The document serves as an introduction to global knowledge management, detailing its principles, frameworks, and practical applications in various organizational contexts. It emphasizes the importance of cultural understanding and the integration of knowledge management processes across globally distributed environments, supported by case studies and collaborative coursework. Additionally, it provides guidelines for implementing knowledge management systems, assessing success, and highlights common challenges and myths associated with the field.

1. Global Knowledge Management
An Introduction
Jan M. Pawlowski, Markus Bick, Franz Lehner
Spring 2012

2. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

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

4. …Jyväskylä, Finland…
Source: [http://www.jyu.fi/, http://www.jyvaskyla.fi/]

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

6. 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

7. 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

8. 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

9. Global Information Systems

10. 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

11. 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

12. 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)

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

14. A first question
What is common
knowledge?

15. Sauna: German instructions

16. Sauna: American instructions

17. Sauna: Finnish instructions

18. A first questions
Why is Knowledge a
Global Success
Factor?

19. Just a simple product?

20. 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

21. 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?

22. 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

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

24. 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

25. Related Concepts (modified,
North, 1998)
Competitiveness
+
Competence uniqueness
+applying to
Skill new settings
Knowledge +use
Information +context
Data +meaning
Symbol +syntax

26. 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

27. Video
Ford Learning Network
Slide 27

28. 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?

29. 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?

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

36. 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.

37. 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.

38. 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.

39. 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

40. Global Knowledge Management
Case Study
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

41. 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

42. Global Knowledge Management
>> Case – Part I <<

43. 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.

44. 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?

45. Integrated Knowledge Management
>> Case – Part II <<

46. 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

47. 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?

48. 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

49. 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

50. Global Knowledge Management
Conceptual foundation
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

51. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

52. 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

53. Related Concepts (modified,
North, 1998)
Competitiven
ess
+
Competence uniqueness
+applying to
Skill new settings
Knowledge +use
Information +context
Data +meaning
Symbol +syntax

54. 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)

55. 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)

56. Types and Classes of Knowledge
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

57. Types and Classes of Knowledge
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]

58. Types and Classes of Knowledge
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]

59. SECI Model (Nonaka & Takeuchi, 1996)
Socialization
Externalization
Combination
Internationalization

60. 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

61. Person Group Organisation
Person
Group from team A
to team B
Organisation
Basic Processes
Knowledge Sharing
Knowledge Exchange
Knowledge Transfer

62. 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

63. 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

64. 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

65. Richter‘s Absorption Potential Model
Transfer Potential Absorption Potential
Transfer Implementation
Power Power
Mediation Learning Absorption
Resources Resources
Communication Interpretation
Capability Capability
Subsidiary Centre

66. 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)

67. 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

68. 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, …

69. 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)

70. 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)

71. Types and Classes of Knowledge
(Mentzas et al.
2001)

72. 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

73. 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

74. 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

75. 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

76. Conceptual Roots: KM activities
Knowledge Knowledge
Goals Measurement
Knowledge Knowledge
Identification Use
Knowledge Knowledge
Acquisition Preservation
Knowledge Knowledge
Development Distribution
(Probst & Romhardt 2000)

77. 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

78. Samples of KMS
Many types of systems
Issues
– Integration in Processes
– User acceptance
– Usage frequency
– Multilinguality
– …

79. Samples…Content Management
http://demo.openkm.com/

80. Samples…Content Management
http://www.kbdemo.com/

81. 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

82. Samples: Social Networks
http://sometu.ning.com/

83. 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?
…

84. 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)?
…

85. 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!

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

87. Global aspects to KM (Vaidyanathan, 2007)

88. 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!

89. 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?

90. Global Knowledge Management
Frameworks and Strategies
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

91. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

92. 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

93. Knowledge Management
Framework (CEN, 2004)

94. KM Architecture (Maier, 2007)

95. 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

96. 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

97. 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

98. 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%

99. 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

100. 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
…

101. Sample attributes on the context
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,
…

102. Sample attributes on the context
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
…

103. 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)

104. Knowledge Management Context.
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)

105. Knowledge Management Context.
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)

106. Knowledge Management
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)

107. Knowledge Management
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)

108. 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)

109. 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)

110. Knowledge Management Framework Processes
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.

111. Knowledge Management Framework Processes
Core Knowledge Activities
Knowledge Management
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
Development Distribution
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

112. 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
Development Distribution
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.

113. Knowledge Management
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
…

114. 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

115. 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

116. 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

117. 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…

118. 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

119. 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…

120. 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?

121. 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

122. Global Knowledge Management
Context and Barriers
Jan M. Pawlowski, Henri Pirkkalainen, Markus Bick, Franz
Lehner
15.11.2011

123. Licensing: Creative Commons
You are free: Collaborative Course Development!
to Share — to copy, distribute and transmit
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)
Noncommercial. You may not use this ESCP Europe Campus Berlin
work for commercial purposes. Web: http://www.escpeurope.de/wi
Share Alike. If you alter, transform, or build
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/
http://creativecommons.org/licenses/by-nc-sa/3.0/

124. 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

125. 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, ….

126. 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?

127. 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

128. An initial context model (Richter &
Pawlowski, 2010)
Starting points for society level
Pick & choose list of aspects
What influences partnerships & external KM?

129. 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

130. 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)

131. 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)

132. 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?

133. 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

134. Culture Levels
Regional / National
Organizational
Individual
Individual
Individual
Individual
Organizational
Organizational
Professional

135. 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

136. 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)

137. 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]

138. 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

139. 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

140. 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

141. 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

142. 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

143. 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?

144. 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, …)

145. Analyzing culture: Characteristics Context.
Society / Culture
(De Long & Fahey, 2000)

146. 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

147. 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

148. Analyzing culture: Distance Context.
Society / Culture
(Dawes et al., 2011)

149. 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

150. Consequences KM practice
How to relate cultural influence factors and knowledge
intensive processes?
Culture as main driver for
– Identifying common knowledge
– Understanding knowledge sharing processes
– Defining and analyzing roles and relations
– Creating trust and awareness
– Motivation and attitudes
Building culture profiles and culture competences
Identify cultural barriers
Relate culture to key processes and interventions

151. 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
…

152. Sample attributes on the context
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,
…

153. Sample attributes on the context
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
…

154. Summary
Models to represent culture…
– Have been developed for different purposes and context
– Vary in their level of abstraction
– Can be used as a guideline to identify influence factors
No model is validated to cover all influence factors
for a design and development process
Besides: Other requirements have to be taken into
account!

155. Henri Pirkkalainen
Project Researcher
(2009-)
M.Sc (Econ) (2010)
Projects: OpenScout,
TEL-Map
Ph.D topics:
GSM: +358 400247684
Social Software, Global Mail: henri.j.pirkkalainen@jyu.fi
Knowledge Sharing, Open
Educational Resources

156. Context.
Organization /
Individuals
Barriers and Success Factors
– Knowledge management project fail often
Which are the main barriers to successful Knowledge
Management activities?
Which are success factors?
How do those barriers and success factors differ in
global settings?

157. Barriers?
Discussed from the viewpoint of an individual or group of people
Can relate to social interaction and as an example to factors that
hinder or challenge knowledge exchange
Might relate to challenges and risks when adopting or using a
specific technology
Challenges set by diverse workers, hierarchies and cultural
influences within an organization
In many cases tied to a specific context
Can be presented as a wider concept ―cultural distance‖
…or as a question that is formed from the problem,
―How to reward contribution?‖…

158. Barriers
+ +
Organizational Dependent on business Location, time, culture
and hierarchical process and project and language
=
“Knowledge Islands”

159. Success factors - barriers
Critical Success Factors (CSF)
The relation between a barrier and success factor not always clear
…not always counter balanced in a way that overcoming a
barrier means a success
…not all success factors can be derived from barriers
Barriers are a starting point to understand success factors within a
specific context
Geographical dispersion of individuals
CSF
―set meeting schedules and rules of engagement‖
―conduct periodic face-to-face meetings‖

160. Context.
Organization /
Success Factors Individuals
Instruments
Holistic, integrated and standardized approach
– KM integrated within culture, coordination, and leadership
– Consider relationships and interdependencies
– Avoid isolated solutions, e. g., different, incompatible communication systems, no
standards, different knowledge processes,
– Knowledge processes and ICT platforms for KM should be standardized
throughout the organization and integrated with the existing business processes.
Knowledge-oriented culture
– Supportive organizational culture
– Open and communicative atmosphere
– Supporting a knowledge-oriented culture through e. g., communication of success
stories and best practices, through the acceptance of errors a s well as promoting
individual responsibility
Management support
– Top management to strategic knowledge goals, allocate sufficient budgets to the
KM initiative
– Providing good example for the change of behavior
– A knowledge champion can act as a coordinator for management support as well
as key speaker and motivator for the initiative.

