know.
• Learning is adapting — surviving....
What’s Next

• Collaborations today focus on division of intellectual
  ownership. Companies will have to share either wit...
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Knowledge Management

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Transcript of "Knowledge Management"

  1. 1. Course: MGMT 698 – Information Mgmt Professor: Donald T. Winski Student: George G. Goldsmith Company: Bristol-Myers Squibb Program: Socrates Knowledge Management Fall 1999 Final Assignment Research Paper December 9,1999
  2. 2. Research Method and Approach BMS Library Literature Search • 250 articles, Picked 40 • Max Boisot and Dorothy Griffiths’, Possession is nine tenths of the law: managing a firm’s knowledge base in a regime of weak appropriability BMS Library • Thomas Davenport and Laurence Prusak’s, Working Knowledge: How Organizations Manage what they Know Local Library Search • Dr. Jim Botkin’s, Smart Business: How Knowledge Communities can Revolutionize your Company • Charles Handy’s The Hungry Spirit: Beyond Capitalism: A quest for Purpose in the Modern World Knowledge Management 2
  3. 3. Problems and Opportunities Diffusion within the Information Space Information Life Cycle: The process through Adapted from Max Boisot and Dorothy Griffiths, Possession is nine tenths of the law which we learn and how information is capture and shared. Challenge is in degree Codified which we can capture tacit — experienced 4 knowledge. MV 5 3 1. Scanning 4. Diffusion Free Market Paradox: Knowledge economy 2. Problem Solving 5. Absorption 6 3. Abstraction 6. Impacting 2 shift from physical to Intellectual Assets. 1 Necessity of networks, collaboration and Abstract Uncodified communities. A need for proper selfishness. Concrete Undiffused Diffused A shift from ownership to investment. A freeing of intellect through new patentless paradigms — shoot the rapids and pass GO Knowledge Management 3
  4. 4. Problems and Opportunities Collaborations and Causal Ambiguity: Associating cause with affect isn’t easy. What skills do we desire and why? Will we have enough resources? Will there be to big of a knowledge Gap? How interested are we? How interested are they? Degree of Knowledge Transfer Ambiguity Specificity Complexity Experience Organizational Distance Tacitness Cultural Distance Protectiveness Contributing Factors Significance Factors contributing to Ambiguity and the Effect on Knowledge Transfer Adapted from Bernard L. Simonin, Ambiguity and the process of Knowledge Management 4 knowledge transfer in Strategic Alliances
  5. 5. Problems and Opportunities Learning & Innovation: The process of technology innovation likened to the process of learning. Bridging the Chasm. Technology Life Cycle Adoption Curve The Learning Curve Adapted from Geoffrey Moore, Inside the Tornado Adapted from Charles Handy's Beyond Certainty Waning Waxing Mainsteam Early Market Market The Chasm En Vi Pr C Sk on si ag ep t hu on se m t ic si ar rv at s as ie at is ts s ts iv es Knowledge Management 5
  6. 6. Alternatives N-Learners or S Learners: Builders of Dams or White Water Rafting. Owners or Investors: Short lived companies, consumption of world resources, underclass revolts — tear gas and rubber bullets in Seattle. P-Teams and F-Teams: Present and Future Teams supporting and watching out for each other. e urv Independence or Interdependence: A knowledge economy will require C nd Future Team interdependence. co Se Technology or Culture: 3M, as a company has developed a healthy regard for efforts forwarded e rv Present Team Cu contrary to management wishes. They have st learned that new innovations very well may be Fir ideas before their time, but their time may come Second Curve Thinking e.g. post-it notes, and scotch guard. Adapted from Ken Blanchard and Terry Waghorn, Mission Possible: Becoming a World=Class Organization While There's Still Time Knowledge Management 6
  7. 7. Recommendations • Realize what you don’t know and that you know more than you know. • Learning is adapting — surviving. The cows need milking everyday; you’d better be learning everyday. • Collaboration is life sustaining; share collective leadership. • Invest today for tomorrow and do not cash in with tomorrow’s future. • Implement technology to support collaboration and sharing — should naturally and seamlessly fit into the way you work. Knowledge Management 7
  8. 8. What’s Next • Collaborations today focus on division of intellectual ownership. Companies will have to share either with employees or with their collaborators. Their cannot be hoarding. • The “Do one thing, and Do it Well” theme will change hierarchy based companies to membership based networks — nimble networks forming virtual organizations. • A need for communities for a true purpose and passion Knowledge Management 8
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