Global knowledge management_pawlowski_2012

Global Knowledge Management

An Introduction

Jan M. Pawlowski, Markus Bick, Franz Lehner
Spring 2012

Licensing: Creative Commons
You are free:
to Share — to copy, distribute and transmit Collaborative Course Development!
the work
Thanks to my colleagues Prof. Dr.
to Remix — to adapt the work Markus Bick and Prof. Dr. Franz
Lehner who have developed parts of
the Knowledge Management Course
Under the following conditions: which we taught together during the
Jyväskylä Summer School Course
Attribution. You must attribute the work in 2011.
the manner specified by the author or
licensor (but not in any way that suggests
Prof. Dr. Markus Bick (Introduction,
that they endorse you or your use of the CEN Framework)
work). ESCP Europe Campus Berlin
Web: http://www.escpeurope.de/wi
Noncommercial. You may not use this
work for commercial purposes. Prof. Dr. Franz Lehner (Assessment,
Process Integration)
Share Alike. If you alter, transform, or build University of Passau
upon this work, you may distribute the Web: http:// www.wi.uni-passau.de/
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sa/3.0/

The License in plain words…
All slides in this set can be used for non-commercial
purposes (academic, general)
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authors by sending a mail (eg to jan.pawlowski@jyu.fi)
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If you use the slide for a commercial course, contact
us and we agree how to arrange this

…Jyväskylä, Finland…

Source: [http://www.jyu.fi/, http://www.jyvaskyla.fi/]

…Jyväskylä, Finland…

Source: [http://commons.wikimedia.org/, http://www.jyvaskyla.fi/,
http://www.laajavuori.com/]

University of Jyväskylä
Founded in 1934
Nearly 15.000 degree students in seven faculties.
Approximately 2.500 Staff members.
– About 700 Research Staff
Excellence Centre nominated by the Finnish Academy
e.g. in Learning and Motivation Research

Global Information Systems, University of Jyväskylä
(JYU) - The Team

Kati Philipp Denis Kozlov
Clements Holtkamp

Henri
Jan M. Pirkkalainen
Pawlowski
My background
Ph.D. Business Information Systems, University of Essen
Habilitation ―Quality Management / Integration of Knowledge
Management and E-Learning‖
Professor in ―Global Information Systems‖
Chair CEN/ISSS Workshop Learning Technologies
ISO/IEC JTC1 SC36 Project Editor

JYU: Global Information Systems
Focus areas Projects
Global Information Systems OpenScout: OER for
Supporting globally distributed Management
workgroups TELMAP: Technology
Open Educational Resources Forecasting
Reference Modeling NORDLET: Nordic Baltic
Network for Learning,
Education and Training
E-Learning
COSMOS, Open Science
Supporting international Resources: Exchange of
education settings Scientific Content
Cultural adaptation ASPECT: Open Content
Standardization & Quality and standards for schools
Management iCOPER: New standards for
Mobile & Ambient Learning educational technologies
Innovative tools and solutions LaProf: Language learning
in ICT and agriculture

What can you expect?
Understand the different concepts of knowledge ,
knowledge management and knowledge sharing
Analyze global influence factors to knowledge
management
Design and develop knowledge management
systems, processes and instruments in a systematic
way
Assess and optimize knowledge management
systems

Course Organization
Lecture 1 Introduction
Lecture 2 Conceptual Foundation
The context of KM: Understanding the starting
situation (context and strategies)
Lecture 3 Case Study introduction
Lecture 4 KM Frameworks: The components of KM
KM & Culture
Lecture 5 Process Management: Integration of Knowledge,
Learning and Business Processes
Lecture 6 Assessment of KM Success
KM Instruments and Tools
Lecture 7 Global Social Knowledge Management
Lecture 8 Final presentations

Approach
Course outline
– Lecture
– Guiding Questions
– Discussion
– Assignment / Case Study & Presentation
– Examination
Interaction & Discussion
– Preparation: Slides, readings & recent papers
– Preparation (2): Questions on Papers
– Questions: E-Mail, Forum, Skype (jan_m_pawlowski)

Your expectations?
Why did you choose this course?
Which experiences do you have in the field?
Which issues would you like to discuss?

A first question

What is common
knowledge?

A first questions

Why is Knowledge a
Global Success
Factor?

Business Process Management
in a Networked Business
Management Processing
R&D
A
Marketing R&D
Sales Marketing Processing Marketing
Production B
Sales

IT
Services

Sales

IT
Services
Marketing

Material Flow
Knowledge/ Information /
Data Flow

Some random questions…
Decision questions
– Where to produce?
– How to build partnerships (joint ventures, contractors, …)
– Which systems to exchange knowledge?
Operational questions
– How to process wood?
– When will the next shipment arrive?
– How to market the product in Japan?
– How to explain the concept and advantages of Finnish
saunas?
– How to find the main problems of customers?
– Which are import and safety regulations?

This means…
Knowledge is a key to global success

Global KM managers need to understand the value
chain and knowledge requirements
Global KM managers need to understand
knowledge processes and culture
Global KM managers are the main hubs for smooth
operations in production and service enterprises

Contents
Introduction
Knowledge Management Foundations
– Conceptual foundation
– Theoretical Frameworks
– Practical Frameworks
Global KM
– Influence factors
– Cultural Barriers
Solutions
– Strategies
– Processes
– Tools

Types and Classes of Knowledge

Knowledge
―high flyer‖ interpretation/
cross-Linking
Information

stock price: 81,60 € context

Data

81,60 syntax

Characters
―1―, ―6―, ―8― and ―,― character set

Related Concepts (modified,
North, 1998)

Competitiveness

+
Competence uniqueness

+applying to
Skill new settings

Knowledge +use

Information +context

Data +meaning

Symbol +syntax

Myths of Knowledge
Management
Myth 1:
KM technologies can deliver the right information to the right
person at the right time

Myth 2:
KM technologies can „store― human knowledge, intelligence or
experience

Myth 3:
KM technologies can distribute or multiply human intelligence

Myth 4:
Organizations are not able to learn, only individuals learn

Video

Ford Learning Network

Slide 27

Introduction: What is Knowledge Management?
Knowledge Management in Practice
Ford Learning Network
What is (in your opinion) the message of this case?

How important is the so called “Virtual Librarian” for the FLN solution?

What does impress and what does irritate you about the KM solution mostly?

Some issues…
How do you organize the development process?
How to find components which need to be changed, how to
develop different versions?
How qualified are the development partners? How good are their
language and communication skills? Will they understand your
codes?
How to keep track of the changes and versioning?
How to change the development environment (e.g. new release)
in a coordinated way?
How to find out country-/market-specific needs?
How to coordinate prototype validations?
What are communication standards?
How are problems communicated?
How is the development process and specific aspects
documented?