161. The challenge
Analyzing the cultural, organizational, and individual
context
Identifying barriers and potential success factors
Choosing and creating solutions (=interventions /
methods)
– Aligned with strategies and processes
– Addressing barriers
– Involving all stakeholders
– Not overloading people
– Choosing and creating solutions (=interventions / methods)
Utilizing barrier-knowledge in KM processes

162. KM Barriers
(Pirkkalainen & Pawlowski 2011)

163. KM barriers
The bottleneck usually knowledge sharing
Common ways of categorization (if categorized at all)
Individual, organizational, technological (Riege 2005)
Individual, social (Disterer 2001)
(Individual: Loss of Power, Revelation, Uncertainty, Motivation
Social: Language, Conflict avoidance, bureucracy and Hierarchy, Incoherent
paradigms)
Individual, social (Bures 2003)

164. Knowledge sharing barriers
Barrier Description
Lack of interpersonal Level of trust in a company, between its sub-units, and its
trust employees seems to have a direct influence on the
communication flow and thus the amount of knowledge
sharing (Riege, 2005)
Lack of opportunities Appropriate infrastructure and resources to facilitate sharing
for sharing (resources, practices within and between functional areas is the basis of a
time, networks, successful KM (Schlegelmilch and Chini, 2003)
infrastructures)
How to reward Managers many have to force people to transform their
contribution and organisation into knowledge-embracing cultures. No matter
encourage information which reward and recognition system is chosen (Riege, 2005)
sharing
Lack of motivation to Sharing only if it’s important to their work, if they feel
share encouraged to share and learn, or if they wish to support a
certain colleague (Wheatley, 2000)
Fear of harming his or Fear that sharing may reduce or jeopardise people’s job’s
her image if sharing security or even employee’s corporate position
“Knowledge is power” - By providing knowledge to the colleague, the exclusivity of
Loss of Power through influence is reduced (Bures, 2003)
Sharing
Pirkkalainen & Pawlowski 2011

165. Barriers KM
Financial
Resources for providing adequate sharing opportunities
Management/Coordination/support
How to reward contribution Integration of KM strategy into company‘s
goals
Lack of transparent recognition Unrealistic expectations of employees
and reward systems
Lack of leadership and managerial Lack of training, lack of technical support etc.
direction
…
Skills
Poor verbal/written communication and interpersonal skills

166. Barriers KM
Social aspects
Lack of trust Unwilligness to receive:
Knowledge is difficult to transfer
Preferring own ideas
Lack of motivation to share, Doubt validity and reliability of received
unwilligness to share knowledge
Knowledge is the power (loss of Have strong group affiliations
power through sharing) Too proud to accept knowledge
Knowledge parasites
Group thinking (―why change a apprehension of fear that sharing may reduce
winner group‖) or jeopardize people‘s job security
Difference in experience levels Age differences
…

167. Barriers
KM
Technical
Shortage of formal and informal spaces to share (use and generate) knowledge,
Organizational / national culture
internal competitiveness within business differences in national culture or ethnic
units, functional areas, and subsidiaries background; and values and beliefs
can be high associated with it
hierarchical organization structure inhibits Sharing knowledge is tightly linked to a
or slows down most sharing practices pre-existing core value of the
organization
social practices (elements of corporate conflict avoidance – (do not rock the
culture) of the community (team, boat attitude)
department, institution, etc.) affect the
knowledge and it‘s consequent sharing
…
Conceptual
Lack of integration of systems and processes on people‘s working behavior,
mismatch between user needs and systems/processes etc.
Do not focus on the distance factor (Global component)

168. Relation of concepts
Pirkkalainen & Pawlowski 2011

169. Global barriers
…long traditions!

170. Global IS barriers
Barrier Description
Cultural and Do the collaborators share the same language,
skills as well as cultural norms, corporate culture,
language distance interpretations etc. Most occurred barrier in Noll
et al, (2010) analysis on collaboration barriers in
GSD.
Geographical Distributed collaboration (within a country or
cross-border). Third most occurred barrier in Noll
distance et al, (2010) analysis on collaboration barriers in
GSD.
Temporal distance Distributed collaboration (Time-zone differences).
Second most occurred barrier in Noll et al, (2010)
analysis on collaboration barriers in GSD.
Lack of trust Geographic, temporal, and cultural distance have a
significant impact on trust among globally
distributed team members (Noll et al, 2010)
Infrastructure In distributed collaboration teams and employees
must rely on technology to support the
communication (Noll et al, 2010)
Pirkkalainen & Pawlowski 2011

171. Barriers Global IS
Leadership/Coordination (Team aspects)
Lack of overlapping hours lack of group awareness and team spirit
coordination breakdown incompatible views of the problem
reduced trust synchronizing work between locations
…
Organizational culture /national culture
Cultural diversity (influences values and Communication flows restricted into certain
practices of people) directions
Solidarity – (how quickly members pursue Lack of common usage and norms
shared objectives regardless of personal ties)
multi-disciplinary setting unbalanced expertise
Time perceptions (may have different views Unbalanced power in decision making processes
on deadlines, timelines, work rhythms etc.
,,,
Unbalanced technological usage and Lack of common conceptual understanding
expertise
…

172. Barriers Global IS
Geographical / temporal
Geographical dispersion Different time-zones
Social aspects (relational, communication/ collaboration etc.)
Weak ties among individuals (not knowing in Loss of communication richness
advance)
Lack of interpersonal awareness Delayed responses
Lack of mutual trust Misunderstandings
Lack of possibilities for synchronous Lack of informal communication
communication
Trouble in finding correct contact Unclear roles and responsibilities
Multi-lingual setting (language distance) Lack of absorptive capacity (learning/adapting)
…

173. Social Software
Various ways to define
No right or wrong….. But still better and worse ways of
describing…

174. Similarity to Social Media

175. Social Software
“Social Software enables an interactive way of
collaboration, managing content and connecting to online
networks with other people. It supports the desire of users
to be pulled into groups in order to achieve their personal
goals”
(Wever, Mechant, Veevaete & Hauttekeete 2007)

176. Social Software
4 Cs of Social Software (Cook 2008)

177. Barriers Social Software
(Pirkkalainen & Pawlowski 2011)
… 119 barriers from the literature

178. Barriers Social Software
Very much discussed at the moment
Same barriers discussed under different terminology
(Social Software, Social Media etc.)
Related to knowledge sharing, group collaboration etc.
Higher Education, Business and IT, B2B…
At the moment trying to recognize relevant barriers. No
clear context-aware understanding of the biggest
problems

179. Barriers Social Software
Financial (resources, time)
Management/Coordination/support
Technology fit
Organizational culture
Social
Relational, knowledge sharing, skills, cognitive, background, preferences
Technical
Availability, Interoperability, Functionality, Usability, conceptual, privacy/security, misuse
Quality Legal (IPR, copyright)

180. Identifying and Utilizing the
barriers
Crucial in requirements analysis to execution
Knowledge phases carried out according to project life cycle (Beiryaei and Vaghefi 2010)

181. Thank You

182. 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
Henri Pirkkalainen
henri.j.pirkkalainen@jyu.fi
Office: Room 511.1
Telephone +358 400247684

183. Global Knowledge Management
Knowledge Representation
Jan M. Pawlowski, Markus Bick, Franz Lehner
22.11.2011

184. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

185. The challenges
How to codify knowledge?
How to find, retrieve and utilize knowledge?
How to represent knowledge?
How to deal with differences regarding common
knowledge?
How to deal with cultural aspects of knowledge
processes?
How to make knowledge accessible?
And many more…

186. Remember?
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)

187. 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

188. Types and Classes of Knowledge
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

189. Types and Classes of Knowledge
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]

190. Types and Classes of Knowledge
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]

191. SECI Model (Nonaka & Takeuchi, 1996)
Socialization
Externalization
Combination
Internationalization

192. Key questions
Which knowledge does an organization have?
– Outcome (e.g. how to build a car)
– Process (e.g. which steps are necessary to build a car)
– Competences (e.g. how to design an engine fulfilling certain
constraints)
Which knowledge is critical (e.g. how to combine fuel
technologies)?
Which knowledge needs to be shared?
– Between people, groups, departments, organizations
How to represent this knowledge?
– Making knowledge and relations explicit
– Providing opportunities for knowledge identification and creation
(searching, inference mechanisms / data mining)

193. Knowledge Entities
Context
How to organize
knowledge
Occur in – By topic, by
process, by
problem etc
Topic / Subject / Competence / Represented
Process
Concept Problem through
– Individuals and
competences
Represented
– Documents of any
format
Individual Document Defining relations
and
interdependencies

194. Knowledge Types (Holsapple & Joshi,
2007)
Additional attributes
Nature (Dixon, 2000)
– Frequent vs non-
frequent
– Routine vs non-routine
Complexity
– Expert … common
Importance
– Critical
– Important
– Routine

