Published on July 3, 2009
Exploiting Tacit Knowledge Through Knowledge Management Technologies Learning Forum London 22-24 June 2009 By Frank Nyame-Asiamah Brunel University
PRESENTATION OUTLINE OBJECTIVES & METHODS KNOWLEDGE & KNOWLEDGE CLASSIFICATION COMMONALITY IN KNOWLEDGE TYPES KNOWLEDGE CONCERNS FOR ORGANISATIONS RELATIONSHIP BETWEEN OL & KM THEORIES TECHNOLOGIES FOR TACIT KNOWLEDGE EXPLOITATION KNOWLEDGE MANAGEMENT FAILURE CAMTaKE CONCLUSION, IMPLICATIONS & FUTURE RESEARCH 24 June 2009 Frank Nyame-Asiamah © 2
OBJECTIVES & METHOD Objectives: To examine the contributions and suitability of the available KM technologies, including the Web 2.0 in exploiting tacit knowledge To propose an integrated framework for extracting tacit knowledge in organisations Method: A comprehensive literature exploration covering knowledge management (KM), KM technologies and organisational learning (OL) 24 June 2009 Frank Nyame-Asiamah © 3
KNOWLEDGE Valuable information from human mind - reflection, synthesis and context (Davenport & Prusak, 1997) Facts and principles organised by mankind in the course of time” (Clarke, 1992) “Information that is contextual, relevant and actionable ” (Turban et al, 2006, p.368). An intellectual asset for organisations (Davenport & Prusak, 1997) 24 June 2009 Frank Nyame-Asiamah © 4
KNOWLEDGE CLASSIFICATION 2 Main Types Reference Tacit Explicit Mental models not Artefacts easily Polanyi 1966; Nonaka, 1991 easily conveyed accessed Informal Formal Conklin, 1996 Softer Harder Hildreth et al, 1999 Unstructured Structured Hahn & Subramani, 2000 Symbiotic Semiotic Sharif, 2008 24 June 2009 Frank Nyame-Asiamah © 5
COMMONALITY IN KNOWLEDGE TYPES Tacit All Knowledge Knowledge Externalisation Points of focus Forms Membership Documents Interacting Monuments Mutuality Instruments Acting Projections Living in a world NOTE: Knowledge is an asset, exists in different forms, mostly created by humankind and hidden parts difficult to exploit 24 June 2009 Frank Nyame-Asiamah © 6
KNOWLEDGE CONCERNS FOR ORGANISATIONS Early retirements & staff mobility can lead to loss of knowledge (March, 1991) It takes longer time to develop experience (Macintosh, 1999) Lack of time & reward preclude people from sharing knowledge (Turban et al, 2006) Death ceases human consciousness Question 1: How do we exploit tacit knowledge? 24 June 2009 Frank Nyame-Asiamah © 7
RELATIONSHIP BETWEEN OL & KM THEORIES AS Tacit a L and C Know nd Explic KM, O odel , ledge it M Elroy (McA Mode & Mc dam l tone e t al , 2 ( F i r es ) 007) 2004 g St in or rn (D y Mo telli Lea l ) en nin del g n ual ode 1991 g,2 ut M ch, 00 M ar 0) (M Fi ve Mo e, 19 M oP ) l Di de 90 88 ge de (S C 19 sc l ) en o r, g ip Kn lin CT en dI ow e (W n led L a el g , O od b li n, Mo e Sp KM M Tom (N o na del ira l t& k a, 1 ne 006) n 2 991 (Be ) 24 June 2009 8 Frank Nyame-Asiamah ©
TECHNOLOGIES FOR TACIT KNOWLEDGE EXPLOITATION 1 Learning Laboratory: Executive Cognitive Support or ESS: A neutral and non-threatening ‘virtual collaborated Information systems at the organisation’s strategic environment’ where individuals develop deeper level designed to address unstructured decision understanding of their beliefs and exploit tacit making through advanced graphics and knowledge (Pourdehnad et al, 2002) communications (Laudon & Laudon, 2003) UPS used Integrad Learning Laboratory It helps higher level learning, knowledge creation, comprising online learning, three dimensional and provides opportunity for executives to identify models, podcasts, videos, etc to exploit new drivers tacit knowledge (Chen et al, 2003) and trainees skills on safety performance (Ketter, 2008) Collective Cognitive Mapping System: Knowledge Management Suites: An episodic memory representing a container of individual cognitive maps Complete and unified KM solutions consisting An organisational memory representing a reservoir communication, collaboration and storage of collective cognitive maps technologies (Dotsika & Patrick, 2006) A local cognitive map generator which translates They help employees to learn business processes, individual mental models into graphical unlock their tacit knowledge and share them among representations their peers A central collective cognitive map generator which Commerce Bank, Wow Answer Guide deployment exploit cognitive maps of all members for collective saved Commercial Bank a weekly cost of $20,000.00 problem solving (Chen et al, 2003) (Turban et al, 2006, p. 385) 24 June 2009 Frank Nyame-Asiamah © 9
