The presentation and discussion are based on the article as following: Yang J. T. and Wan C. S. (2004). Advancing Organizational Effectiveness and Knowledge Management Implementation. Tourism Management, 25(5), 593- 601.

1. Advancing organizational eeffffeeccttiivveenneessss aanndd kknnoowwlleeddggee
mmaannaaggeemmeenntt iimmpplleemmeennttaattiioonn
Authors : Jen-Te Yang
Chin-Sheng Wan
Presented & Discussed by
Manisa PIUCHAN

2. Background
High employee turnover rate
Affect retention of information
Consider to stimulate program to store
organizational knowledge
By sharing and transferring individual experience
& knowledge to intangible asset
• Mostly KM in hotel focuses on marketing
and customer satisfactions

3. 33
ppootteennttiiaall
pprroobblleemmss
 There is the possibility of losing
employees’ knowledge
 If staff did not pass on important
knowledge before they left the
companies, knowledge creation
and retention process (training
program/orientation) might be
ineffective.
 The shared knowledge needs to
be stored, otherwise it could be
lost when employees leave the
jobs
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4. WWhhaatt
iiss
aabboouutt
??
Purpose of paper:
“ to examine an alternative focus, which is
the possibility of sharing and retaining
the knowledge which resides in
employees' mind”
Knowledge sharing
and storing
Social interaction
KM technology
Organizational culture
Knowledge
Management
Knowledge
Development

5. Nonaka and Takeuchi Model of
Knowledge Management or SECI Model
1
2
4 3
Source: Nonaka and Takeuchi, 1995

6. “KM” is the
process of collecting and identifying
useful information
transferring tacit knowledge to explicit
knowledge
storing the knowledge in the repository
disseminating it through the whole
organization
To enable employee to retrieve
and make use of knowledge (applying and
take into an action)

7. LLiitteerraattuurree
 Quality-related issues
 Information technology issues
 Little focus on the management of
people
“ if employees share their experience
from the 1st time service encounter with
others both oral and written, this
would be improved overall
organizational performance and
effectiveness”

8. LLiitteerraattuurree
 Sharing-and-retaining knowledge
 System thinking and systematic
operation
 Both detect and record guests’
special interest and provide
personalized attention when they
return to visit

9. KKeeyy
TThheemmee
Knowledge sharing
and storing
Social interaction
KM technology
Organizational culture
Knowledge
Management
Knowledge
Development

10. RReesseeaarrcchh
MMeetthhoodd
 Taiwan
 35 participants from top
management level to rank-and-file
 4 international five-star hotels
 4 Departments: HR / Information
system & technology / Sale &
Mkt / Front office
 Period of works at least 6 months
 Coded by QSR N5 software
(Qualitative data analysis)

11. 33
FFiinnddiinnggss
1
2
3

12. FFiinnddiinnggss
11 ::
KKnnoowwlleeddggee
sshhaarriinngg
CCoonntteenntt
ooff
sshhaarriinngg
 Operational knowledge
 Customer-related knowledge
 Junior
 Product knowledge
 Customer-related knowledge
 “Gossip”
Management staff
 External env. (gov policies,
competitors' new movement and
customer-related knowledge)

13. FFiinnddiinnggss
11 ::
KKnnoowwlleeddggee
sshhaarriinngg
TTeecchhnniiqquuee
 Interactive
 Not talking about job-related
during social activities
 Gossip about
 Personal matter
 Privacy

14. FFiinnddiinnggss
11 ::
KKnnoowwlleeddggee
sshhaarriinngg
IImmppeeddiimmeennttss
Difficulties in imitating tacit knowledge
Work experience Staff capability
Lack of sharing skill Partial sharing of
knowledge
Sharing with selected
people
Attitude
Management Work environment
Other factors
Time-concern The intimacy of
friendship
Personality Age and Seniority
Against career growing
of subordinates by
supervisor
Willingness to share

15. FFiinnddiinngg
22::
KKnnoowwlleeddggee
aaccqquuiirriinngg
difficulties to understand some
operational knowledge
Difficult work environment
Lack of understanding which
knowledge is required
No time allowed
Lack of collecting skills
Lack of intimacy of friendship
Negative sharee’s learning
attitude
Overload of job-related
knowledge
Work ability of past
experience in today’s situation
Lack of capability to collect
knowledge
difficulties with leadership
style
Superiors do not care about
collecting new knowledge
Main impediments to knowledge collection

16. FFiinnddiinngg
22 ::
KKnnoowwlleeddggee
aaccqquuiirriinngg
Management staff
 Depend on absorptive capability of
employees
 Level of understanding
 Interpret it from “experience, skills
and competences”
 Companies should
 Set up system for staff who
complete training session to review
their advancement.
But in reality, employees have not implemented
this practice.

17. FFiinnddiinngg
3::
KKnnoowwlleeddggee
ssttoorriinngg
 Popular system
 “Logbook”
 Standard operational procedures
(SOPs)
 Situational records as “Bibles”
 Sale reports
 Newsletters
 Intranet system

18. FFiinnddiinngg
3::
KKnnoowwlleeddggee
ssttoorriinngg
Staff treat this information as
“gossip”
Majority of respondents said hotel
need not definitely include IT
devices into sharing practice
Social interactive manner
preference

19. CCoonncclluussiioonn
1. All agreed with importance and
necessity of acquiring, storing,
sharing and learning
2. This study resulted the factors
related to effectiveness of
implementing the KM Process
3. Particularly significant that
managers think differently from
operational staff
4. Seem to be informal set up and
related to organizational culture
(KM climate)

20. AAnnyy
tthhoouugghhttss
??
- It is quite difficult to transfer individual
experience to knowledge.
- How to ensure that those sharing is
applicable
- Need a good process/system to transfer
and evaluate the information (individual
experience) to organizational knowledge
or intellectual capital
- Knowledge environment (KM climate) /
gossip corner (The method/ process to
encourage people to share)
- As employees, are they losing individual
knowledge?

21. If hotel can store knowledge and pass on new/current employees,
This will improve organizational performance

22. RReeffeerreennccee
The presentation and discussion are based on the article
as following:
Yang J. T. and Wan C. S. (2004). Advancing Organizational
Effectiveness and Knowledge Management Implementation.
Tourism Management, 25(5), 593- 601.