Ашок Джасоппара, директор образовательных программ, Бизнес Школа Университета Лондона (ROYAL HOLLOWAY – UNIVERSITY OF LONDON). Семинар на RKM 2016 - Модель компетенций в управлении знаниями.

1. ©
WELCOME!
COMPETENCY
MODEL IN
KNOWLEDGE
MANAGEMENT

2. ©
DIMENSIONS OF KM

3. ©
Historical highlights of intellectual
capital
• 1969 - Tobin’s q ratio established
• 1988 - EFQM promote non-financial indicators of
excellence.
• 1989 – Svieby proposes ‘invisible balance sheet’
• 1990 – Edvinsson appointed Director of Intellectual
Capital at Skandia
• 1992 – Kaplan & Norton – Balanced Scorecard
• 1994 – First publication of intellectual capital accounts
• 1995 – WTO negotiates TRIPS
• 1999 – EU funds intellectual assets research
• 2000 – Journal of Intellectual Capital
• 2002 – Narrative of intellectual capital

4. ©
EFQM Excellence Model

5. ©
The Balanced Scorecard (Kaplan and
Norton, 1992)

6. ©
Frameworks of
Intellectual
Capital

7. ©
Human and Social Capital
• Hamel & Prahalad (1994) –
success linked with
development and utilisation
of core competences
• Human capital – human
embodied knowledge
• Social capital – nature of
relationships in a cooperative
entity

8. ©
Social Capital
• Structural dimension showing the
linkages and connections between
actors such as the density and
hierarchy of networks.
• Relational dimension that provides
the history of interactions between
individuals resulting in certain levels
of trust, norms and expectations.
• Cognitive dimension that leads to
shared meanings, interpretations,
mental models and alignment of
views.

9. ©
Organisational Capital
• Pure form such as
organisational structure
• Hybrid form – embodied in
individuals through
socialisation
• Investments will lead to
greater worker productivity?
• Differences between
structural, human and
organisational capital?

10. ©
Kolb’s (1984) Learning Cycle

11. ©
TEAM LEARNING (Senge, 1990)

12. ©
ORGANISATIONAL LEARNING
Single and Double-Loop Learning
• Behavioural learning –
‘single-loop learning’
involves maintaining an
organisation’s ‘theory-in-
use’
• Cognitive learning –
‘double-loop learning’
involves questionning
assumptions and values

13. ©
SUCCESS & FAILURE:
WHAT DRIVES OL?

14. ©
SENSEMAKING

15. ©
ABSORPTIVE CAPACITY
• Ability of organisations to absorb and
apply new knowledge
• Capacity to learn and solve problems
• Knowledge capacity driven by high
previous experience, diversity and
commonality
• Knowledge capability driven by problem
solving and knowledge transfer abilities
• Gatekeepers important to transfer
knowledge across boundaries

16. ©
ABSORPTIVE
CAPACITY

17. ©
COMPONENT TOOLS TYPOLOGY

18. ©
ORGANISING KNOWLEDGE:
ONTOLOGY & TAXONOMY

19. ©
INTEGRATING
ONTOLOGIES
(see Ding & Foo, 2002)

20. ©
CAPTURING KNOWLEDGE:
Cognitive Mapping Tools
• Used principally in mapping
strategic knowledge
• Use ‘oval mapping’ technique
in groups
• Develop concepts, links and
clusters
• ‘Decision Explorer’ – can
develop complex levels of
analysis

21. ©
CAPTURING KNOWLEDGE:
Search Engines: Crawler Indexer

22. ©
EVALUATING KNOWLEDGE:
Case based reasoning
• Capture and store past
experiences as
organisational knowledge
• System searches for
stored cases with similar
profile to new problem
• Adds unsuccessful cases
to aid learning
• Built on artificial
intelligence technology

23. ©
EVALUATING KNOWLEDGE:
OLAP: On-line analytical processing
• Provides
multidimensional
analysis of data to allow
user to see data in
different ways using
multiple dimensions
• Main technique is to
rotate a data cube
• Also called “slice and
dice”

24. ©
EVALUATING KNOWLEDGE:
Data mining
• Uses variety of neural
network, decision trees
and genetic modeling
algorithms
• Use sophisticated data
search capabilities
using algorithms to
discover patterns and
correlations in vast
amounts of data

25. ©
SHARING KNOWLEDGE:
Internet/Intranet
• Share knowledge with
knowledge providers across the
world – some free
• Intranet provides same but
restricted access from outside
• Uses HTML and XML – a
metalanguage that allows
definition of tags and allows
distribution of knowledge to call
phones, pagers and PDAs

26. ©
SHARING KNOWLEDGE:
Groupware tools
• Allows to work on same document by
multiple users
• Maintain and update identical data on
numerous PCs
• Organising discussions
• Storing information
• Moving and tracking documents of groups
• Preventing unauthorised access of data
• Mobile use to access corporate network

27. ©
WEB 2.0 PLATFORM

28. ©
ONLINE SOCIAL NETWORKS
• Individuals interact with others in community
• Social network sites (SNS): Facebook, MySpace,
LinkedIn, Friendster
• SNS tend to support pre-existing relationships rather
than new ones
• Benefit from social capital and self presentation
• Risk over privacy from third party securing personal
information
• Allows interaction with different people in network

29. ©
DELIBERATE AND EMERGENT
STRATEGIES

30. ©
KNOWLEDGE BASED VIEW (KBV)
• Knowledge is the key resource
for competitive advantage
• Knowledge held in information
systems as well as in people’s
heads and communities
• Knowledge sharing is important
• Primary task to integrate
knowledge between people,
product and services

31. ©
RESOURCE-BASED VIEW (RBV) OF
THE FIRM
• Resources create competitive
advantage
• Competitive resources are
valuable, rare, inimitable (not easily
replicated) and not substitutable
• Competitive resources include top
mgt skills, culture, information
systems and HRM

32. ©
KNOWLEDGE MANAGEMENT
STRATEGY

33. ©
DIALECTICS
OF KM
STRATEGIES

34. ©
CONCLUSIONS
• How far does competency model depend
on your notion of knowledge
management?
• Is it technology based or people based?
• Are these competencies different in stable
and volatile environments?
• What framework of intellectual capital is
most appropriate for the nuclear energy
industry?
• Can a competency model prevent
innovation?

35. ©
TIME FOR REFLECTION