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KM Case Study - HP China

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Challenges to KM at Hewlett Packard China

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KM Case Study - HP China

  1. 1. 1. Kelvin – 1601234171 2. Juliastina – 1601237293 3. Novi Talim – 1601250383 4. Franky Kurniawan – 1601250420 5. Martin – 1601261462 Kelompok : 3 Kelas : LE11
  2. 2.  China was relative late to approached the knowledge management. the concept of knowledge management was properly introduced into china at 1990s.  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 knowledge officer. Introduction
  3. 3. 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 months saw 1. Knowledge Documentation 2. Standardization 3. Book-reading Association 4. Formal and Information Learning Institutions 5. The Monitoring System 6. Rewarding Knowledge Sharing 7. Use of Information Technology
  4. 4. When the KM programs stalled √ The merger of Compaq with HP brought with it an unpredictable impact. √ 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.
  5. 5. 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.
  6. 6. 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.
  7. 7. 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 empahases 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

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