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Knowledge Maturing Activities and Practices Fostering Organisational Learning: Results of an Empirical Study


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ECTEL 2010, Barcelona, September 30, 2010

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Knowledge Maturing Activities and Practices Fostering Organisational Learning: Results of an Empirical Study

  1. 1. Andreas Kaschig, Ronald Maier, Alexander Sandow, MariangelaLazoi, Sally-Anne Barnes, Jenny Bimrose, Claire Bradley, Alan Brown, Christine Kunzmann, Athanasios Mazarakis, Andreas Schmidt<br />Knowledge Maturing Activities and Practices Fostering Organisational Learning: Results of an Empirical Study<br />ECTEL 2010September 30, 2010 Barcelona<br /><br />
  2. 2. Outline<br />Background<br />Knowledgematuring<br />Elicitationofknowledgematuringactivities<br />Goals ofthestudy<br />Results<br />General overview<br />Importance, support, andsuccess<br />Clustering<br />Narratives<br />Conclusions<br />
  3. 3. Whatisknowledgematuring?<br />
  4. 4. Background<br />KnowledgeMaturingActivities<br />activities of individuals or groups that contribute to the development of knowledge within the organisation.<br />Basis:<br />Prior work on knowledgeactivities<br />Ethnographicallyinformedstudies in thefirstyearof MATURE<br />Usecasedefinitionprocessof MATURE<br />First validation in a small-scalestudywithintheassociatepartnernetworkof MATURE<br />
  5. 5. KnowledgeMaturingActivities<br /><ul><li>Reflect on and refine work practices or processes
  6. 6. Create and co-develop digital resources
  7. 7. Share and release digital resources
  8. 8. Restrict access and protect digital resources
  9. 9. Find people with particular knowledgeorexpertise
  10. 10. Communicatewithpeople
  11. 11. Assess, verify and rate information</li></ul>Find relevant digital resources<br />Embed information at individual or organisational level<br />Keep up-to-datewithorganisationrelatedknowledge<br />Familiariseoneselfwithnewinformation<br />Reorganise information at individual or organisational level<br />
  12. 12. Study Design<br />Goals (extract): <br />Whichknowledgematuringactivitiesshouldbesupported in a prioritizedway?<br />Whichbarriersandproblemsassociatedwiththoseactivities do exist?<br />Method: Combined quantitative and qualitative study<br />Interviews withcompanies (mainly) in Europe<br />Closedquestionswith 7-point Likertscale, e.g.,<br />Perceivedimportance, support, andsuccess in thecompany<br />Associated and additional open questions, collecting narratives fromtheinterviewees<br />In total interviewslastedbetween 30 and 120 minutes<br />Presentationcoversonlythepart on knowledgematuringactivities<br />
  13. 13. Resultsofthe Study<br />
  14. 14. How many companies<br />
  15. 15. Background Information<br />
  16. 16. How interviewees assessed KM activities<br />
  17. 17. What is important: Portfolio analysis<br />7. Create and co-develop digital resources<br />8. Share and release digital resources<br />9. Restrict access and protect digital resources<br />10. Find people with particular knowledge or expertise<br />11. Communicate with people<br />12. Assess, verify and rate information<br />1. Find relevant digital resources<br />2. Embed information at individual or organisational level<br />3. Keep up-to-date with organisation-related knowledge<br />4. Familiarise oneself with new information<br />5. Reorganise information at individual or organisational level<br />6. Reflect on and refine work practices or processes<br />
  18. 18. Cluster analysis<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>Restrictaccessandprotect<br />most controversial KM activity<br />two types of answers can be distinguished: <br />statements whether and why the organisation restricts access and <br />statements about personal opinion whether restricting access is beneficial to knowledge maturing.<br />
  19. 19. Restrict & protectaccess: organizational<br />Some have very few restrictions (related to an open organisational culture), whilst others are giving high priority to restricting access:<br />legal requirements<br />channel the knowledge through the correct users and to avoid dissipating it<br />protecting their own competitive advantage<br />Important is the nature of their competetive advantage:people, marketing, process knowledge<br />
  20. 20. Restrict & protectaccess: individual<br />Trust as a prerequisite. <br />“There are individuals who will share only in a limited way if they can trust that not everyone can see it.” <br />“So if you restrict access, it is also good for knowledge exchange, not for those who don't have access, but for those who have access. Otherwise you wouldn't share anything if you couldn't restrict it to certain persons”. <br />Information channelling/avoidance of overload. <br />“Knowledge is not something that has to be always distributed. With this activity the knowledge is channelled to therightusers.”<br />
  21. 21. Restrict & protectaccess: individual (II)<br />Obstructing people’s access to knowledge which they view as a prerequisite for knowledge maturing to happen. <br />“nonsense”<br />“The access rights are pretty strict, my drive cannot be seen by my colleagues, I find that unbelievable.”<br />“We are destroying knowledge in this area”<br />
  22. 22. Further narratives collected<br />E.g., medical engineering company<br />Market leader due to its production process knowledge<br />Need toprotectitscompetetiveadvantage<br />Anonymizationofcustomers, accessprotection<br />But: still foster an open innovationclimate<br />Creatingawarenessofprotectionandinnovationneeds<br />Difficulttoimplementprocessinnovations<br />Long cycles due tocertification<br />High budgetfor an experimentationteam<br />
  23. 23. Conclusions<br />
  24. 24. Conclusions<br />Most importantfor Professional TEL tofocus on:<br />Reflect on andrefineworkpractices<br />Find people with particular knowledge orexpertise<br />Success in sharingofresourcesandcommunicationismaindifferentiatingfactorof „bestperformers“ cluster<br />A differentiatedperspectiveisneeded on<br />Restrict & protectaccess<br />Nosignificant national culturaldifferences<br />slightdifferenceswithrespectto professional culture<br />considerableimpactoforganizationalculture<br />
  25. 25. Outlook & Contact<br />Open forassociate<br />partners!<br />MATURE IP –<br />Identifyingandovercomingbarrierstoknowledgematuring in organizations<br />Summaryofrepresentativestudy:<br />Andreas Schmidt<br />Department Manager <br />Scientific CoordinatorMATURE<br />FZI Research Center for Information Technologies<br /><br /><br />