Introduction – What is Knowledge
Management? Main Drivers
Co-evolution of society, organization, products, services, work and
workers
Globalization of business
Distribution of organizations
Fragmentation of knowledge
Need for speed and cycle-time reduction
Need for organizational growth
Complex organizational interlacings
Increasing pace of organisational redesign and increasing employee
mobility
Business process reengineering and lean management
New information and communication technologies

Introduction – Global Knowledge
Management
Geographic dispersion Some Issues
– Level of dispersion Coordination
– Synchronicity Communication
Organizational issues
Culture and Awareness
– Type of stakeholders
– Type of projects Technology Support
– Complexity Process Alignment
Individual Issues …
– Perceived distance
– Trust
Methodology and processes
– Systems methodology
– Policy and standards
Culture
– Knowledge & communication

So, what is the problem…?
What is common and crucial knowledge in different
communities?
How can we organize knowledge sharing across
borders?
Which technologies can we use?
Which problems might occur?

Potential solutions
– Theories and frameworks
– Practical methods and instruments

Context Stakeholders

create
Society Organization Individual

Instruments
influences runs
perform

Intervention A Intervention B Intervention N

Human-based
instruments
Resources
embedded in influences

Processes External Processes

Infrastructures
enable
Business Processes
Strategies

change
Support
Knowledge
guide Processes

Technologies and tools
enable
Problems

use
Knowledge

Measured
influences by
Improved by

Validation, Feedback, Improvement
Measured
by measures
influences Results

Performance Knowledge …

Culture

Culture
•Barrier 1: Understanding of Common Knowledge
•Barrier 2: Lack of understanding of partner organization /
country

Knowledge / problems Intervention 1-3
• Common knowledge on • Create Reflection Process
the organization • Visualize communication paths
• Communication patterns • Create culture wiki / allocate
• Process knowledge task

Results
Metric 1: #interrupted communication processes
Metric 2: #shared visualizations
Metric 3: avg. wiki usage / employee
Metric 4: staff satisfaction
Framework as tool box for barrier identification, intervention
selection, metrics, process design
Recommendation of possible solutions

Summary
Knowledge as a critical success factor
Knowledge management to support businesses
Global aspects
– Understanding the context
– Process design
– Systems and tool support
– Cultural aspects

References (required readings)
Conceptual Foundations: Baskerville R and Dulipovici A (2006) The theoretical
foundations of knowledge management. Knowledge Management Research and
Practice 4, 83–105.
Frameworks: Pawlowski, J. & Bick, M. (2012). The Global Knowledge Management
Framework: Towards a Theory for Knowledge Management in Globally Distributed
Settings. Electronic Journal of Knowledge Management, 2012
Context/Barriers and Culture: Leidner D, Alavi M, Kayworth T. 2006.The role of
culture in knowledge management: a case study of two global firms. International
Journal of e-Collaboration 2: 17–40.
Processes: Remus, U.; Schub, S. A Blueprint for the Implementation of Process-
oriented Knowledge Management. In: Journal of Process- and Knowledge
Management. 10 No. 4, (2003)
Knowledge and Knowledge Representation: A. Abecker and L. van Elst, Ontologies
for Knowledge Management, in Handbook on Ontologies second edition, International
handbooks on information systems, Heidelberg: Springer, 2009, pp. 713-734.
Tools and Social Software: ZHENG Y, LI L and ZHENG F (2010) Social Media
Support for Knowledge Management. In Proceedings of the International Conference
on Management and Service Science. pp 1-4, IEEE, Wuhan, China
Assessment of KM: Lehner, F.: Measuring KM Success and KM Service Quality with
KnowMetrix–First Experiences from a Case Study in a Software Company. Knowledge
Science, Engineering and Management, 2009 - Springer.
Bose, R. (2004), "Knowledge management metrics", Industrial Management & Data
Systems, Vol. 104 No.6, pp.457-68.

References (practical issues,
good practices)
APQC (1996): Knowledge Management, a Consortium Benchmarking Study Final
Report.
CEN/ISSS (2004): European Guide to Good Practice in Knowledge Management,
Bruxelles 2004.
http://www.cenorm.be/cenorm/businessdomains/businessdomains/isss/about_iss
s/km.asp
Eppler, M. J. (2002): Knowledge Management Light. In O. Sukowski, and M. J.
Eppler (Eds): Knowledge Management Case Studies. Project Experiences,
Implementation Insights, Key Questions. NetAcademy Press, St. Gallen.
Maier, R. (2002): Knowledge Management Systems. Springer, Stuttgart.

References (theory and
background)
Bick, M. (2004): Knowledge Management Support System. University
Duisburg-Essen, 2004. http://miless.uni-duisburg-
essen.de/servlets/DocumentServlet?id=11663 (in German)
Kalkan, V.D. (2008): An overall view of knowledge management
challenges for global business, Business Process Management Journal,
14 (3), pp.390 – 400
Desouza, K.C., Awazu, Y., Baloh, P. (2006): Managing Knowledge in
Global Software Development Efforts: Issues and Practices, IEEE
Software, 23 (5), pp. 30-37
McDermott, R., O‘Dell, C. (2001): Overcoming cultural barriers to sharing
knowledge, Journal of Knowledge Management, 5 (1), pp.76 – 85
Bhagat, R.S., Kedia, B.L., Harveston, P.D., Triandis, H.C. (2002):
Cultural Variations in the Cross-Border Transfer of Organizational
Knowledge: An Integrative Framework, The Academy of Management
Review, 27 (2), pp. 204-221
Holden, NJ. (2002): Cross-cultural Management: A Knowledge
Management Perspective. London: Financial Times/ Prentice Hall.

References (theory and
background)
Desouza, K., Evaristo, R. (2003): Global Knowledge Management Strategies,
European Management Journal, 21 (1), pp. 62-67
Richter, T., Pawlowski, J.M. (2007): Adaptation of E-Learning Environments:
Determining National Differences through Context Metadata. TRANS - Internet
Journal for Cultural Studies, 17.
De Long, D. W., Fahey, L. (2000): Diagnosing cultural barriers to knowledge
management. Academy of Management Executive, 14(4), pp.113-128.
Pauleen, D. (Ed.) (2006). Cross-cultural perspectives on knowledge management,
Westport, Conn.: Libraries Unlimited.
Vaidyanathan, G. (2007). Networked Knowledge Management Dimensions in
Distributed Projects, In: Tan, F.: Global Information Technologies: Concepts,
Methodologies, Tools and Applications, Idea Group, 2007.
Dawes, S.S., Gharawi, M., Burke, B. (2011). Knowledge and
Information Sharing in Transnational Knowledge Networks: A
Contextual Perspective, Proceedings of the 44th Hawaii International
Conference on System Sciences, 2011.

