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WELCOME! KNOWLEDGE MANAGEMENT RESEARCH SEMINAR Meiho Institute of Technology 11th December 2006 © A little bit about me …… • Academic & Professional background: BSc MBA DBA ADipC EurIng CEng MCMI MILT FCIOB FICE FRSA • International KM expert – working closely with United Nations, Astra Zeneca, Unilever etc • Published first integrated book on Knowledge Management • Senior Lecturer in Knowledge Management • Trustee of the Joseph Rowntree Foundation • Love playing the saxophone and enjoy the pub. © WHAT IS KNOWLEDGE MANAGEMENT? © DIMENSIONS OF KNOWLEDGE MANAGEMENT © TACIT & EXPLICIT KNOWLEDGE © Kolb’s (1984) Learning Cycle © TEAM LEARNING (Senge, 1990) © SUCCESS & FAILURE: WHAT DRIVES OL? © ORGANISING KNOWLEDGE: ONTOLOGY & TAXONOMY © CAPTURING KNOWLEDGE • Cognitive mapping tools such as oval mapping • Information retrieval tools – desire for precision and recall • Search engines • Personalisation tools © EVALUATING KNOWLEDGE • Case based reasoning • OLAP • Datamining © SHARING KNOWLEDGE • Internet, Intranet, Extranet and E-mail • Groupware tools • Text based conferencing • Yellow Pages • Computer based training/e-learning • Security © STORING KNOWLEDGE: Data Warehouse • Database with query and reporting tools • Stores current and historical data from internal and external sources • Data mart – subset of data warehouse which contains summarized or highly focused data for certain users © PRESENTING KNOWLEDGE: Visualisation • Modelling – way of representing objects e.g. journal covers, weather maps, flows of citations • Rendering – makes computer generated image look like photograph e.g texture mapping • Virtual reality © STRATEGY AS PLAN OR PATTERN © WHAT DO THEY TEACH ON MBA PROGRAMMES? © KNOWLEDGE MANAGEMENT STRATEGY © CLIMATE & CULTURE © IMPORTANCE OF STORYTELLING © KNOWLEDGE CREATING COMPANY Nonaka, 1991 © Frameworks of Intellectual Capital © Moving beyond tacit and explicit distinctions : A realist theory of organisational knowledge Working Paper © Introduction • • • • • Knowledge and competitive success Economic role to promote innovation RBV to KBV of firm Is knowledge a football? Is knowledge an ongoing social accomplishment? © Gilbert Ryle (1949) • Tacit (knowing how) & Explicit (knowing what) • Polanyi(1967) – continuum • Nonaka (1994) – neat conversion processes from one form to another: socialization, combination, externalization and internalization • All-encompassing but little revealing concept • Logical behaviourist perspective © What’s your philosophy? Functionalism or Idealism? • • • • Naturalism debate ignoring social relations Closed rather than open systems Any universal laws or theories? Idealists assert reality constituted by our perceptions • Reality answerable to our representations rather independent reality • No scope for causal explanation only meanings © Fancy postmodernism or feminism? • Postmodernists emphasise diversity of world, plurality of perspectives • Knowledge divided into discrete systems of thought • Invoke problem of incommensurability • ‘Situated knowledge’ in terms of power relations forwarded by feminists • Problems of white, western, heterosexual male in research • Certain positions are advantageous over others • Research by white males as distorted but not black women? © What’s your philosophy of knowledge? Realism? • Real world exists independent of us • Seek to penetrate surface phenomena to reveal mechanisms and structures • Explanation is not ‘billiard-ball’ but identifying mechanisms and structures • Theory is conceptualisation • Observations are theory laden • Critical theory © Problems with Ryle! • All mental states are ignored • Consciousness reduced to behaviour or disposition to behaviour • Problem you may be in pain but refuse to show behaviour linked to it • Pretend to be in pain? • Purely look at surface level behaviours © Realist Theory of Organizational Knowledge © Consciousness • • • • Consciousness primary character of mind Inner, subjective, first-person ontology Experiences in the present Collective consciousness not Hegelian spirit but shared meanings and representations through social interactions in context of power relations and culture • Cognitive, relational and cultural • Social Capital © Intentionality • Mental process that represents objects, events and states in the world • Can be conscious, unconscious, semiconscious in terms of hopes, desires, beliefs, fears. • Intention leads to action in locus of control • Some intentions go unrealised © Organizational Memory • Past experiences stored in organizational memory influences consciousness • Foucault’s genealogy • Absorptive capacity linked to past experience • Remembering and forgetting • Unlearning • Organizational & Human Capital © Spark: Organisational Routines & Sensemaking • • • • • • • Gunpowder analogy Dispersed knowledge in organisations Allow coordination and integration Allow improvisation Dynamic capabilities in volatile environments Create plausible stories for diagnosis and solutions Sensemaking not accuracy but plausability in terms of observations and past experiences © Conclusions • Problem of no recourse to philosophy in literature but themes and patterns • Consciousness and memory primary knowledge mechanisms and structures • Tensions between figurative stories and literal memories in orgs • Contribution to intellectual capital • Methodological implications © TIME FOR REFLECTION ©
