NOVI China was relative late to approached the knowledge management. the concept of knowledge management was properly introduced into china at 1990s.
In general most of knowledge management pioneers started their practices by following their headquarters outside china. A survey revealed that 37 percent of the managers regarded knowledge management merely as the use of Information Technology Systems.
Gao Jin hua the first chief knowledge office actually prefer to determined to follow another approach than to follow the knowledge management practices in Hewlett packard Headquarters, then he develop a different set of practices for establishing a knowledge sharing environment within the company.
In 2001, Hewlett Packard China began extensive knowledge initiatives , focusing on knowledge sharing. But by 2004, several factors including major organizational change had effectively ended all knowledge work.
Here, Lu Lin and Leung Kwok describe the approach of HP China’s chief knowledge officer and explain some inherent cultural barriers facing knowledge management in the Chinese context.
KELVIN (PENJELASAN + NOMOR 1 2 3) Knowledge Documentation : -- Various knowledge in organization was documented and classified. -- The Standardized files were set up to help employees to master the working process of the company.
Standardization : -- Managers in HP China believed, High efficiency and easy knowledge transmission depends on the standardization working process and behaviors. -- Managers make training program where this training designed to help employee accept the idea of standardization and emphasize the use of standards in channeling people’s behaviors.
Book-reading Association : -- A book reading association was formed after HP China Started using KM. -- The employee take a part of a book reading group and they share or recommended the others books and reading materials where relevant to their occupational knowledge and personal development. -- Each other exchange opinions in group after reading the books or materials.
FRANKY (NOMOR 4 5 6 7) Formal and informal learning institutions -- In january 2002 a leadership training center and a HP business school were set up at HP China. -- At that time small scale seminars became a frequent method of knowledge sharing in the organization. -- In fact, management deliberately encouraged interactions and communication among its employees and departments.
The mentoring system -- HP china emphasized the importance of unleashing employee potential were concentrated on providing training and developing a mentoring system among its employee. -- The very objective of this mentoring system that was to bring the employees together with industrial experts or experienced veterans so that the employees can learn closely with the mentors.
Rewarding knowledge sharing -- HP china actively used incentives to promote knowledge. -- For instance, managers had to prove their competence in the form of giving lectures before they were recognized and then promoted . -- Knowledge sharing became a critical element of the performance appraisal system.
Use of information technology (IT) -- At the very beginning of the KM projects, Gao declared that the objective was not to copy a technology driven KM system into this organization. -- Gao stuck to his firm belief that a knowledge sharing environment should come before concrete measures of KM.
The merger of Compaq with HP brought with it an unpredictable impact on the overall operation of the business including the implementation of KM.
Person in charge, Gao found himself fully engaged in activities beyond KM and make some KM practices were suspended because of personnel movement. The valuable knowledge sharing environment in HP China were being eroded.
Facing the big uncertainty of the merger, many employees felt their jobs were threatened. At such a time of worry and change, it became unreasonable to ask the employees to share expertise with others because they might mistake it as a signal of replacement.
Naturally, the work on knowledge sharing and other relevant activities were stopped.
KM Case Study - HP China
1. Kelvin – 1601234171
2. Juliastina – 1601237293
3. Novi Talim – 1601250383
4. Franky Kurniawan – 1601250420
5. Martin – 1601261462
Kelompok : 3
Kelas : LE11
China was relative late to approached the knowledge management. the
concept of knowledge management was properly introduced into china at
Gao Jin hua the first chief knowledge office actually prefer to determined
to follow another approach than to follow the knowledge management
practices in Hewlett packard Headquarters.
In 2001 & 2004, Hewlett Packard China.
Lu Lin and Leung Kwok describe the approach of HP China’s chief
A series of KM practices organized by the
committee, including :
As a member of the first group of foreign companies entering mainland china, not
only focus on trend setter technology HP focus on their management practices too.
In September 2001 HP China KM committee was established and in the next 18
1. Knowledge Documentation
3. Book-reading Association
4. Formal and Information Learning
5. The Monitoring System
6. Rewarding Knowledge Sharing
7. Use of Information Technology
When the KM programs stalled
√ The merger of Compaq with HP brought with it an unpredictable
√ Person in charge, Gao found himself fully engaged in activities
beyond KM and make some KM practices were suspended.
√ Facing the big uncertainty of the merger, many employees felt their
jobs were threatened.
√ Naturally, the work on knowledge sharing and other relevant
activities were stopped.
Difficulties in KM Implementation
1. There was no practical experience to refer to in mainland China.
2. Naturally, the design and implementation of KM faced big challenges.
3. Many KM practicioners in China are calling for efficient methods.
Chinese Culture and Knowledge Sharing
A. In China, KM is a relatively new trend.
B. It's notable that all these KM practices were introduced into an
environment where knowledge sharing had not been a habit.
Task-related and Leader-initated KM Practice
One of the criticisms of HP China’s KM pratices is that these practices
were not closely aligned with job-related activities. Most practices were
designed to nurture people’s willingness of sharing knoledge, without
integrating these practices into their daily task fulfilment.
Beside that, another concern when integrating KM into the business
operations is the seniority of the executive involve.
Taking a top-down approach, Gao Jianhua as CKO was successful in
getting the KM practices running with fussicient organizaional support. But
the leader initiated activities rely on the individual.
KM Environment and IT Support
In implementing KM, there will have some approach such as establishing IT
System or focus on fostering a KM-friendly environment. From these different
combinations, it may emerge the effects of different approaches to KM implentation.
4 Type of approaches emerge from
different combination of this two
1. Strong environment development +
strong IT support
2. Strong environment development +
weak IT support
3. Weak environment development +
strong IT support
4. Weak environment development +
weak IT support