More references given on request and during the lecture


Case Study

28.10.2011

Evaluation / Credits
(Final) Evaluation
– 50 % Final examination
– 25% case study presentation
• ―active‖ presentation (in case related sessions)
– 25% final assignment
• -10 pages (Times New Roman 12pt, single spacing, ―common
margin‖)
• finally revised presentations
• ppt/pdf + doc/pdf
• provide the full names and email of all group members

>> Case – Part I <<

Case – Part I
Group Work (1/2)
Next ≈ 60min

Please form groups of four to five

Read the case study carefully.
– The Pragmatic Development And Use Of Know-How:
Knowledge Management Light At Securitech LTD

Answer the first four questions, making some notes
– Basic Questions 1-4

This Group Work is the basis for the next parts of this case and
thereby crucial for the final assignment.

Case – Part I
Group Work (2/2)
Knowledge Management Light At Securitech LTD.
1.) Why do you think it was these five measures Furrer proposed?
(Discuss with reference to the details given in the case study.)
Please allocate Furrer’s measures to the problems illustrated in the
case study wherever possible.

2.) Which measures do you consider to be appropriate solutions to the illustrated
problems? Which measures do you view with concern, and why?

3.) What are the central findings (in the sense of success factors) with regard to the
process of introducing knowledge management which can be deduced from
Furrer’s actions?

4.) Which of Furrer’s ideas did you consider to be the best? Could this idea have
emerged and been implemented even without any involvement of knowledge
management?

Integrated Knowledge Management
>> Case – Part II <<

Case – Part II
Group Work (1/2)
Next ≈ 60min

Please stick to your group

Re-Read the case study carefully.
– The Pragmatic Development And Use Of Know-How:
Knowledge Management Light At Securitech LTD

Answer the following questions, preparing a presentation (.ppt, etc.)
– See questions next slide

This Group Work is the basis for Part III of this case

Case – Part II
Group Work (2/2)
Knowledge Management Light At Securitech LTD.
5.) Which next steps would you propose to Mr. Furrer for the coming six months?
How can he ensure the continued success of the undertaken measures, and
achieve the continuation of knowledge management in the approaching business
management meeting?

6.) With regard to this mornings session, what do you think about the knowledge
cockpit? What about the criteria / indicators? Are these sufficient and tailored to
the companies needs?

7.) Discuss the difficulties of measuring Knowledge Management success or
impacts in general and more specifically concerning Knowledge Management
Light At Securitech LTD.

8.) Which aspects of the given context should Furrer pay more attention to in his
next steps? Which factors has he given too little consideration until now?

Case – Part III
Group Work
Next ≈ 4 weeks

Please stick to your group

Discuss the extension of the case study – which
changes to the previous situation can you identify
Answer the questions of the case extension, we
support the case work
Prepare a presentation of the overall solution until
13.12.2011

Contact Information

Prof. Dr. Jan M. Pawlowski
jan.pawlowski@jyu.fi
Skype: jan_m_pawlowski

Office: Room 514.2
Telephone +358 14 260 2596
http://users.jyu.fi/~japawlow


Conceptual foundation

28.10.2011

Related Concepts (modified,
North, 1998)

Competitiven
ess
+
Competence uniqueness

+applying to
Skill new settings

Knowledge +use

Information +context

Data +meaning

Symbol +syntax

Definition – Knowledge
“Knowledge comprises all cognitive expectancies – observations
that have been meaningfully organized, accumulated and
embedded in a context through experience, communication, or
inference – that an individual or organizational actor uses to interpret
situations and to generate activities, behavior and solutions no matter
whether these expectancies are rational or used intentionally.”
(Maier 2002)

“A set of data and information (when seen from an Information
Technology point of view), and a combination of, for example know-
how, experience, emotion, believes, values, ideas, intuition, curiosity,
motivation, learning styles, attitude, ability to trust, ability to deal with
complexity, ability to synthesize, openness, networking skills,
communication skills, attitude to risk and entrepreneurial spirit to
result in a valuable asset which can be used to improve the capacity
to act and support decision making.” (CEN 2004)

Definition – Knowledge
Management
―Knowledge management is defined as the management function responsible for
the regular selection, implementation and evaluation of goal-oriented
knowledge strategies that aim at improving an organization’s way of handling
knowledge internal and external to the organization in order to improve
organizational performance. The implementation of knowledge strategies
comprises all person-oriented, organizational and technological instruments
suitable to dynamically optimize the organization-wide level of competencies,
education and ability to learn of the members of the organization as well as to
develop collective intelligence.― (Maier 2002)

”Planned and ongoing management of activities and processes for
leveraging knowledge to enhance competitiveness through better use and
creation of individual and collective knowledge resources.” (CEN
2004)

Declarative Knowledge: Procedural Knowledge:
• knowing that • knowing how

[Source:
http://kartta.jkl.fi]

My
position

How to get
to the
lecture…
Position, room Navigation
Lecture time Lecture behavior
Traffic rules Traffic behavior


Organizational Knowledge:
Individual Knowledge:
• consists of the critical intel-
• knowledge of each person
lectual assets within an
(employee)
organization

Building cars…. Steering / using
production facilities
[Picture Source:
http://commons.wikimedia.org]


Implicit / Tacit Knowledge:
Explicit Knowledge:
• knowledge that people carry in
• codified knowledge that can be
their minds and is, therefore,
easily shared and understood
difficult to access

Traffic rules Traffic customs
Driving instructions Interpretations
… …

Global / cultural
differences

[Picture Source:
http://commons.wikimedia.org]

SECI Model (Nonaka & Takeuchi, 1996)

Socialization
Externalization
Combination
Internationalization

SECI Processes
Socialization: Transfer tacit knowledge from one
person to another person
Externalization: Translate tacit knowledge into
explicit knowledge in a repository
Combination: Combine different bodies of
explicit knowledge to create new explicit
knowledge
Internalization: Extract the explicit knowledge
from a repository that is relevant to a particular
person‘s need and deliver it to that person where
it is translated into tacit knowledge
Cognition: Apply tacit knowledge to a business
problem

Person Group Organisation

Person

Group from team A
to team B

Organisation

Basic Processes
Knowledge Sharing
Knowledge Exchange
Knowledge Transfer

Selected Knowledge Exchange
Models
• Know-How transfer model (after Boeglin)
• Szulanski‘s stepwise model of Best Practices
Transfer
• Internal Knowledge Transfer model (Krogh)
• Richter‘s Transfer Potential Absorption model
• Zander & Kogut‘s Transfer and Imitation model