195. Some solutions
Conceptual approaches
– Natural language
– Formal representation such as predicate logic
– Data model
– Semantic networks
– (Concept) Graphs
– Ontologies, taxonomies, folksonomies
– Data models
– Social tagging
– …
Representation formats
– XML
– RDF
– OWL
– But also: doc, html, avi, gif, …
Remember the goals: identifying knowledge, creating
new knowledge, relating (multi-lingual, multi-
perspective) knowledge

196. Basic concepts
Ontology (an IS perspective): An ontology Ontology
defines the terms used to describe and
represent an area of knowledge (W3C).
Ontologies include computer-usable +
definitions of basic concepts in the domain relations
and the relationships among them
Taxonomy
– Specialization: Folksonomy as an aggregation
of concepts created by stakeholders
Taxonomy: A hierarchical organizational
+
structure for the classification of concepts hierarchy
Vocabulary: Set of concepts and terms to
describe a domain Vocabulary

197. Basic concepts in the global
Ontology
context
– Relating multiple languages
– Relating concepts
– Creating multiple meaning of concepts (e.g. what does the
concept ―sauna‖ mean)
Taxonomy
– Limited for multi-perspective representations and complex
relations
– Easier to handle in multiple languages / cultures /
organizations
Vocabulary
– Controlled vocabularies to create shared understanding of
a domain
– Rather simple to translate

198. Concept Maps
http://commons.wikimedia.org

199. Topic Maps
http://commons.wikimedia.org

200. Example: Protege
http://protege.stanford.edu/
http://protege.stanford.edu/

201. Ontology Example: Visual Representation
http://protege.stanford.edu/

202. Ontology Example: Visual Representation
http://www.ecolleg.org/

203. Ontology Example: RDF

204. Ontology Example: RDF
http://pellet.owldl.com/owlsight/

205. Ontology Use
Creating models for domains
Knowledge Management
– Processes
– Problems
– Topics / Subjects
– People
Usage
– Describe / relate
– Query
– Tag
– Publish
– Share
– Create
– …
Assessment
– Usage analysis
– Updating frequency
– …

206. Global Aspects
Multilingual aspects
– Translated ontology
– Metamodel
– Mappings (e.g. synonyms)
– Conceptual differences
Cultural aspects
– Process and procedure mappings and comparisons
– Conceptual differences
Maintenance
– How updates ontologies?
– Who incorporates changes?
Time
– How long are concepts valid?
– How to model those?

207. Multilingual Models (Montiel-Pensoda, 2008):
Combined Meta-Model

208. Multilingual Models (Montiel-Pensoda, 2008):
Mapping / Mulitlingual Vocabulary

209. Multilingual Models (Montiel-Pensoda, 2008):
Mapping / Mulitlingual Vocabulary

210. Knowledge Search: Ontology Browsing

211. Summary
Key steps
– Knowledge identification
– Knowledge representation
• Multilingual, multi-perspective
• Consider collaborative practices
– Knowledge priorization and characterizing
– Knowledge organization
Match knowledge with business processes and KM
activities
Next step (and lecture): Tool support

212. 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

213. Global Knowledge Management
Process Management
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

214. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

215. Business Process Management
Management Production
R&D
A
Marketing R&D
Sales Marketing Production Marketing
B
Sales
Services
Sales
Services
Marketing
Material Flow
Information / Data
Flow

216. The Challenge: Key process classes
Managing knowledge-intensive business
processes
– Which business processes require specialized
knowledge?
– How to capture process-related knowledge?
Managing knowledge management processes
– How to support business processes?
– How to improve knowledge activities?
Implementing knowledge management projects
– How to plan and implement KM processes?
– How to integrate business and knowledge processes?

217. Knowledge Management Framework Processes
Business Focus (Remus, 2002)
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)

218. Business Process Management
Business Process
– a collection of activities that takes one or more kinds of
input and creates an output that is of value to the customer.
A business process has a goal and is affected by events
occurring in the external world or in other processes
(Hammer & Champy, 1993)
Types
– Core BP: Creating value (e.g. manufacturing, service
provision)
– Management BP: planning, organizing, steering, monitoring
[…] operations
– Support BP: no direct value creation but essential to
achieve business goal

219. (Global) Business Process Management
Supporting business processes using methods,
techniques and software to design, enact, control and
analyze operational processes involving humans,
organizations, applications, documents and other
sources of information (v.d. Aalst et al., 2003)….in a Management
global context / distributed settings
R&D Production Shipping
Analyze
Services Sales Marketing
Design / HR
Optimize
Model
IT Infrastructure & Services
Procurement
…
Monitor / Enact /
Control Realize

220. Some Issues
How to identify the key knowledge intensive business
processes?
How to set up knowledge management systems?
How to integrate knowledge / learning processes?
How to analyze, design and optimize distributed processes?
How to organize successful distributed teams? Which
knowledge should be shared with whom?
How to integrate additional processes?
– Risk management
– Coordination
– Training & recruiting
– Culture awareness & integration
How to integrate cultural aspects? How to include cultural
aspects in a location decision?

221. Agile
The challenge…
Enterprise 2.0
Manufacturing Business Process
Modeling
Business Process
Business Process Optimization
Management
Quality Business Process
Reengineering
Management
Change Supply Chain
Management Management
Performance Value Chain
Management Management
Intercultural
Management
International
ERP Systems
Management
Global IT Global
Management Distribution Project
Model Global Software
Development Management
Business
Networks
Offshoring Outsourcing

222. The concepts, simplified…
Business Process
Analysis Modeling
Business Process
Management
Improvement Business Process
Optimization /
Reengineering
Support Logistic Focus
Support
Realization / Change
Operations Management
Global IT Support Supply Chain
Management Management
Project
Management
Value Focus
Support
Support
Value Chain Intercultural
Management Management

223. Levels of value chain management from a
KM perspective
Strategic
– Location decision (guidance, partners, market knowledge)
– Strategic partnerships and alliances (and knowledge exchange)
– Governance
Tactical
– Process design and optimization!
– Production decisions and analysis (identification of core knowledge)
– Transportation decisions (knowledge on providers)
– Process planning and optimization (knowledge process integration)
– Staffing (knowledge acquisition, knowledge sharing)
– …
Operation
– Realization: Production (and knowledge exchange)
– Learning and training
– Experience capturing and sharing
– …

224. Analyze / Model
Describing the current situation Analyze
– Process modeling
– Identification of knowledge-
intensive processes Optimize
Design /
– Identification of critical processes Model
Modeling (own organization and
main partnerships)
– Process description
– Knowledge flows Monitor / Enact /
Control Realize
– Knowledge description
– Knowledge levels (what can be
shared)
Value knowledge
– Most critical processes
– Most critical knowledge areas
– Most critical roles

225. Process description
ID Category Process Description
HRM / Course
Individual course planning and course acquisition
Training Planning
Competency assessment
Sub-processes Manager consultation
/ Content selection
Sub-aspects Selection: Inhouse or external training / face-to-face or E-Learning
Provider negotiation
To find, perform and evaluate adequate courses to develop the competencies of
staff members
To select cost-efficient training providers
To continuously monitor staffs‘ performance
Objective Knowledge: To share knowledge on didactic success scenarios (important)
Knowledge: Choosing culture-aware didactic scenarios (critical)
Barrier: Lack of communication
Barrier: Lack of data integration / willingness to share data
Barrier: Culture related didactic differences
Competency gap analysis
Method Agreement / negotiation talks with managers and staff
Human oriented instrument: Knowledge fair on didactics
HR Management System (competency profiles and learner data)
Systems Gap Analysis tool (excel)
Tech-oriented instrument: Course catalogue with discussion and rating options
Manager, staff member, HRCS team member, training providers, internal
Actors
trainers

226. 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
Planning Procurement Manufacturing Assembly
Information / Data Flow
Routine Important Critical Maintenance Shipping …

227. Design / Optimize
Designing alternatives
Process extension
– Incorporate knowledge processes: Analyze
Awareness creation, knowledge
acquisition, knowledge sharing, …
– Change management Design /
– Process specification: what can and Optimize
Model
should be shared?
– Set up knowledge management
processes
Process optimization
– parallelization, automation, re- Monitor / Enact /
sequencing, automation of Control Realize
knowledge processes
– Integration of processes
Assessment
– Cost calculation
– Performance metrics
– Quality metrics
– Simulation
Identification of re-design
candidates
Negotiation and evaluation with all
stakeholders

228. Knowledge Management Framework Processes
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.

229. Knowledge Management Framework Processes
Core Knowledge Activities
Knowledge Management
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
Development Distribution
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

