Knowledge Maturing & Organizational Culture


Published on

Professional Training Facts 2010, Stuttgart

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Knowledge Maturing & Organizational Culture

  1. 1. Christine Kunzmann, Andreas Schmidt<br />Knowledge Maturing andOrganizational Culture<br />Professional Training Facts 2010, Stuttgart, October 21, 2010<br /><br />
  2. 2. Outline<br />KnowlegeMaturing<br />Whyaresomeorganizationsbetterthanothers?<br />Interview study<br />Success in supportingknowledgematuringactivities<br />Clustering narratives withrespecttoculture<br />Motivationalbarriers<br />Conclusions<br />
  3. 3. Whatisknowledgematuring?<br />
  4. 4. Goals andbarriers<br />MATURE wantstoleveragebottom-upactivitiesandguidethemtowards a sharedgoals<br />knowledgematuringisgoal-orientedlearning on a collectivelevel<br />Barriershinderingknowledgematuring<br />Lack ofcreativity<br />Nosharingofinformation & knowledge<br />Lack ofdisseminationtowardsthe wider organisation<br />Lack ofwillingnesstoadoptchangestotheworkenvironment<br />
  5. 5. Whyaresomeorganizationsbetterthanothers?<br />
  6. 6. Interview Study<br />Goals<br />Identifycontextualfactorsthaninfluenceknowledgematuring<br />Identifybarriers on individual & organizationallevel<br />Knowledgematuringactivitiesandindicators<br />Interviews with 136 companies (mainly) in Europe<br />Method: Combined quantitative and qualitative study<br />In total interviewslastedbetween 30 and 120 minutes<br />
  7. 7. Background Information<br />
  8. 8. Knowledge maturing activities <br />best performing maturers<br />people- and awareness-oriented maturers<br />hesitant formalists<br /><ul><li>distribution of organisations with respect to size, sector and knowledge intensity is fairly balanced between the clusters </li></li></ul><li>Analysis of narratives: cultures<br />organisations not inclined to improve KM<br />see knowledge as a tool for power and control<br />sedimentation of knowledge as a barrier<br />defensive relationships between individuals and departments <br />ambivalence to KM ideas<br />organisational inertia<br />constraints of division of labor, strategies and regulations<br />organisations sharing collaborative KM ideas<br />driven by innovation management, performance improvement and knowledge management<br />
  9. 9. Cultural dependencies<br />Analysis ofresponseswithrespecttoculturalaspectsrevealed:<br />National orlanguageculturehasnosignificanteffect<br />Professional culturehasslighteffects(human resources <-> engineering)<br />The mostimportantcontextualfactorinfluencingresponses was foundtobeorganizationalculture<br />Resultingfrom an analysisof qualitative answers<br />
  10. 10. Which are motivational barriers?<br />
  11. 11. Interview study: additional barriers<br />35 codes/categories of barriers out of 473 additional comments<br />organisational culture (20%)<br />Lack of individual autonomy<br />Lack of formalization and guidance (opposite of ind. autonomy)<br />Lack of collaboration<br />Personal interdependencies (e.g. lack of skills of employees)<br />Lack of resources (16%)<br />Personal interdependency (11%)<br />Organisational structure (5%)<br />
  12. 12. Conclusions<br />
  13. 13. Organizationalcultureiskeytoknowledgematuring<br />Success in sharingofresourcesandcommunicationismaindifferentiatingfactorof „bestperformers“ <br />Innovation management, performanceimprovement, andknowlegdemanagementarekeydriversforknowledgematuring<br />Technologies canhave a transformationaleffect<br />Catalystfororganizationaldevelopment<br />But theyhavetobeadaptedtothedevelopment route<br />
  14. 14. Andreas SchmidtDepartment Manager / Scientific Coordinator MATUREFZI Research Center for Information Technologies, Haid-und-Neu-Str. 10-14 Karlsruhe, GERMANY (,<br />Christine KunzmannFZI & Kompetenzorientierte PersonalentwicklungAnkerstr. 47, 75203 Königsbach-Stein, GERMANY,<br />Outlook & Contact<br />Open forassociate<br />partners!<br />MATURE IP –<br />Identifyingandovercomingbarrierstoknowledgematuring in organizations<br /><br />