Boeglin‘s model of Know-How Transfer
Sender Receiver
willing unwilling willing unwilling

able A&W A/UW A&W A/UW able
Know-How
Transfer
unable unable
W/UA Ux2 W/UA Ux2

A/UW Leadership Problem A/UW

W/UA Communication Problem W/UA

Ux2 Combined L/C Problem Ux2

The Step-Model of Best-Practices
Transfer (Szulanski, 1996)
Influence Factors Characteristics
Knowledge Ambiguity
Characteristics
Unproven
Sender Qualities Lack of Motivation
Perceived as unreliable
Receiver Qualities Lack of Motivation
Insufficient Absorptive
Capacity
Insufficient Retentive Capacity
Context Barren Organisational Context Integration
Arduous Relationship

Ramp-up
Achieving
Installation Target Building
Prototypes Performance ‘Routine’
Initiation Pilots Level

Richter‘s Absorption Potential Model

Transfer Potential Absorption Potential
Transfer Implementation
Power Power
Mediation Learning Absorption
Resources Resources
Communication Interpretation
Capability Capability
Subsidiary Centre

Overview of the factors that influence speed of transfer
and early imitation risk (Zander and Kogut, 1995)
Influence Factors Hypothesis
Codifiability; how far can the required The higher codifiability, the faster the
knowledge be articulated into software transfer and the higher the risk of
and/or documents early imitation
Complexity; the number of capabilities The higher the complexity, the more
and competencies required difficult (and slow) the transfer and
imitation
Teachability; how easy/hard it is to The easier it is to teach, the faster the
disseminate, teach and demonstrate the transfer – and imitation
required knowledge
System Dependence; the effort The higher the systems dependence,
required to assemble the necessary the longer before the transfer can be
groups of experts and the technology effected and imitations could be
needed started.
Parallel Development; the number of The higher the competitive pressure,
competitors engaged in similar transfer the faster the transfer and the earlier
and/or product development projects the risk of imitation
Product Observability; how easy is it The more observability, the sooner
to ‘reverse engineer’ the product in imitations may be expected; (this
question or reconstruct it from factor does not apply to internal
published Information? transfers)

Overview of the factor structure of the Zander
and Kogut transfer model
Internal Transfer Imitation
Codifiability Codifiability
Complexity Complexity
Teachability Teachability
Systems Dependence Systems Dependence
Parallel Development Parallel Development
Product Observability

Proprietary vs. Outsourcing

Key Employee Turnover

Continuous Development

Some history of KM
Historical Roots: Durkheims school of sociology
Late 70 s, early 80 s: simple structural theories,
knowledge representation (AI), group remembering
(Hartwick et al.)
Late 80 s, 90 s: Transactive Memory System
(Wegner et al.), Organisational Memory (Walsh/Ungson),
OM Architecture (Stein, Stein/Zwass), Technical
Approaches of OM
Late 90 s: Growing Importance of Knowledge
Architectures (eg. Borghoff/Pareschi et al.)
-2011: Human-technology balance, social aspects, social
KM, …

Review of KM Field (1)
We find a lot of companies with no or little conscious
KM-activities – KM ―happens― (nevertheless the
question arises in which situations an active conscious
knowledge management is above simply letting things
happen).
The practically necessary activities do not refer to
shared knowledge, resp. do not require the measures
recommended in KM literature (theory – practice gap)
KM-activities are intentionally introduced but are not
known to all (resp. not to all that should know about
them). Especially in bigger organisations uncoordinated
KM-activities can be the consequence. TKM in this
sense can mean a reduction of knowledge deficits
about KM-activities.
KM activities concentrate on information sharing, while
knowledge processes and knowledge sharing are
neglected (nevertheless they exist)

Review of KM Field (2)
Consequences of existing but not explicitly
communicated goals of knowledge management
(hidden agenda of KM resp. Management)
essential KM-processes are understood as
―autopoietical‖ (self-organising)
significance of hidden knowledge structures; i.e.
informal structures and relationships, which have a
specific meaning and which are actually more important
than formal structures and tasks (under control of KM)
Lack of consciousness about the knowledge with
business relevance (as a consequence it is not clear
what should be addressed by KM)
Explicit KM activities are related to the business
activities – and contrast to hidden and not
communicated expectations (e.g. related to unexpected
events)


(Mentzas et al.
2001)

Conceptual Roots (Maier, 2002)
Knowledge Management
Knowledge goals Knowledge strategy
Intellectual Knowledge
asset human-oriented technology-oriented management
management Contents, E-Learning systems
Knowledge structures,
Roles and Knowledgesystems
processes ontology
organization economics

Translation to business Goal-oriented design of handling of knowledge, Use of supporting infor-
and management con- capabilities and competences mation and communica-
cepts and terminology tion technologies
OL as dynamic process Individual
Group
Single/double loop Learning Organization
Organizational
Identification Organizational Feedback
knowledge base/
learning
Intuition memory Application
Innovation Interpretation
Diffusion Integration Artificial
management intelligence
Sociology System
Strategic of knowledge Organization Organizational
management development intelligence dynamics
Organizational
Management psychology Organizational Systems
by ... Evolution of culture Organizational theory
Cognitive
psychology organization Organized change
chaos

Conceptual Roots
Strategy

Organizational KM tools
knowledge
Knowledge
life cycle
human-oriented technology-oriented
knowledge management knowledge management
Business and know-
ledge processes

Individual
Platforms
knowledge

Integrating
instruments

Conceptual Roots:
Knowledge Management Approaches

human-oriented technology-oriented
knowledge management
personalization codification
approach
comprehension of knowledge is contained in documented knowledge;
knowledge peoples head detached from employees
knowledge worker, networks, authors, experts,
actors/roles
and communities of interest knowledge broker
knowledge managements interactive knowledge integrative knowledge
systems (KMS) managements systems management systems
publication, structuring and
prior knowledge communication and co-
integration, search, presen-
management system operation, locating of
tation and visualization of
functions experts, community-support
knowledge elements

Knowledge Management Systems
Technological roots and influences
Skill Extended Knowledge Knowledge Push
Database CRM Cooperating Maps E-Learning
Knowledge Portals
Portal Platform
Meta-Search KM Suite Community
Organizational Engine Homespace
Integrative Interactive
Knowledge Base
Enterprise Knowledge KMS KMS Organizational Learning
Medium Knowledge
Transactive Memory Management System Knowledge
System (KMS) Management
Organizational Memory Organizational
System AI-technology Memory
Organizational Memory
Search Visualization
Information System
Engines Systems
Business Intranet/Groupware CBT/
Intelligence Platform Learning
Tools Environments
(Maier Data Warehouse Document Workflow Group Communication Systems
2002) Management ManagementSupport e-mail, video conferences)
(e.g..
Systems Systems Systems