230. Design / Optimize
Designing alternatives
Identify relevant processes
Identify knowledge management process type: identify,
create, store, share and use (or more detailed one,
e.g. Maier‘s tasks)
Create extension knowledge management process
– Mark context influences and barriers
– Define responsibilities
– Define sequencing
– Re-write process model and job description
Change Management
– Assess potential barriers
– Provide awareness instrument
– Provide training
Assess and validate
– Execution / realization?
– Performance
– Further metrics / analysis

231. Process: Knowledge Acquisition
ID Category Process Description
KM Knowledge
Acquiring knowledge from external source
Process Acquisition
Knowledge requirement specification
Bidding
Sub-processes
Bid selection
/
Negotiation
Sub-aspects
Contracting
Training
To acquire critical knowledge from external experts
To acquire knowledge on Japanese customer preferences until 2013
Objective
Knowledge: To acquire knowledge
Context: No internal experience on target market
Context: Cultural influence on market approach
Constraints
Barrier: Lack of communication
Barrier: Culture related differences
Call for bids
Method Competence assessment
Kick Off workshop
Call for bids in business network
Systems Competence specification and assessment tool
Tech-oriented instrument: Culture specification
Manager, staff member, HRCS team member, training providers, internal
Actors
trainers

232. Process: Knowledge Sharing
ID Category Process Description
KM Knowledge
Sharing knowledge between Far East Sales Representatives
Process Sharing
Sales protocol
Sub-processes Sales good practice (GP) reporting
/ GP database entry
Sub-aspects Notification
Related process: Sales / Order Processing (parallel)
To share knowledge on sales processes in Japan, Korea, China
To create a network of sales representatives in the Far East region
Objective
Knowledge: Sales initiation, presentation, negotiation, contracting, key account
relation building
Context: Partial lack of knowledge on target market
Context: Sales representatives from sales agency (Japan, China)
Constraints
Barrier: Cultural differences: Communication, negotiation, trust
Barrier: Fear of power loss, lack of time
GP reporting (part of sales process)
Method GP fair
Sales incentive trip
GP database
Systems Sales network
Sales Blog
Actors Manager, sales managers, sales representatives, external sales partners

233. 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
R&D Procurement Manufacturing Assembly
Information / Data Flow
Routine Important Critical Maintenance Shipping …

234. Business Process Management
in a Networked Business
Management
Sales
Sales
GP Fair Sales
Sales Order
Negotiation Contracting CRM
Initiation Entry
Benefit Sales
Fair Wiki Sales GP Notification
Workshop protocol
GP Database
Material Flow
Information / Data Flow
Routine Important Critical

235. Process Integration (Remus & Schub, 2003)

236. Process Integration (Remus & Schub, 2003)

237. Process Integration
(Remus & Schub, 2003)

238. Further aspects
Modeling across cultures and organizations,
multilingual modeling
Collaborative Modeling
Participative Modeling

239. Participative Modeling
http://www.signavio.com/en/academic.html

240. Summary and Outlook
Networked businesses and globally distributed
processes require new analysis instruments
Knowledge management, change management
and culture management play a key role
Challenges across borders
– Additional processes (risk, coordination, culture)
– New barriers (in particular cultural barriers)
– Understanding tool, instruments, interventions based on
the context and barriers
Key role for Knowledge Managers
– Understanding processes
– Analyzing and validating knowledge needs and
requirements
– Designing and integrating interventions
– Designing change processes
– Validating solution

241. Remember? We just managed this part…
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

242. 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

243. Global Knowledge Management
Process Integration of Business,
Learning, and Knowledge Processes
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

244. The Challenge
Going one step further: Re-Design of Knowledge,
Learning and Business Processes -> fostering
synergies
Understanding inter-departmental and inter-
organizational processes and interdependencies
Optimizing processes, utilizing synergies
– process, service or data integration

245. Bridging the gap between KM and e-learning
Organizational development
Knowledge Educational
Management Management
• CKO, Knowledge • CLO
worker • Personnel/HR Unit
• Internal Consulting-Group • Personnel Development
• Business Unit • Corporate University
Knowledge Manager • Training Unit

246. The role of technology
KM-focus vs. e-learning focus
people-to-people  teaching / training
– Problem solving by building  Independent of time and
learning communities location
– Supporting communication  Testing, examinations
(synchronous and asynchronous  Re-training
– Finding experts
 Content and learning objects
OL + meta-learning  Supporting individual
people-to-documents learning
– Supports through  institutionalized, intentional
documents, archives
 Blended learning concepts
– Classification, searching,
extraction  Virtual classroom
happens in a work usually separation from work
environment… environment…

247. Possible convergence targets
• Shift the focus of KM initiatives from knowledge sharing to support
actual learning from others and actual applying experiences of those
other people
• Change working environments to encourage knowledge sharing and
workplace learning and to provide time, space and instruments to do
so
• Use of existing communities of practice instead of forming a
community around a learning event. Promotion of learning
communities after a course

248. Strategy Integration
The relationship between the business strategy & eLearning and the
business strategy & Knowledge Management ?
Learning Knowledge
loose coupling with close coupling with
the business the business
strategy strategy
Back 2004

249. Place, time, and way of acquiring
knowledge
Where is new knowledge acquired? How is this organized regarding work-time
management and regarding individual needs?
Learning Knowledge
• at the workplace
• in seminars and • in short units with
conferences, at home interruptions through
• in larger blocks regular work
• with rather weak • trend to
personalization personalization
Back 2004

250. Cultural Aspects
How about attitudes and behavior of the target groups of eL und KM measures
when learning or acquiring new knowledge ?
Learning Knowledge
• open towards technology
• skeptical towards techn.
• cooperation in
• competition and
communities, peer-
―one-man-shows‖
learning
• comparatively intensive
• highly self-responsible
guidance and tutoring
• pull-principle
• push-principle
Back 2004

251. Measurement of sucess
Learning Knowledge
• rather weekly structured;
• institutionalized often as part of
through assessments, regular employee
exams, assessment
certificates
Back 2004

252. Step 1: documentation of the business processes
Preperatory activities
Comparing knowledge
demand / knowledge
supply
Step 2: Implementation of a reference model
Integration into a knowledge life cycle
Wissen
generieren
Wissen
Wissen-
weiterent-
bewerten
Step 3: Implementation of wickeln
supporting IT systems
Wissen Wissen-
anwenden aufbereiten
Wissen Wissen
verteilen speichern
Step 4: Continuous process improvement

253. Integration: Questions
Which processes and systems can be integrated?
Which and how processes should be redesigned?
Which information / data should be shared?
Which actors should be involved in cooperative
processes?

254. Integration of E-Learning and KM
Business
Requireme Design Implementation Test Roll Out
nts analysis Process
Knowledge and Problem descriptions and Scenario extraction:
competency requirements solution:
and needs sequences, contents
Context, sequences,
experiences, actors
Require
ments
Learnin Learning
Design Implementation g/
analysi Transfe Management
s r
Scenario extraction: Learning experiences
sequences, contents
Knowle
dge
Knowle
dge
Knowle
Knowle
mainte Knowledge
dge nance
identific
develop
dge
and Management
ation sharing
ment distribut
ion

255. Conceptual Integration
Criterion KM E-Learning Source
Reinmann-
Target Group Organizational Individual Rothmeier, 2000
(Munich Model)
Knowledge as Learning as the
Complexity contextualized process of North, 1998
information assimilation
Kraemer, Milius,
Time On demand On stock
2000
Mandl, Winkler,
Objective Problem-oriented Not specified
2003
Non-formal / Watkins, Marsick,
Formality Formal
informal 1992

256. Sample Integration Approaches
Objective Method Source
Integration of
Systems development based on
collaborative knowledge Kienle, 2003
empirical surveys
and learning processes
Re-Use of KM and E- Mandl, Winkler,
Architecture / specifications
Learning objects 2003, Back 2002.
Integration of strategy Conception and implementation of Sridharan &
and processes integrated processes Kinshuk, 2002
Architecture Taxonomy of contents Wilkinson, 2002
Benmahamed,
Integration /
IMS Learning Design Ermine,
interoperability
Tchounikine, 2005
Competency Framework for competency mapping Ley, Lindstaedt,
development and development Albert, 2005

257. Types of Integration
General integration types
– Processes
– Service
– Data
In details, this could be…
– Data integration: Data is exchanged between and retrieved
from several, usually heterogeneous sources.
– Application interface integration: Well defined interfaces
define the re-use of components and logic of programs.
– Method integration: The method to handle a business
process is re-used.
– Portal integration: Portals can integrate components of
heterogeneous applications.
– Process integration: Processes are re-designed, re-organized
and integrated.