TECHNOLOGIES FOR TACIT KNOWLEDGE EXPLOITATION 2 Enterprise Knowledge Portal: Personal Information Portal: Information gateways including internet, intranet and extranet sites of organisations (Dfouni & Croteau, 2004) They include social network sites, wikis and audio podcasting, video sharing and collaborative tools for learning and knowledge creation Institutions are using web-based CPD (e.g. REfLECT) and VLE to enhance the transfer of tacit knowledge into explicit knowledge (Harris, 2008) E-Discussion Boards: Email: Effective and most important method of knowledge conversion from one person to another - CPD support within the University of Wolverhampton (Harris, 2008) Topmost socialisation tool for extracting and sharing unstructured knowledge (Dfouni and Croteau, 2004) BP exploited knowledge stored in the minds of its employees through the use of email technology (Brooks, 2000) 24 June 2009 Frank Nyame-Asiamah © 10
KNOWLEDGE MANAGEMENT FAILURE Organisations sometimes fail to communicate KM strategies well with staff Best employees refuse to publish their good ideas on KM platform Staff show lack of interest when KM systems become fully implemented Poor content management techniques and lack of incentives for KM system users (Turban et al, 2005; Barth 2000) Web 2.0 and social software developers usually base their design approaches on ‘technology to the user’ (Dotsika & Patrick, 2006) So what do we do with design? - Theory of Deferred Action recommends that KM systems should be designed in the context of organised action 24 June 2009 Frank Nyame-Asiamah © 11
CAMTaKE 24 June 2009 Frank Nyame-Asiamah © 12
CONCLUSION & IMPLICATIONS KM and Web 2.0 technologies have been beneficial for businesses and continue to support organisational transformation Technologies for extracting tacit knowledge should be designed around individuals’ cognitive behaviour and natural processes of human techniques Organisations should persuade each employee to share his/her ideas on the Web 2.0 platforms with ‘X’ number of staff No idea should be taken for granted in a learning community where an organisation wants to exploit tacit knowledge for transformation 24 June 2009 Frank Nyame-Asiamah © 13
FUTURE RESEARCH Future research should consider CAMTaKE for tacit knowledge exploitation and management for organisational transformation Design of KM and Web 2.0 technologies needs to consider the application of the Theory of Deferred Action (ToDA) 24 June 2009 Frank Nyame-Asiamah © 14
Frank.Nyame-Asiamah@brunel.ac.uk 24 June 2009 Frank Nyame-Asiamah © 15
Canvas Prints at Affordable Prices make you smile.Visit http://www.shopcanvasprint...
30 Días en Bici en Gijón organiza un recorrido por los comercios históricos de la ...
Con el fin de conocer mejor el rol que juega internet en el proceso de compra en E...
With three established projects across the country and seven more in the pipeline,...
Retailing is not a rocket science, neither it's walk-in-the-park. In this presenta...
EXPLOITING TACIT KNOWLEDGE THROUGH KNOWLEDGE MANAGEMENT TECHNOLOGIES Frank Nyame-Asiamah ... four key functionalities for exploiting soft knowledge: ...
Abstract. Abstract: The purpose of this paper is to examine the contributions and suitability of the available knowledge management (KM) technologies ...
Brunel University Research Archive ... Exploiting tacit knowledge through knowledge management ... EXploiting Tacit Knowledge - Frank Nyame-Asiamah.pdf:
Exploiting tacit knowledge through knowledge management ... User-Centred Requirements for Knowledge Management Technologies. ... Frank Nyame-Asiamah, ...
View 17933 Management Technologies posts, presentations, experts, and more. Get the professional knowledge you need on LinkedIn. LinkedIn Home
Frank Nyame-Asiamah ... learn to achieve emergent changes through knowledge management technologies. ... 2.0 for exploiting tacit knowledge.
View 43617 Exploiting posts, ... Get the professional knowledge you need on LinkedIn. LinkedIn Home What is LinkedIn ... Financial and Project Management.
... Knowledge management: are we missing ... EXPLOITING TACIT KNOWLEDGE THROUGH ... of the available knowledge management (KM) technologies, ...