Conceptual Roots: KM activities
Knowledge Knowledge
Goals Measurement

Knowledge Knowledge
Identification Use

Knowledge Knowledge
Acquisition Preservation

Knowledge Knowledge
Development Distribution

(Probst & Romhardt 2000)

Practical implementation of technologies for
knowledge management
30%
25% 23% 23%
25%
20% 18%

15% 12% 10% 9% 9%
10% 6% 5% 5%
5%
0%
Ps ET g ls s s ls es nces et es
Co AN rainin porta logie forum n too ngi n t r an ag
R
INT ing,
t IP, hno atio rch e confe
re Ex llow p
P,
E ec or ye
ar n K gt lab sea Tel e
e- l
e
ha
rin col
s

Technologies for knowledge sharing

Samples of KMS
Many types of systems

Issues
– Integration in Processes
– User acceptance
– Usage frequency
– Multilinguality
– …

Samples…Content Management

http://demo.openkm.com/

Samples…Content Management

http://www.kbdemo.com/

Social Software
Umbrella of technologies under a fuzzy concept
Easy way to spread, distribute, and disseminate
information to a wide community
Encourage people to dialogue and discourse
Easy content creation and sharing
Aggregating wisdom of the crowds
Transparent

Samples: Social Networks

http://sometu.ning.com/

Ready for Use?
Is there management support in all parts of an
enterprise?
Does a system fit the users‘ work behavior?
Does a system fit the purpose? What kind of
knowledge needs to be shared?
Are there incentives for knowledge sharing?
Are there communication options fitting the users
needs?
…

Ready for Global Use?
Is the process clear, within and outside the
organization?
Are there clear procedures for inter-organizational
knowledge exchange (who shares with whom?)
Is the system multilingual?
– Multilingual ontologies
– Tag / Query translations
– …
Are there communication options support multi-
lingual communication (e.g. translation support,
facilitation)?
…

Global aspects to KM
Coordination: In international team work several
problems such as time differences have to be taken
into consideration and managed.
Communication: Common ways of communication
including language need to be agreed on.
Collaboration: Team work has to be facilitated by
providing suitable mechanisms and support.
Knowledge Management including knowledge
sharing and transfer is crucial to establish a common
knowledge base of all team members
– KM as a horizontal aspect!

Global aspects to KM (2)
Challenges
– Lack of Trust
– Different vocabularies, frames of reference
– Status and rewards of knowledge owners
– Behavior towards mistakes…

Global aspects to KM (Vaidyanathan, 2007)

Preliminary Summary
Broad field with
– …a variety of conceptual foundations
– …interdisciplinary approaches
– …different viewpoints
– …possibilities of interventions
– …uncertain success probabilities
– …unknowns!
Need for frameworks and comparable models!

Guiding questions
What is the different between knowledge and
competence?
Give an example for explicit and implicit knowledge.
Find an example where explicit knowledge in one
culture is implicit in another.
Do you know international communities on the web
where knowledge on a certain topic is shared – is this
human- or technology oriented? Give an example.
In a development process for mobile applications,
which knowledge is organizational, which is personal?


Frameworks and Strategies

28.10.2011

Knowledge Management Frameworks
Framework
– Conceptual models describing and relating potential
influencing aspects, such as systems, processes or
instruments
– Understanding the inter-relations in global settings
– Learning how to apply in in practice…
Utilization:
– Guideline which aspects should be taken into account
– Research tool

Framework (CEN, 2004)

Context
Stakeholders
Global
Society Organization Individual Knowledge
Management

Instruments
Intervention A Intervention B Intervention N

Human-based
Framework

instruments
Resources

Processes
External Processes

Infrastructures
Business Processes
Strategies

Knowledge
Processes

Technologies
Knowledge

and tools
Problems

Validation, Feedback, Improvement

Results
Performance Knowledge …

Culture

Knowledge…
Category Description Sample Values / Attributes
Subject area
Description of knowledge Type (procedural, factual, …)
Knowledge element
areas of an organization Representation / codification
Culture specifics (common, contextualized, …)
Knowing that / knowing how
Tacit / implicit / explicit
Knowledge type What kind of knowledge
Knowledge as object / knowledge as process
…
Problem description
Context
Problems to which
Problem Related knowledge
knowledge is applied
Related competences
Related actors

Global Knowledge Context

Management Framework
Context
– Society: (National, regional) culture, legal aspects,
infrastructure, …
– Organization: Culture, Strategies, Structure, Processes, …
– Individuals: Characteristics, preferences, knowledge / skills /
competences, barriers

Context.
Organization /
Individuals

Barriers to KM
Lack of time 70,1%
Lack of understanding KM & its corresponding benefits 67,7%
Ignorance of knowledge demand 39,4%
Attitude knowledge is power 39,0%
Missing transparency 34,6%
Missing reward system 34,4%
Too high specialization of personnel 32,2%
No organized knowledge exchange 28,7%
Inappropriate IT-Infrastructure 28,3%
Hierarchical structures 28,0%
Interdepartmental competition 27,6%
Missing business culture 26,7%

Global barriers Context.
Organization /
Individuals
Challenges faced in global processes
Challenges in Communication Challenges in coordination Challenges information sharing
Delayed responses Lack of overlapping working Lack of opportunities to share
Communication requires hours information
extra efforts Less possibilities to coordinate a Difficulties to find correct
Misunderstandings with the synchronous meeting contact to get the information
use of email for complex Extra effort requires in Lack of opportunities to learn
topics coordination and which can about other peoples skills and
Lack of informal increase the coordination cost. capabilities
communication Reduced trust Effect of organizational and
Extra effort to Initiate Lack of group awareness and national culture towards the
contacts and networking team spirits difference in information
Troubles in finding the Incompatible views of the sharing practices
correct contact problem
Language differences can Doubts about other team
force team to asynchronous members capabilities and skills
method of communication; Not easy to enforce standards
cause misunderstandings, and process for the people from
extra delays and errors. different working environments
Differences in negotiations Hard to synchronize the work
and accepting work between different locations
Different formalities including
different laws, traditions, and
regulations.
Different hierarchy and authority
Difficulty of changing usual
practices from the past

Sample attributes on the context
Category Description Sample Values / Attributes
Demographic data (name, age, gender, …)
Qualifications
Individual: Personal Description of individuals’ Competences
Characteristics characteristics Globalization competences
Educational preferences
…
lack of time
fear about job security;
Lack of awareness
use of strong hierarchy, position-based status
insufficient capture, evaluation, feedback,
communication
Potential barriers towards
differences in experience levels;
Individual: Barriers knowledge management
utilization lack of time and interaction
poor verbal/written communication and interpersonal
skills;
age and gender differences;
Lack of networking skills
Lack of trust
…