258. Integration levels (1)
Process Overlaps
– Identifying processes with similar objectives, tasks and
outcomes
– Combining processes towards a connected, inter-related
process
– Example: Experience sharing as part of all business
processes
Shared Services and Systems
– Identifying common services and systems
– Example: ―staff administration‖ is a service which is used by
different departments or systems

259. Integration levels (2)
Information / Data Integration
– Identifying overlaps in information / data models of an
organization
– Example: Actor data is used by different departments /
systems
Cooperation process
– Identifying interdependencies between actors and
organizational units
– Defining modes of cooperation in
• the integration processes
• daily operations

260. Integration support
Use reference models and standards
Develop services and information
Integrate knowledge processes…

261. Step by step integration
1. Awareness building and context setting
2. Process analysis and redesign
3. Shared services‘ and systems‘ design
4. Information and data integration
5. Evaluation and validation

262. Awareness Building and Context
Setting
Integration is a major organizational change
Barriers
– Fear of change
– Loss of responsibilities / power
– Time
– …
Preparing actors for change processes
Ensuring involvement and participation
Developing a common vision

263. Process analysis and redesign
Objectives
– Identifying relevant processes for consideration
– Forecasting synergy effects
– Understanding the organization
Phases
– Process Modeling
– Process Analysis
– Process Redesign
Outcomes
– Process Models
– Process Re-Design
– Implementation Plan

264. Process analysis and redesign
Process Identification and Modeling
– Processes in the relevant departments are modeled
– Including actors involved and systems used
– Use of reference models should be considered
Tools
– ISO/IEC 19796-1 for Learning Processes
– Knowledge Management Processes
– ebXML for Business Processes

265. Analysis Grid
Manufacturing
Resources
Human
Customer service
…
Identification
Knowledge
Sharing
Knowledge
…
Authoring
Learning:
Learning Process
Manufacturing PO1 SS ID2 SS
Human Resources ID3 SS PO SS
Customer Service PO PO PO PO
…
Knowledge Identification SS SS PO PO SS
Knowledge Sharing PO ID PO PO SS
…
Learning: Authoring PO4 SS5 SS SS
Learning Process ID PO PO SS6 PO
…
PO Process Overlap (includes SS and ID)
SS Shared Service (includes ID)
[Source: Pawlowski, Bick, 2008]
ID Information / Data Integration
not subject to this analysis

266. Process Integration
Business
Requireme Design Implementation Test Roll Out
nts analysis Process
Knowledge and Problem descriptions and Scenario extraction:
competency requirements solution:
and needs sequences, contents
Context, sequences,
experiences, actors
Require
ments
Learnin Learning
Design Implementation g/
analysi Transfe Management
s r
Scenario extraction: Sample Integration Processes:
Learning experiences
sequences, contents •Knowledge gap analysis
•Staff development planning
Knowle •Experience sharing
dge
Knowle
dge
Knowle
Knowle
mainte Knowledge
dge nance
identific
develop
dge
and Management
ation sharing
ment distribut
ion

267. Reference Framework for the Description of
Quality Approaches: ISO/IEC 19796-1
CD
Conception/
FA Design DP
Framework Development/
Analysis Production
NA IM
Needs Analysis Implementation
LP
EO
Learning
Evaluation/
Process /
Optimization
Realization

268. Process Integration: Knowledge Processes
(Maier, 2004)
[Source: Maier,2004]

269. Process Integration: ebXML
Category Sample Processes / Components
Procurement Bid Submission
Contract Negotiation
Purchase Order Preparation
Receiving
Human resources Hiring
Training
Payroll Management
Personnel Deployment
Transportation Loading
Shipping
Packaging
Manufacturing Product Development
Product Design
Assembly
Quality control
Marketing & sales Advertising Use & Campaigning
Marketing Management
Sales Calling
Customer Credit Management
Customer service After Sales Service
Warranty Construction
Financing Loan Management
Stock Subscriptions and Sales
Dividend Policy
Administration Accounting
Financial Reporting
Executive Management

270. Process description
ID Category Process Description
Career Course
Individual course planning and course acquisition
Planning Planning
Competency assessment
Sub-processes Manager consultation
/ Content selection
Sub-aspects Selection: Inhouse or external training / face-to-face or E-Learning
Provider negotiation
To find, perform and evaluate adequate courses to develop the competencies of
staff members
To select cost-efficient training providers
To continuously monitor staffs‘ performance
Objective
Knowledge: To share knowledge on didactic success scenarios
Barrier: Lack of communication
Barrier: Lack of data integration / willingness to share data
Barrier: Culture related didactic differences
Competency gap analysis
Method Agreement / negotiation talks with managers and staff
Human oriented instrument: Knowledge fair on didactics
HR Management System (competency profiles and learner data)
Systems Gap Analysis tool (excel)
Tech-oriented instrument: Course catalogue with discussion and rating options
Manager, staff member, HRCS team member, training providers, internal
Actors
trainers

271. Process analysis and redesign
Process Analysis
– Analyzing processes for integration potentials
– Forecasting effects: Cost of integration, improved data
handling, improved communication, …
– Identification of re-design candidates
– Negotiation and evaluation with all stakeholders
Process Redesign and Implementation
– Design of changed processes
– Updated process and data models
– Change Specifications: Specifying changes for actors and
systems involved
– Cooperation process to ensure participation

272. Shared services‘ and systems‘
design
Systems and service identification
– Identification of integration candidates
– Defining a new systems‘ architecture
– Potential levels: Systems or services
– Defining integration type (service / data / user interface /
portal, …)
– Implementation plan
Tools
– JISC Services
– Knowledge Services

273. Process Integration
Business
Requireme Design Implementation Test Roll Out
nts analysis Process
Knowledge and Problem descriptions and Scenario extraction:
competency requirements solution:
and needs sequences, contents
Context, sequences,
experiences, actors
Require
ments
Learnin Learning
Design Implementation g/
analysi Transfe Management
s r Sample Integration Services:
Scenario extraction: •Enrollment
Learning experiences
sequences, contents
•Learner profile update
Knowle
•Posting experiences
dge •Generating test data
Knowle
dge
Knowle
Knowle
mainte Knowledge
dge nance
identific
develop
dge
and Management
ation sharing
ment distribut
ion

274. JISC E-Learning Framework
Source:
http://www.jisc.ac.uk/uploaded_documents/elf-summary7-04.doc

275. Knowledge Services (Maier, 2004, Bick, 2008)
Knowledge Management Tasks (Maier,
2004)
IT-Tools Human- &
 creation, building, anticipation or Structure-
 Document generation
 acquisition, appropriation or adoption oriented Tools
Management
 identification, capture, articulation or  Mentoring
 E-Mail extraction
 collection, gathering or accumulation  Open Space
 CSCW
 (legally) securing
 Job Rotation,
 Search  conversion Job
 Data Mining  organization, linking and embedding Enlargement
 formalization
 List-Server  storage
 Career Planning
 Multi-Point-  refinement or development  Team
Videoconference  distribution, diffusion, transfer or Development
sharing
 News-Channel /  presentation or formatting  Simulation
News-Feed  application, deploying or exploiting
Games
 Application  review, revision or evolution of  Future Search
knowledge Conference
Sharing Source: (Maier, 2004)
 Social Software  etc.
 etc.

276. Information and data integration
Identification of integration potentials
– Loose coupling vs. integration
Data definition
– Defining common data classes
– Determining necessary extensions
Choice of specifications
– Choosing / considering standards or existing specifications as a basis
Data mapping
– Heterogeneous data descriptions
– Mapping to define relations between the different entities
Data synchronization
– Data should be stored consistent and without redundancies
– Examples: Single repository, data warehouse
– For distributed environments: Defining synchronization mechanisms
Tools
– Learning Technology Standard Specifications

277. Process Integration
Business
Requireme Design Implementation Test Roll Out
nts analysis Process
Knowledge and Problem descriptions and Scenario extraction:
competency requirements solution:
and needs sequences, contents
Context, sequences,
experiences, actors
Require
ments
Learnin Learning
Design Implementation g/
analysi Transfe Management
s r
Scenario extraction: Sample Integration Data:
Learning experiences
sequences, contents •Actor Profiles
•Activity descriptions
Knowle •Experience profile
dge
Knowle
dge
Knowle
Knowle
mainte Knowledge
dge nance
identific
develop
dge
and Management
ation sharing
ment distribut
ion

278. Data Integration
Aspect Specification Explanation
Both specifications can be recommended to describe
scenarios as a basis for knowledge identification and
DIN Didactical
learning environments. They cover aspects such as
Object Model /
Scenarios activities, context, and services which are used in
IMS Learning
many contexts: software development, problem or
Design
situation descriptions, learning scenarios.
Learning Object Metadata cover a variety of aspects of
Contents / Learning Object contents (such as documents, learning modules,
documents Metadata knowledge bits). Each can be described and related to
each other.
This specification describes a variety of aspects on user
Learner Information data. It covers all necessary basic data as well as
Users
Package specific data for the fields of knowledge management
and learning.
Experiences can be used in a variety of contexts, such as
DIN Didactical knowledge management. DIN DOM provides a format
Experiences
Object Model for structured description of experiences.
[Source: Pawlowski, Bick, 2008]

