This document discusses leading and learning in management of technology and innovation. It covers topics like predicting the future using trends analysis, organizational learning processes, knowledge management, and creating systems that facilitate sharing of explicit and tacit knowledge throughout an organization. Effective knowledge management requires gathering information, transferring knowledge, enabling learning, and coordinating technical and human aspects of knowledge sharing.

1. IS113: IS INNOVATION AND NEW TECHNOLOGIES
Leading and Learning in MTI

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning
management system for classroom use.
Chapter 12
Leading and
Learning in MTI

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Chapter Outline
• Predicting the future
• Learning and knowledge management
• Structure’s impact on learning
• Managing knowledge
• Creating fit between the component parts and
knowledge management

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Predicting the Future
• Require insight aided by the use of various tools
and methods
• Trends can be observed over time that can help
shape the understanding of what may occur in
the future
• Helps understand the learning and knowledge
management activities that need to be
implemented

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Specifics of Long-Wave Theory
• Long-wave cycles in economic growth do exist
• Cycles are associated with:
• Significant fluctuations in the price of important
commodities
• Waves of basic technological innovations that are
thought to be fostered by the decline of the
previous cycle

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Specifics of Long-Wave Theory (continued)
• Dominant technologies in each wave can be
identified that are associated with primary
energy sources
• Organization structure innovations develop in
each wave that allow organizations to take
advantage of the innovations generated

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Figure 12.1 - Waves of Technological
Innovation

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Implications of Long Waves
• New alternative for designing the internal
processes, interlocking behaviors, and developing
new ways to span new boundaries
• Increased the amount of information that is
relevant to the organization
• Decreased the time lags involved in processing
the information and making decisions
• Emergence of a new organizational structure has
decentralized decision making and spread the
organization geographically

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Figure 12.3 - How Firms Change
Strategically

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Intermediate Predictions of the Future in
Planning
• Extrapolation - Based on the premise that the
future will represent a logical extension of the
past
• Pattern analysis - Centers on the belief that the
future will replicate past events
• Goal analysis - Focuses on a self-determination
type of model

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Intermediate Predictions of the Future in
Planning (continued)
• Counterpunching - Encompasses the belief that
the future will result from events and actions that
cannot be predicted and may even be random
• Intuition - Involves gut feelings about the forces
that will shape the future

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Assumptions About Forecasting Methods
No way to forecast with certainty exists
No forecast is perfect
Information gathering and interpretation are arts and not
sciences
Forecasts can help in formulating strategic direction for the
firm

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Short Term Predictions of the Future in
Planning
• Trend extrapolation - Methods that examine
trends and cycles based on historical data
• Useful for looking forward a year or two
• Expert consensus - Involves the judgment and
consensus of experts
• Delphi technique
• Simulation methods - Rely on analogs to model
complex systems
• S-curve and gaming analogs

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Short Term Predictions of the Future in
Planning (continued)
• Scenario building - Based on the development of
a worst-case scenario, a best-case scenario, and a
most likely scenario
• Decision trees - Graphical representations of
alternative choices
• Have feedback loops and multiple alternatives
• Hybrid methods - Combine several approaches to
view the future from several vantage points
• Provide accurate prediction

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Learning and Knowledge
• Learning - Gathering and sharing of existing
knowledge
• Knowledge - Insights and experiences that are
gained from gathering of data and converting that
data into information
• Explicit knowledge: Can be codified or written
down as rules or guidelines
• Tacit knowledge: Comes from experience and is
internal to an individual

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Organizational Learning
• Acquisition of knowledge through the application
and mastery of new information, tools, and
methods
• Depends on:
• Gathering of data and information
• Transferring and sharing information through
communication
• Enabling learning in the organization

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Figure 12.4 - Firm Development in
Knowledge Management

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Gathering Information
• Scanning is a critical element
• Involves the examination of a wide range of issues
in the environment that might impact the firm
• Helps organization meet its organizational goals
• Identifies the critical issues, which the
organization can monitor
• Provides information that indicates that the goals
of the organization are not appropriate
• Culture plays a vital role in how the firm gathers
and interprets information

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Transferring and Sharing Processes
• Information must be communicated for others to
learn and apply the knowledge
• Information must be understood to obtain the
full benefits
• Interconnectivity is critical
• Complexity adds to the amount and frequency of
communication needed

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Characteristics of Communication
Processes
• Free exchange in, across, and between levels and
functions within the organization
• Recognition of the value of formal and informal
networks where knowledge is exchanged
• Encouragement of free exchange by all levels of
organizational leadership and open dialogue
• Continual transformation of the organization
systems for the processes of communication
• Support of a culture that encourages meaningful
interaction

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Factors in Enabling Learning
• Purpose of learning is to have the correct
information, place, person and time to make the
right decision
• Providing time for people to work on their ideas
and their application of information to the tasks
they are to accomplish

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Figure 12.5 - Approaches to Learning

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Characteristics of an Organization That Is
Structured for Learning
• Decision-making processes are based on shared
and transferred knowledge with highly
developed, integrated communication systems
• Many processes encourage boundary spanning
within the firm
• Internal network development is encouraged
within the organization
• Reward systems are tied to team and systemwide
goals

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Keys to Successful Organizational Learning
• Organizational learning
• Is a function of a firm’s competencies, culture, and
comfort
• Requires the communication of ideas and
observations
• Needs to be stored in organizational memory
• Needs to be intentional in the organization
• Learning for the organization is the sum of what
is shared

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Knowledge Management (KM)
• Processes that combine data, information, and
individual learning in a synergistic manner
• Includes the tools to develop and store the
information
• Involves maintaining existing knowledge and
developing new knowledge
• Maintains and creates intelligent intelligence
systems
• Depends on individuals within the organization
interacting

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Modes Through Which Knowledge Is
Created
• Exchange of tacit knowledge between the different parties in the
organization
Socialization
• Conversion from tacit knowledge to explicit knowledge
Externalization
• Combination of explicit knowledge from different areas of the
organization
Combination
• Conversion from explicit knowledge to tacit knowledge
Internalization

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Principles That Ensure Successful
Knowledge Management
• Managers within the firm need to develop a
system for knowledge management that will
allow it to move toward its strategic goals
• Information should be readily available
throughout the organization
• System created must make information accessible
in a timely fashion
• Existence of individuals in the system who
understand how to use the information

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Principles That Ensure Successful
Knowledge Management (continued)
• System needs to be usable and there must be the
ability to develop ideas from it
• Development of organizational wisdom
• Organizational wisdom - An understanding that
goes beyond data and information manipulation

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Figure 12.6 - Abilities and Process That
Impact Knowledge Management

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Figure 12.7 - Knowledge Demands

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Questions to Be Addressed in
Implementation of New Technology
• What is the relative advantage and disadvantage
of undertaking the new approach?
• How complex is the change?
• Can the new system of managing knowledge be
tested?
• What are the fuzzy boundaries?
• What are the risks of implementing a new way of
managing knowledge and of not implementing it?
• What knowledge is required?

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license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Failures in Building a Knowledge-
Management System
• Failing to coordinate efforts among information
systems, technical processes and procedures, and
human resources
• Starting of the system is small or insignificant
• Not changing the reward structures and culture
of the firm to recognize those who excel
• Not building communities of practice among
those who regularly work together
• Assuming that knowledge management will occur
because it is important