Name
Size
Context: Type (private, government, NGO, …)
Description of organization
Organizational Sector (healthcare, automotive, …)
characteristics
Characteristics Vision
Strategy
…
lack of leadership and managerial direction / strategies
shortage of formal and informal spaces to share, reflect
and generate (new) knowledge;
lack of a transparent rewards and recognition
Potential organizational insufficient corporate culture
Context:
barriers towards shortage of appropriate infrastructure supporting
Organizational
knowledge management sharing practices;
Barriers
utilization deficiency of company resources
communication and knowledge flows are restricted
physical work environment and layout of work areas
internal competitiveness within business units,
…

Context: Success Success factors for KM in Integrated Technical Infrastructure
factors organizations Knowledge Strategy that identifies users, sources,
processes, storage strategy, knowledge
Clear knowledge structure
Motivation and Commitment
Organizational culture supporting sharing and use of
knowledge
Senior Management support including allocation of
resources, leadership, and providing training
Measures are established to assess the impacts
Clear goal and purpose for the KMS
Search, retrieval, and visualization functions
Work processes incorporate knowledge capture and
use
Learning Organization
Security/protection of knowledge
…

Knowledge Management Context.
Organization

Strategies
Knowledge
Management as
business strategy

Personal
Transfer of
responsibility for
knowledge and
Knowledge
best practices
Management Knowledge
Management

Strategies
Management of Customer-focused
intellectual assets Knowledge
(human capital) Management

Innovation and (APQC
knowledge creation 1996)

Organization

Strategies
Knowledge management as a business strategy:
– most comprehensive and enterprise approach
– KM is central to the ability to grow and compete
– knowledge is seen as a product with significant and direct impact on the
profitability and viability of the enterprise
– firms pursuing this strategy mostly align their KM strategies closely with the other
major directions of the enterprise

Transfer of knowledge and best practice:
– key strategy that mostly all of the companies: transfer not only has tremendous
intuitive appeal and face validity but also leads to rapid, demonstrated successes
– focuses on systematic approaches to knowledge reuse and transfer for best
practices and knowledge to where companies can use them to improve
operations or include them in products and services
– documentation of a practice does not itself produce transfer, but the importance
of teams, relationships, and networks is the basis for effective transfer
– various approaches in this strategy: the learning organization, networking,
(APQC
practice centers and communities of practice, and lessons learned 1996)

Organization

Strategies
Customer-focused Knowledge Management:
– focuses on capturing knowledge about customers
– developing and transferring knowledge and understanding of
customers‘ needs, preferences, and businesses
– to increase sales, and bringing the knowledge of the organization to
bear on customer problems
– belief that if a company could make their customers successful, their
own success would be secured as well

Innovation and knowledge creation:
– emphasizes innovation and the creation of new knowledge through
basic and applied research and development
– example: NSA set aside a multi-million-dollar annual funding pool for
high-risk research and development to provide a simple, fast, and
streamlined process for sponsoring exploration of technical innovation

(APQC
1996)

Strategies
Management of intellectual assets (human capital):
– emphasizes enterprise-level management of specific intellectual assets such
as patents, technologies, operational and management practices, customer
relations, organizational arrangement, and other structural knowledge assets
– management focus may center on renewing, organizing, evaluating,
marketing, and increasing the availability of these assets

Personal responsibility for Knowledge Management:
– people are the engine of knowledge and should be supported as such,
– individuals are personally responsible for identifying, maintaining, and
expanding their own knowledge as well as understanding, renewing, and
sharing their knowledge assets
– reasons for this strategy: perception of the value of having employees who
are broadly knowledgeable and able to perform competent work, and the
understanding that successful development of knowledge in individuals
cannot be micromanaged and must be done by the individual
– strategy is in line with the emerging paradigm that employees are the
ultimate source of new knowledge in a firm and that they are responsible for
their own knowledge development
(APQC
1996)

Strategies
Global Aspects of Strategies
– Which partners are strategic & trusted in terms of knowledge exchange?
– How to align strategies for knowledge in all parts of the globe?
– Which knowledge makes competitive advantages?

Guidance
– Develop national / regional strategies
– Provide strategies in local languages
– Let partners participate in strategy development
– Define procedures for strategy implementation

(APQC
1996)

Knowledge Management Framework Context
Processes
Business Focus (CEN, 2004)

The business focus should be in the centre of any KM
initiative and represents the value-adding processes of an
organization, which may typically include
– strategy development
– product/service innovation and
– development, manufacturing and service delivery, sales and
customer support.
Processes represent the organizational context, creating
critical knowledge on
– products and services
– Customers
– technology
– …
Processes are inter-organizational in distributed networks
(CEN
2004)

Knowledge Management Framework Processes

Business Focus
Process orientation
knowledge-intensive (operative) business strategy
process
– denotes a business process that relies
substantially ‗more‘ on knowledge; regarding
organizations core competencies on the processes
operative level: e.g., design products and
services, produce products and services.

knowledge process instruments/
content/ systems
– refers to a dedicated service or support topic
process which supports the flow of
knowledge within and between knowledge-
intensive (operative) business processes: knowledge base
e.g., search, acquisition.
processes knowledge
life cycle
knowledge management process
– kind of a ‗meta‘-process that is responsible
for the extensive implementation of the
knowledge management initiative: e.g.,
organizational instruments, ICT instruments,
controlling. (Remus 2002)


Core Knowledge Activities (CEN, 2004)

Five core knowledge activities:
– identify, create, store, share and use.
– Supported by the right KM methods and tools
Requirements have to be fulfilled to achieve
improvements
– Integration / alignment of core activities with
organizational processes and daily tasks.
– Carefully balanced in accordance with the
specificities of each business process and
organization. A KM solution should not focus only on
one or two activities in isolation.


Core Knowledge Activities
Tasks (Maier, 2004) Knowledge Knowledge
Goals Measurement
creation, building, anticipation or
generation
Knowledge Knowledge
acquisition, appropriation or adoption Identification Use

identification, capture, articulation or
extraction Knowledge Knowledge
Acquisition Preservation
collection, gathering or accumulation
(legally) securing Knowledge Knowledge
conversion
organization, linking and embedding
formalization (Probst & Romhardt 2000)
storage
refinement or development
distribution, diffusion, transfer or sharing
presentation or formatting
application, deploying or exploiting
review, revision or evolution of knowledge

Knowledge Management Framework: Instruments

Enabler
Knowledge Services
Knowledge Services support the work of knowledge workers and their organizations

Knowledge Knowledge
Identification Use

Knowledge Knowledge
Human
IT-Tools Acquisition Preservation Ressources
Management
Knowledge Knowledge

IT-Tools Human- & Structure-oriented
• Document Management Tools
• E-Mail
• CSCW • Mentoring
• Search • Open Space
• Data Mining • Job Rotation, Job Enlargement
• List-Server
• Multi-Point-Videoconference
• Career Planning
• News-Channel / News-Feed • Team Development
• Application Sharing • Simulation Games
• Social Software
• Future Search Conference
• etc.
• etc.