279. Evaluation and validation
Cost-benefit analysis
Validation of integration potentials
– Improved communication
– Process duration
– Staff motivation
– Staff involvement
Analyzing strength and weaknesses
Maturity analysis
Planning the next integration cycle…

280. Evaluation and validation: KM Success Factors
(North, 2008)
Success at Business Level
Cost Quality Time increasing
reduction improvements saving revenues
Quality of internal
KM support processes
Training
? Information quality ?
System use
System quality
Success at KM Level
Knowledge- Documentation of Reuse of Knowledge Internal
transfer „best-practices“ Transparency
Internal communication User Satisfaction Enterprise culture
Optimizing knowledge Developing competences / establishing
intensive processes Knowledge capital Communities

281. Summary
Holistic planning of business, knowledge and
learning processes
– Focus: KM and E-Learning
– Identifying similarities and common objectives
Integration
– Focus on reference models and standards to ease
adaptation process
– Process, service, data integration
– Cooperation and participation
– Tools for analysis and re-design
Change and cooperation processes

282. So, how to integrate this into the overall KM design
process?

283. Outlook
New challenges and potentials
Web 2.0 applications
Internationalization of processes
Open Source and Open Content

284. References and further readings
Gereffi, G., Humphrey, J., Sturgeon, T. (2005): The
governance of global value chains, Review of
International Political Economy, 12:1, 78-104
Faber, E., P. Ballon, H. Bouwman, T. Haaker, O.
Rietkerk & M. Steen (2003) Designing business
models for mobile ICT services. Proc of the workshop
on concepts, metrics & visualization, 6th Bled
Electronic Commerce Conference eTransformation,
Bled, Slovenia, June 9 -11, 2003.

285. 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

286. Global Knowledge Management
Instruments, Tools, Social Software
Henri Pirkkalainen, Jan M. Pawlowski, Markus Bick, Franz
Lehner
15.11.2011

287. Licensing: Creative Commons
You are free: Collaborative Course Development!
to Share — to copy, distribute and transmit
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)
Noncommercial. You may not use this ESCP Europe Campus Berlin
work for commercial purposes. Web: http://www.escpeurope.de/wi
Share Alike. If you alter, transform, or build
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/
http://creativecommons.org/licenses/by-nc-sa/3.0/

288. Starting points
We have analyzed and understood the context,
business processes and critical knowledge
Main task
– Selecting tools for knowledge management activities
according to the purpose
– Creating accompanying activities (e.g. awareness, tool
training, early adopter groups)
– Balancing human- and technology-orientation
Specialization: Social Software
Intended Outcome
– A selection of tools and activities
– Implementation plan
– Validation ideas (following lecture)

289. 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
R&D Procurement Manufacturing Assembly
Information / Data Flow
Maintenance Shipping …
Routine Important Critical

290. Business Process Management in a
Networked Business
Management
Sales
Sales
GP Fair Sales
Sales Order
Negotiation Contracting CRM
Initiation Entry
Benefit Sales What are the potential tools
Fair Wiki Sales GP Notification
Workshop protocol
and accompanying
activities?
GP Database
Material Flow
Information / Data Flow
Routine Important Critical

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

292. Types and Classes of Knowledge
(Mentzas et al. 2001)

293. From Ontologies to Tools and Knowledge
Activities (Abecker & van Elst, 2009)

294. From Ontologies to Tools (Abecker & van
Elst, 2009)
Intelligent Search and
Retrieval in Intranet and
Internet
Information Gathering,
Information Extraction and
Information Integration with
ontologies as target data
structure
Semantic Community Web
Portals
Expert Systems and Intelligent
Advisor Systems

295. Tools and phases
Jisoo Jung, Injun Choi, Minseok Song, An integration architecture for knowledge management systems
and business process management systems, Computers in Industry, Volume 58, Issue 1, January 2007,
Pages 21-34,, (http://www.sciencedirect.com/science/article/pii/S0166361506000479)

296. Knowledge Services (Maier, 2004, Bick, 2008)
Knowledge Management Tasks (Maier,
IT-Tools 2004) Human- &
 creation, building, anticipation or Structure-
 Document generation oriented Tools
Management  acquisition, appropriation or adoption
 Mentoring
 E-Mail  identification, capture, articulation or
extraction  Open Space
 CSCW  collection, gathering or accumulation
 Job Rotation,
 Search  (legally) securing Job
 Data Mining  conversion Enlargement
 organization, linking and embedding
 List-Server  Career Planning
 formalization
 Multi-Point-  storage
 Team
Videoconference Development
 refinement or development
 News-Channel /  distribution, diffusion, transfer or sharing  Simulation
News-Feed Games
 presentation or formatting
 Application  application, deploying or exploiting  Future Search
Sharing Conference
 review, revision or evolution of
 Social Software
knowledge  etc.
Source: (Maier, 2004)
 etc.

297. Choosing technology / human-centered
instruments: A simplified process
Identify influences / context
Addressing barriers
– Is it a persistent barrier
– If not: awareness / accompanying activities are more useful
– For persisting barriers: Consider appropriate tools (e.g.
knowledge cockpit to see knowledge development for
barrier ―lack of understanding knowledge sharing benefits)
Addressing knowledge goals
– Identify candidate instruments
– Identify accompanying activities
Integrate processes / activities
Plan roll out / deployment
Validate process – context – instrument impact
Validate, refine, improve…

298. Social Software for Knowledge Management
Knowledge Management Tasks
 creation, building, anticipation or
generation
 acquisition, appropriation or adoption
 identification, capture, articulation or
extraction
 collection, gathering or accumulation
 (legally) securing
 conversion
 organization, linking and embedding
 formalization ?
 storage
 refinement or development
 distribution, diffusion, transfer or sharing
 presentation or formatting
 application, deploying or exploiting
 review, revision or evolution of
knowledge
Source: (Maier, 2004)

299. Social Software for KM: Contents
Social Software – possibilities and limitations
Knowledge Management – where are we now?
Impressions and strategies
Social Software in KM

300. Social Software
“Social Software enables an interactive way of
collaboration, managing content and connecting to online
networks with other people. It supports the desire of users
to be pulled into groups in order to achieve their personal
goals”
(Wever, Mechant, Veevaete & Hauttekeete 2007)

301. Social Software
4 Cs of Social Software (Cook 2008)

302. Barriers Social Software
(Pirkkalainen & Pawlowski 2011)
… 119 barriers from the literature

303. Barriers Social Software
Very much discussed at the moment
Same barriers discussed under different terminology
(Social Software, Social Media etc.)
Related to knowledge sharing, group collaboration etc.
Higher Education, Business and IT, B2B…
At the moment trying to recognize relevant barriers. No
clear context-aware understanding of the biggest
problems

304. Barriers Social Software
Financial (resources, time)
Management/Coordination/support
Technology fit
Organizational culture
Social
Relational, knowledge sharing, skills, cognitive, background, preferences
Technical
Availability, Interoperability, Functionality, Usability, conceptual, privacy/security, misuse
Quality Legal (IPR, copyright)

305. Social Software in
Knowledge Management
Individuals, process/culture, technology
In many cases generalizing the purpose of Social
Software/media unnecessarily
E.g. ―social media is essentially a social networking site, with subscribing‖
Support of Social Software for different levels of KM:
Knowledge evolution, knowledge use/reuse, knowledge sharing/transfer
Not to replace but to support?
Are we discussing a specific service
or about the web in general?

306. Social Software in
Knowledge Management
http://radar.oreilly.com/2011/03/knowledge-management-social-media.html

307. Social Software in
Knowledge Management
Social networking as awareness support for Knowledge Management (Groth 2002)
http://www.jeffhester.net/2011/02/22/social-media-and-knowledge-management/

308. Social
Software Web 2.0
in KM
―Web as a platform‖
―basis for social media‖
Linked to Enterprise 2.0

309. Web 2.0??

310. Social Software in internal collaboration
Open/closed
Different modes:
internal
Between units
Between organizations …
Reasons for selection: Easiness to use, availability,
effortless
Strategies differ
Develop from scratch
Use what we know from before
Selection process/evaluation?
Role to support
to replace
Onyechi & Abeisinghe (2009)

311. Social
Software Web 2.0
in KM
―Enterprise Social Software‖
-Business / Commercial usage
Should allow (McAfee 2006)
search (users, content)
links (groups, semantic content)
authoring (blogs, wikis etc.)
extensions (personalized recommendations
signals (subscribing to changes, RSS etc.)

312. Social
Software Enterprise 2.0
in KM
Collaboration
Awareness
Documentation
Customer engagement
Interaction with stakeholders
…

313. Social Software in activities and tasks
Knowledge Management Tasks
Not all tools are meant to support  creation, building, anticipation or
generation
all knowledge steps/tasks  acquisition, appropriation or adoption
 identification, capture, articulation or
extraction
 collection, gathering or accumulation
Identifying
 (legally) securing
 conversion
 organization, linking and embedding
 formalization
Collection, modification, collaboration  storage
 refinement or development
Annotation  distribution, diffusion, transfer or
sharing
 presentation or formatting
 application, deploying or exploiting
 review, revision or evolution of
Sharing, awareness knowledge
Source: (Maier, 2004)

314. Social Software Supporting processes

315. Process: Push Knowledge
ID Category Process Description
KM process Push Knowledge Pushing knowledge to relevant
audiences (within the organization)
Sub-processes • Training of Social networking use
/ aspects • Benefit workshop
• Good practice reporting
• Wiki entry
• Notification
Objective • To activate knowledge flow by sharing relevant information
• Identifying necessary channels to ensure awareness
Constraints • Informal / formal networks and communities
• Barrier: Lack of conceptual understanding
• Barrier: Technology fitness to task
• Barrier: Unwilligness to share
Method • Awareness building activities / training
•Relation of content and skill management
• GP reporting
Systems • Social networking service (internal)
• Wiki (closed)
Actors • Employee / staff member / knowledge carrier, IT support, manager

316. Social Software Enterprise 2.0
in KM
Adoption of web software infrastructure Ajax modules
Light
SOA
or
Adoption of web software applications Social
networking
Wiki Blogs Tagging
Knowledge Management VS Web 2.0
Conceptual (humans are complex systems, utilize multiple channels
―Lighter tools go where larger KM systems often don‘t‖)
Principles (Web 2.0 principles and concepts very close to KM ones…. Except the
centralization, control)
Functional abilities of tools and applications (Can be
used as is/ creating tools from scratch, Web 2.0 tools have roots in KM tools)
Organizational culture (People used to Web 2.0 tools expect them
to be available)

317. (Levy 2006)

318. (Levy 2006)

319. (Levy 2006)

320. From barriers to decisions
Utilizing barrier-knowledge for different purposes
KM projects
KM activities in general
Choosing/evaluating technologies for KM
Designing and developing technologies
Barrier-knowledge available for KM in general, for
communication/collaboration, Global aspects,
technology, content/information etc.
Who takes actions on these? Roles and
responsibilities?

321. Identifying and utilizing barrier-knowledge
(technology, global KM)
Crucial in KM projects (in requirements analysis to
execution) Knowledge phases
Project life cycle
Knowledge phases carried out according to project life cycle (Beiryaei and Vaghefi 2010)

322. KM activities &
Barrier-knowledge instruments
(Maier and Remus 2003)

323. Barrier-knowledge Processes

324. Barrier-knowledge Knowledge
management starter
Potential case for recognizing and analyzing barriers
Initiation of KM in an organization, potentiality,
awareness, barriers and knowledge gaps

325. Support in selection of
technologies
Recognizing the barriers crucial for decision process
– Differences in usage of Social Software (networking,
collaborative work etc.)
Criteria to evaluate against must be clear (needs)
– How do you identify
– Preferences, interoperability, security etc.
Reacting vs. proacting
– Changing traditions and tools after the damage is done?
– Clear conceptual understanding before technologies are
introduced to the organization?

326. Evaluating technologies
Different tools, different criteria
Context-dependent
Approaches vary from formal to informal
Applied by an expert, consultant
Applied by IT department, manager,
assigned person/ group

327. Evaluation framework 1/2
Pirkkalainen (2010)

328. Evaluation framework 2/2
Evaluation (step 2) - fitness of the functionality to the processes
– the functionality of tool is compared to the processes
Awareness Awareness Communi- Collabora- Collabora- Sharing
of contents of people cation tion tors
Processes
The criteria for the reasoning consists of four options (tool is
necessary for the process (++), tool is recommended but not
crucial (+), tool is not relevant but possible (-) or tool is not
usable in the certain process (--)) that show the possibility to
use the tool in that setting.

329. Process improvement
ID Category Process Description
KM Continuous process Selection of Social Software for KM
process improvement support
Sub-processes • Evaluation of technologies
/ aspects • Needs analysis
• State of the art analysis
Objective • complement or replace existing ICT support for KM with Social
Software tools
Constraints • Organizational culture, existing practices
• Barriers: Conceptual understanding, Preferences, fitness to
task, privacy/ security
Method • Requirements gathering
• External consulting support
Systems • Decision support systems
• Social Software
Actors • managers, employees, consultants, IT support (infrastructure,
interoperability)

330. Creating technologies
What are the needs? Could existing tools be utilized?
Any software packages (open source) available? How
to integrate to existing systems…
How to ensure that users are part of the design
process?
Key users, preferences, cultural distance
Wide variety of aspects /influences to be taken in to account.
Recognizing barriers crucial for the analysis

331. Development as a part of planning
Kucza (2001)

332. Process: Designing technology
ID Category Process Description
KM process Design and Developing Social Software for KM
/Determination of development support
infrastructure
Sub-processes • Needs /requirements analysis
/ aspects • Implementation
• Testing
• Evaluation
Objective • Developing Social Software for KM support
Constraints • Which designing method to use
• How to ensure organizational take up
• Barriers: Conceptual, fitness to task, cultural distance,
information flows…
Method • Planning sessions
• Negotiation talks with staff / managers
Systems • Workflow, task management systems
• Social Software
Actors • project leader, manager, employees, IT support

333. Thank You

334. Global Knowledge Management
Assessment
Jan M. Pawlowski, Markus Bick, Franz Lehner
28.10.2011

335. 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/
resulting work only under the same or
similar license to this one.
http://creativecommons.org/licenses/by-nc-
sa/3.0/

336. What is success?
... reaching a self defined goal!
http://commons.wikimedia.org

337. The Challenge
How to measure KM success
– Business Perspective (Quality, Performance, Customers, …)
– Knowledge Perspective (Organizational, Individual)
Which are entities to measure
– Intellectual capital
– KM resources
– Career development
– User / customer satisfaction
– Project success
– And many more…

338. Success in Knowledge Management (North, 2008)
Success at Business Level
Cost Quality Time increasing
reduction improvements saving revenues
Quality of internal
KM support processes
Training
? Information quality ?
System use
System quality
Success at KM Level
Knowledge- Documentation of Reuse of Knowledge Internal
transfer „best-practices― Transparency
Internal communication User Satisfaction Enterprise culture
Optimizing knowledge Develoing competences / establishing
intensive processes Knowledge capital Communities

339. Some studies as a starting point
Starting points
– Barriers
– Success factors
– Assessment of those: Are success factors measurable? Were
they measured in the corresponding research work

340. Studies on KM Success Factors
Definition of Success:
―KM success is a multidimensional concept. It is defined by
• capturing the right knowledge,
• getting the right knowledge to
• the right user,
• and using this knowledge to improve organizational and/or
individual performance.
KM success is measured using the dimensions of impact on business
processes, strategy, leadership, efficiency and effectiveness of KM
processes, efficiency and effectiveness of the KM system, organizational
culture, and knowledge content.‖ (Jennex et al. 2007)
Critics: no validated understanding of KM success
inferences on business performance are not measureable

341. Studies on KM Success Factors
Dimension Core barrier/success factor
A. Individual 1. Top management support
2. Communications
3. Personal development
4. Personality
B. Organisation 5. Target system
7. Architecture of the KM processes
8. KM processes
9. Delegation and participation
9. Employee motivation
10. Social networks and relationships
C. Technology 11. Information and communications technology
12. Systems quality
13. Content of KM systems
D. Culture 14. Enterprise culture conducive to fostering knowledge
E. Environment of the enterprise 15. External conditions
F. Institutionalised KM 16. Knowledge base and knowledge collection
17. Application of knowledge

342. Merged list of indicators
A Assessment of KM as an enterprise internal B Assessment of the individual working context
service and interdisciplinary support function with regard to the availability of required
1. Institutionalised KM knowledge and information
2. History of support for KM 13. Free time to engage in KM activities
3. Sufficient funding for KM activities 14. Access to new knowledge, exchange of
4. Communication of KM strategies and targets know-ledge in the network is sufficiently
5. Linkage/relationships of KM targets to the possible
strategic targets of the enterprise 15. Sufficient qualifications for interaction with
6. Clarity of accountability for KM at all levels of technology of KM activities
the organisation 16. Sufficient qualifications for interaction with
7. Standardised, systemic knowledge knowledge sharing activities
processes are defined 17. Awareness/understanding of the utility of
8. Employees are engaged in knowledge KM
processes and participate in decisions 18. Adequate empowerment for employees to
9. Suitable and user-friendly KM information undertake KM activities
technology is present 19. Integration of knowledge activities into
10. Employees are motivated towards essential work processes
knowledge transfer 20. Shared vision with the enterprise
11. Knowledge quality is assured through good 21. Motivation for knowledge sharing, e.g.
quality management processes through quickly visible success, suggestion
12. KM activities are regularly benchmarked schemes
internally and externally 22. Direct communication and knowledge
exchange for collaborative problem solving
23. Lack of acknowledgement of knowledge
emanating from lower organisational ranks
24. Tolerance for learning from mistakes
25. Culture of mutual trust and knowledge
sharing