Framework: Results
Acceptance of knowlede management systems (KMS)
Usability / usefulness of KMS
Knowledge assets (number, usefulness,
Measurement of complexity, …)
Knowledge knowledge and core Knowledge sharing (number of knowledge elements,
processes motivation, know
Knowledge utilization (usage of knowledge elements,
number of users per element, perceived usefulness, …)
…
Improvement of global competences
Awareness and sensitivity
Measuring international
Global aspects Team understanding, team-related aspects
aspects
Number of interrupted communications
…

GKM Step by Step: Strategy and Requirements

Assess organization‘s strategy
and vision regarding KM
Assess core knowledge of the
organization
– Knowledge cluster
Assess core (business)
processes
– Business Process Model
Specify and improve the strategy
– Strategy specification

GKM Step by Step: Context

Describe key context aspects
Stakeholders and roles
– Organization / individual profiles
– Knowledge and competence profiles
Culture
– Culture profiles
IT Infrastructure
– Regional infrastructure
– Enterprise Architecture

GKM Step by Step: GKM Design (1)

Design Knowledge Processes
Aligned with the context, you
should…
Design potential knowledge
processes
– Specify processes
– Embed with business processes
– Agree / integrate with international
collaborators
– Prepare change processes
Knowledge description
– Develop knowledge descriptions /
standards
– Incorporate collaborators
– Develop problem specifications

GKM Step by Step: GKM Design (2)

Design interventions
Choose a barrier / success factor
Identify candidate instruments
Integrate process
Identify influences / context
Validate process – context –
instrument impact
Validate, refine, improve…

GKM Step by Step: Realization

Deploy & adopt
Initiate change processes
Integrate processes
Realize interventions
Validate results
– Short term and long term
– Staff knowledge
– Productivity
– …
Develop improvement
recommendations

Summary
Successful Global KM is still a creative, explorative
design activity
Factors are identified but their interdependencies
and context-correlations are unclear
Step by step, participatory approaches with
validations and continuous improvement
More research to be done…

Guiding questions
How to embed knowledge management in a strategy?
How could knowledge processes be integrated in work
processes?
What are promising tools?
How can knowledge sharing be embedded in a
collaborative environment?


Context and Barriers

Jan M. Pawlowski, Henri Pirkkalainen, Markus Bick, Franz
Lehner
15.11.2011

Licensing: Creative Commons
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the work Thanks to my colleagues Prof. Dr.
Markus Bick and Prof. Dr. Franz Lehner
to Remix — to adapt the work
who have developed parts of the
Knowledge Management Course which
Under the following conditions: we taught together during the Jyväskylä
Attribution. You must attribute the work in Summer School Course 2011.
the manner specified by the author or
licensor (but not in any way that
suggests that they endorse you or your Prof. Dr. Markus Bick (Introduction,
use of the work). CEN Framework)
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work for commercial purposes. Web: http://www.escpeurope.de/wi
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Prof. Dr. Franz Lehner (Assessment,
upon this work, you may distribute the
Process Integration)
resulting work only under the same or
University of Passau
similar license to this one.
Web: http:// www.wi.uni-passau.de/
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Contents
Context
– What is it?
– Context Models
Cultural context
– Culture Models
– Organizational culture analysis
Barriers and Success Factors
– KM Barriers
– Global Barriers
– Social Software Barriers

Context

Context denotes all influence factors which have an
impact on KM situations but which are not
immediately affected by the design of KM project
– Cultural context
– Strategy
– Infrastructure
– Policies
– Barriers, ….

Context
Purpose
– Understanding the situation of KM and its potentials
– Adapting interventions and tools to this situation
Challenges
– What are the aspects that matter (most)?
– What are models to be used?
– How to distinguish the important and irrelevant aspects?

Global KM Context
Societal
– Culture
– Policies
– Legislation
– Technology infrastructure (networks, access, …)
Organization
– Type of organization
– Sector / products / services
– Organizational culture
– Partnership structure
Individual
– Barriers
– Language
– ICT / Globalization competences

An initial context model (Richter &
Pawlowski, 2010)

Starting points for society level
Pick & choose list of aspects
What influences partnerships & external KM?

Samples of Context Influences
Human-oriented instruments
– How are KM interventions perceived (culture)
– How is concrete knowledge shared (e.g. legislation:
critical technologies), how is privacy / IPR perceived?
Technology-oriented instruments
– Which technologies can be used (infrastructure)
– Which technologies are well adopted (e.g. mobile video
streaming, google vs baidu, …)
Process design
– Culture & organizational practices influence business
processes
– Roles and responsibilities (culture, who is responsible for
KM, who owns KM)
– External processes: trust aspects

Definitions of Culture
―Culture is the collective programming of the mind
which distinguishes the members of one category of
people from another.‖ (Hofstede, 1984)
―Most social scientists today view culture as
consisting primarily of the symbolic, ideational, and
intangible aspects of human societies. The essence of
a culture is not its artifacts, tools, or other tangible
cultural elements but how the members of the group
interpret, use, and perceive them. It is the values,
symbols, interpretations, and perspectives that
distinguish one people from another in modernized
societies; it is not material objects and other tangible
aspects of human societies. People within a culture
usually interpret the meaning of symbols, artifacts,
and behaviors in the same or in similar ways‖ (Banks
et al. 1989)

Definitions of Culture
Culture is defined as the ―[…] definitive, dynamic
purposes and tools (values, ethics, rules, knowledge
systems) that are developed to attain group goals‖
(Mabawonku, 2003)
Culture includes ―[..]every aspect of life: know-how,
technical knowledge, customs of food and dress,
religion, mentality, values, language, symbols, socio-
political and economic behavior, indigenous methods
of taking decisions and exercising power, methods of
production and economic relations, and so on."
(Verhelst, 1990)
The system of shared beliefs, values, customs,
behaviours, and artifacts that the members of society
use to cope with their world and with one another, and
that are transmitted from generation to generation
through learning (Bates, Plog, 1990)

How does culture influence KM?

Impact on
– Working style
– Group behavior
– Communication
– Design
– …
How to represent culture / which aspects should be
analyzed?
How do these aspects influence KM processes?