343. How to assess success?
Main goals
– Measuring the success of KM
– Understanding the relation of KM and Business Success
– Understanding and assessing the organization‘s KM
situation
Methods
– Intellectual capital statement
– Benchmarking
– Metrics and Indicators
– Balanced Score Card approaches
– Quality Assessment
– Self assessment
– …

344. Intellectual Capital (Bukh, Larsen &
Mouritsen, 2001)
Knowledge and knowing capability of an
organisation, intellectual community, or
professional practice

345. Intellectual Capital (Bukh, Larsen &
Mouritsen, 2001)
Different aspects, mainly intangible assets
Human vs structural capital
Again: how to measure it…
– Some metrics following…

346. Intellectual Capital Metrics: ICM Group Study (Bose, 2004)

347. Intellectual Capital Metrics: Roos‘ Study (Bose, 2004)

348. Metrics: Universal Intellectual Capital Report (Bose, 2004)

349. Metrics: Universal Intellectual Capital Report (Bose, 2004)

350. Intellectual Capital: Summary
A variety of knowledge related aspects discussed
Not all aspects are related to KM
Selection and decision process
– How to choose appropriate metrics?
– How to embed metrics in a decision process (e.g. balanced
score card)?
– How to relate a KM activity with metrics?
Many approaches cannot be applied for KM project
success
No understanding / relation of business and KM
success
Lack of global / inter-organizational components
However: Useful tool for developing individual
assessment schemes (project- / context-dependent)

351. Measuring KM Success – The KnowMetrix
Approach (Lehner, 2009)
Success Factors in KM-Projects
• Knowledge-oriented culture
• Support by top management
• Economic benefit or cost influence
• Clear vision and terminology
• Motivational measures
• Technical and organizational infrastructure
• Low rate of change concerning the knowledge structure
• Multiple or redundant channels of information and
knowledge exchange
Approach
– Assessment of success factors
– Priorization: Importance & performance
– Usage to understand status (a priori) and KM success (ex-
post)

352. Measuring KM Success – The KnowMetrix Approach
Difficulties in measuring KM success or impacts
1.Availability of valid and reliable measurement instruments
2.Interpretation problems – what do numbers, figures really
mean?
3.Time-lag between interventions and impacts
4.Causal chains not analysed so far
5. What is intended at all? (operationalising success)

353. KnowMetrix Factors
Top Management Support
Communication
HR Development
Personality
Target System
Organizational Structure
Delegation / participation
Motivation
Social networks
ICT systems
KMS Contents
Organizational culture
External factors
Knowledge identification
Knowledge usage

354. Measuring KM Success – The KnowMetrix Approach
For each indicator
Priority / Importance
irelevant very important
1 2 3 4 5 6 7
Performance
Not sufficient excellent
1 2 3 4 5 6 7
For KM in total
Overall success
Not sufficient excellent
1 2 3 4 5 6 7

355. Measuring KM Success – The KnowMetrix Approach
Procedure
• presentation of the method as well as time schedules
• adaption of the list of indicators to the specific situation
• preparing the questionnaire
• selecting employees
• data collection
• analysing results
• presentation results and measures

356. Measuring KM Success – The KnowMetrix Approach
Analysing Results
• General / overall assessment of KM performance and
employee satisfaction
• Assessment of performance indicators
• Importance of the single factors (coherent view between
groups?)
• Comparison of performance and significance
• Comparison of differences between performance and
significance
• Calculated success based upon formulas

357. Measuring KM Success – The KnowMetrix Approach
Example: application of KnowMetrix in a software
company
The company was founded in 1997 and develops software-solutions for the management
of product information (PIM) as well as the output channels online, print and stationary
point of sale (POS). The software company employs altogether about 90 staff members,
about 60 of these in Munich. Apart from the head quarters, the company has further
branches in the United Kingdom, the Netherlands, Switzerland, Austria, Sweden, Poland
and the USA.
9,52%
9,52% 28,57%
Research and Development
Professional Services
Presales
Product management
52,38%

358. Measuring KM Success – The KnowMetrix Approach
12
11
9
5
3
2
0
1 2 3 4 5 6 7
Overall satisfaction with KM services

359. Measuring KM Success – The KnowMetrix Approach
7,00
6,00
5,25
5,00
5,00
4,50
4,00 3,75
3,00
2,00
1,00
Research and Professional Services Presales Product management
Development
Overall satisfaction with KM services

360. Measuring KM Success – The KnowMetrix Approach
Comparing importance and performance values of the indicators
Contrasting importance and performance values in a matrix

361. Measuring KM Success – The KnowMetrix Approach
Contrasting importance and performance values in a matrix

362. Measuring KM Success – The KnowMetrix Approach
Characteristics of the CSF method
• Holistic view of success
• Based on a pre-defined list of indicators
• flexible, easy to understand (visualisation of results and
findings)
• Low effort
• Easy to repeat
• Focused on the specific situation of an organisation

363. Summary
Feasible approach for reliable and quick assessment
Different usage scenarios (KM status, project success)
Lack of global aspects
Open questions
– Which factor acts as a success factor and which as a barrier factor?
– Which factors known until now, really influence knowledge management
on a personnel level?
– Testing validity and reliability of KnowMetrix
– Development of a standardised catalogue of indicators and influence
factors (resp. success factors)
– Software tool for automated analysis

364. Addressing global aspects
No pre-defined criteria catalogues
Aspects
– Project success (e.g. communication breakdowns, interrupted
projects)
– Social capital, interorganizational knowledge exchange
Methods
– Metric selection depending on barriers and success factors
(e.g. extending Lehner‘s KnowMetrix)
– Mixed approaches of external / internal assessment

365. Social capital across organizations
(Inkpen & Tsang, 2005)

366. GKMF Sample Metrics (Pawlowski & Bick, 2011)
Acceptance of knowledge management systems (KMS)
Usability / usefulness of KMS
Measurement of
Knowledge assets (number, usefulness, complexity, …)
Knowledge knowledge and
Knowledge sharing (number of knowledge elements, motivation, know
core processes
Knowledge utilization (usage of knowledge elements, number of users
per element, perceived usefulness, …)
Project awareness and commitment
Project usefulness
Success of
KM Project KM effectiveness
specific KM
success KM process capabilities
projects
KM infrastructure capabilities
Job performance
Human capital / knowledge development (no. of employees, employee
turnover, profits / employee, motivation, satisfaction, …)
Customer benefits (rating, sales / customer, satisfaction, length of
customer relationship, response time, …)
General
Structural capital (expense / revenues, errors / order, quality
Intellectual knowledge-related
performance, …)
capital metrics of an
Financial focus (assets / employee, revenues per new business
organization
operation, value added / employee, return on education, …)
Process improvement (process timing, knowledge process time / total
process time, …)
Innovation (number of patents, improvement of product renewal, …)
Global International
See extra slides
Aspects aspects

367. Global KM metrics
Derived from sample barriers and success factors
(GKMF, Pawlowski & Bick, 2011)
Strategic partnerships /
collaborations
Communication intensity
Coordination activities, coordination
breakdowns
Measuring Escalation procedures
Global aspects international Management meetings
aspects Improvement of global competences
Cultural awareness and sensitivity
Team understanding, team
awareness
Imitations
…

368. Assessment Step by Step
Starting point: Assessing barriers & success factors
(e.g. using KnowMetrics)
Develop assessment scheme
– Focus on important aspects (critical processes / knowledge /
barriers)!
– Method (e.g. BSC, survey, self-assessment)
– Aspects (Barriers, knowledge, project success, intellectual /
social capital, global aspects)
– If applicable: choose & design metrics
– Develop instrument (e.g. questionnaires, tools, …)
– For analyzing relations and in-depth understanding of those:
qualitative methods, e.g. expert interviews
– Embed instrument as / with interventions
– Define schedule
Perform continuous analysis
Share results on different aggregation level (e.g. KPI
for management, qualitative analysis for managers)
Evaluate assessment (did we measure what we
intended to measure)

369. Summary
Variety of methods, measures, metrics
Levels of assessment, in particular
– Overall performance
– Project success
– Knowledge development
Focus on important aspects
– Critical processes
– Critical knowledge
– Main barriers
Careful instrument selection
– What is the intended use of an instrument?
– Combine quantitative (e.g. metrics) and qualitative (e.g.,
interviews) methods
No one-fits-all instrument, especially for global aspects
Reflect on the usefulness and efforts of the instruments

370. 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