More perspectives on ―culture‖
Organizational or corporate culture: Management
style, rewards, working atmosphere
Professional culture: Formal education within a group
of professionals
Functional culture: functional roles within the
organization
Team culture: common work experiences

Culture Levels
Regional / National

Organizational
Individual
Individual
Individual
Individual
Organizational
Organizational

Professional

Hofstede‘s ―Dimensions of Culture‖ (1)
Model to compare cultures
Culture as a set of typical attributes / behaviours
(manifestations of culture)
– Values
– Rituals
– Heroes
– Symbols
Based on a study for IBM in 64 countries / follow-up
studies
http://www.geert-
hofstede.com/hofstede_dimensions.php

Symbols
Heroes
Rituals
Value
s

Hofstede‘s ―Dimensions of Culture‖ (2)
Analysis dimensions
Power distance index (PDI): Common
position to diversities within a country and the
people‘s position towards authorities.
individualism-index (IVD): Degree, to which
individuals in a country wish to be free from
dependencies to other persons and the
authorities
masculinity index (MAS): Degree to represent
gender-roles as part of common norm,
school, family and workplace as well as
politics
Uncertainty avoidance index (UAI): How do
individuals feel threatened by uncommon or
insecure situations
Long term orientation (LTO): Time-orientation
of a society (e.g., planning horizon)

Hofstede‘s ―Dimensions of Culture‖
Country/Region
Germany
Score Rank
26 70 Germany (3) 18 Country/Region Score
Country/Region Score Rank
67 Germany 66
Rank
11-13
Austria 11 74 Austria 55 27 Austria 79 4
France 68 27-29 France 71 13-14 France 43 47-50
Spain 57 45-46 Spain 51 30 Spain 42 51-53
Portugal 63 37-38 Portugal 27 49-51 Portugal 31 65
South Korea 60 41-42 South Korea 18 63 South Korea 39 59
Brazil 69 26 Brazil 38 39-40 Brazil 49 37
Guatemala 95 3-4 Guatemala 6 74 Guatemala 37 61-62

Values for Power Distance Index (PDI) Values for Individualism Index (IDV) Values for Masculinity Index (MAS)
Country/Region Score Rank Country/Region Score Rank
Germany 65 43 Germany 31 25-27
Austria 70 35-38 Austria 31 25-27
France 86 17-22 France 39 19
Spain 86 17-22 Spain 19 35-36
Portugal 104 2 Portugal 30 28-30
South Korea 85 23-25 South Korea 75 6
Brazil 76 31-32 Brazil 65 7
Guatemala 101 3 Guatemala n.a. n.a.

Values for Uncertainly Avoidance Index (UAI)
Values for Long-Term Orientation Index (LTO)

[Source: http://www.geert-hofstede.com/hofstede_dimensions.php]

Power distance index (PDI)
Small large

• Equal treatment of all employees • Team members dependent on
leaders
• Employee centered education
• Team members treat their boss with
• Team members initiate some respect
communication and discourse
• Training suggested by boss
• Leaders (in terms of position) are
experts who transfer impersonal truths • Leaders initiate all communication
and discourse
• KM activities between different
hierarchy levels • Bosses transfer personal wisdom

• KM activities between similar levels

Individualism index (IVD)
Individualism Collectivism

• Team members‘ individual initiatives • Team members‘ individual initiatives
encouraged discouraged
• Team members are expected to • Team members only speak up in
speak up when seeing communication class when sanctioned by group
needs / issues • Tasks are associated according to
• Team members get tasks according groups
to interests • Successful KM activities provide
• Successful KM activities increase entry to higher-status group
economic opportunities and/or self- • Knowledge ownership by groups /
respect group leaders
• Knowledge ownership by individuals • Group knowledge should be valued
• Individual knowledge should be
valued and rewarded

Masculinity index (MAS)
Masculinity Femininity

• Brilliant bosses are admired • Friendly bosses most liked

• Best performer is norm • Average performer is norm

• Competition in the work place, • Over-ambition impopular
increased barriers to knowledge
sharing • Team members under-rate own
performance
• Team members over-rate own
performance • Failing is a minor incident

• Failing is a disaster

Uncertainty avoidance index (UAI)
Strong weak

• Team members want to know right • Team members want good
answers discussions

• Leaders / colleagues are supposed • Leaders may say ―I don‘t know‖
to have all answers
• Emotions should be controlled
• Emotions can be expressed anywhere

• Pressure among team members to • Tolerance for differences
conform
• Knowledge sharing in problematic
• Knowledge sharing as future situations
investment

Long term orientation (LTO)
Long team orientation Short term orientation

• Team members attribute success to • Team members attribute both
effort and failure to lack of effort success and failure to luck and fate

• Working hard is norm • Enjoyment is norm

• Talent for applied, concrete sciences • Talent for theoretical, abstract
sciences
• Children learn to save
• Children learn to spend

Some issues based on Hofstede…

PDI: How is knowledge shared between hierarchy
levels?
IVD: Who ―owns‖ knowledge, is it a common good in
an organization?
MAS: Are there different ways of sharing knowledge?
UAI/LTO: Is knowledge management seen as help for
future problems?

Critical Analysis
Empirical study in a corporate culture
Results were evaluated in hundreds of settings
Relative values seem to be stabile (while absolute values
are changing)
Not applicable to all contexts
Interpretations for KM and specific components (e.g.,
communication) are questionable (see previous slides )
KM should take those categories as guidelines for
discourse
KM should be designed based on more detailed cultural
aspects (e.g. media / software use, communication
behavior, roles and responsibilities, …)

Analyzing culture: Characteristics Context.
Society / Culture

(De Long & Fahey, 2000)

Context.
KM Success Factors and Guidance (De Long Organization /
Individuals
& Fahey, 2000) Instruments

Cultural assumptions
– Which knowledge is common & useful?
– Analyze cultural influences on priorities (e.g. knowledge
sharing vs project management)
– Identify critical knowledge tasks (e.g., customer knowledge)
– Identify current practices
Understanding and defining knowledge
– How do different groups define (important, common, priority)
knowledge
– Identify skills / motivation for different instruments (e.g.
knowledge repositories)
Importance of individual knowledge
Enable cross-function knowledge sharing

Context.
Organization /
KM Success Factors and Guidance Individuals

(De Long & Fahey, 2000) Instruments

Enable cross-function knowledge sharing
– Changes of ownership of knowledge?
– Which new behavior patterns are needed by leaders
– Provide examples of practices
Culture as context for social interaction
– Vertical interactions
– Approachability
– Horizontal interactions
– Interactivity
– Sharing and teaching
– Dealing with mistakes

Analyzing culture: Distance Context.
Society / Culture

(Dawes et al., 2011)

Summary
Culture models are abstract, focusing (in most
cases) on national culture
Take the models as an orientation
– General orientation: Abstract models such as Hofstede
– Detailed design decisions based on organizational and
detailed cultural characteristics
Use the models as a discussion issue: observe,
reflect, ask, discuss and share!
GKMF provides selected attributes for societal,
organizational and individual influence factors
– Base for adaptation
– Templates and representation of attributes

Global knowledge management_pawlowski_2012

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