carried an article written by me and Caesar Priests for Annual Congress AICA 2006, which highlights, in my opinion, crucial to effective size (ie used and profiqua) KM systems.
A Model of Effective Knowledge Management oriented competitiveness
Andrea Rossi (innovActing - andrea.rossi @ innovacting.it )
Cesare Sacerdoti (CSE Crescendo - c.sacerdoti @ cse-crescendo.com )
Cesare Sacerdoti (CSE Crescendo - c.sacerdoti @ cse-crescendo.com )
Abstract This article presents an innovative model "holistic" knowledge management, which considers ten factors critical for the successful implementation of a "system" of Knowledge Management in the company.
Evaluation and enhancement of the elements presented in the model allows a "system" of Knowledge Management that brings real and tangible value to the company.
1. Abstract
Knowledge is the most important asset of enterprises [Stewart TA (1999), Stewart TA (2002); Civi E. (2000), Nonaka I., Takeuchi H. (1997)] is the competitive differential of greater value, because it descended from the excellent and innovative products and services, organizational best practices, the most appropriate and forward looking strategies, the optimal use of human resources, economic and financial resources, those tangible and intangible , the best relationship with our customers and their highest satisfaction.
The state of the discipline of Knowledge Management appears to now still quite fragmented and does not, in our view, an overview of the topic [Dalkia K. (2005); M. Corso et al. (2001); Civi E. (2000), Alavi, M., & Leidner, DE (2001); C. Evangelou, N. Karacapilidis (2005); W. Lam (2005); D. Hislop (2005), Nonaka I. et al. (2000)].
In developing the theory and practice, many areas such as technology, organizational processes, the supporting roles, methods of analysis, implementation and management, are explored in parallel, without providing a single view of the topic .
Valuable attempts with vision have been proposed by several authors, but without providing a link between knowledge management and effective competitiveness [Dalkia K. (2005); Wiig KM (2003), Firestone JM, McElroy MW (2003); H. Rollett (2003); C. Armistead, M. Meakins (2002); Biloslavo R., M. Zornada (2004); F. Burstein, H. Linger (2003), Choi I. et al. (2004); Zack MH (2001), Zack MH (2003), Jackson MC (2005)].
The questions, according to the authors, remain unresolved are: "What is Knowledge Management?", "How to evaluate the knowledge management business?" and "What are the elements that contribute to proper management of knowledge?"
The authors' proposal, though improved, is meant to represent a starting point to see the Knowledge Management point of view of competitiveness.
2. The context for the model CSE Crescendo-innovActing
For the purposes for which the authors have, we want to provide a new definition of Knowledge Management: "The Knowledge Management is the effective management of knowledge inside and outside the company, three at the strategic, managerial and operational, leading to a result value for the client (and thus for the enterprise)."
So to the authors, the Knowledge Management must deal with the management of both the great value of tacit and explicit knowledge in the company and the immense wealth of existing knowledge (and continually in flux) at the outer boundaries of the company (databases , consultants, new technologies, customers, suppliers, government, intelligence on competitors, ...) (see Figure 1), but so that this knowledge and its management is directly linked to the creation di valore per i Clienti e, di conseguenza, di valore per i dipendenti, per gli stakeholder e per gli azionisti. I tre livelli in cui il Knowledge Management genera valore sono (v. Figura 2): strategico, per decidere ed indirizzare le scelte strategiche dell'impresa, gestionale, per una corretta gestione dei processi di creazione di valore dell'impresa, operativo, per l'effettiva realizzazione di tale valore.
Figura 1 -Il Knowledge Management si deve occupare della gestione sia della conoscenza interna sia della conoscenza esterna
Figura 2 - I tre livelli di gestione della conoscenza
E' fondamentale The management of knowledge and practical kinds really value for the company (see Figure 3), or the Knowledge Management will remain only a "fashion" managerial or computer that will not survive over time.
Figure 3 - The Knowledge Management needs to create real and tangible value for the company
3. The model-CSE Crescendo innovActing
For Knowledge Management to fully achieve the objectives set in the definition presented in paragraph 2, identify the key factors that enable the knowledge management to move from potential value to value real and tangible.
must therefore build an innovative model providing an operational definition of "system" of effective Knowledge Management (see Figure 4):
"System" of KMefficace = (Knowledge) x (Availability) x (Accessibility) x (capacity utilization) x ( culture) x (Creativity of Use) x (willingness to use) x (Relational Capacity) x (KM Strategy) x (Organisation for KM)
Figure 4 - The model CSE Crescendo Knowledge Management-innovActing
The model presented contains the information needed to fully realize the potential of Knowledge Management in the company.
The operator product (x) is used to indicate that the efficacy order of business of the company, is the product of the different elements that make up the model. It 'worth noting that if a factor is null, the total value of the "system" of knowledge management is invalid. Therefore, only exploiting all elements of the template, you can create a "system" of Knowledge Management really effective for businesses.
With "system" of Knowledge Management authors wish then all the elements of strategic, organizational, cultural, personal, motivational, psychological, technological, information, communications designed to manage knowledge in order to create value for the company.
The following discusses the various elements making up the model.
3.1. Knowledge
Knowledge is what you know, you know, do you know that you know to do.
Knowledge is the whole (non-exhaustive list):
- information,
- Data
- books, manuals, drawings, documents, regulations, procedures,
- organizational processes and technology (knowledge process , knowledge processes, knowledge "wired" in the process),
- formulas and algorithms (knowledge of the formulas and algorithms, knowledge about formulas and algorithms, knowledge "Wired" in the formulas and algorithms),
- mental and psychological processes (knowledge of mental processes and psychological knowledge about mental processes and psychological knowledge "wired" in mental processes and psychological),
- models decision (the decision-making models of knowledge, knowledge on decision-making models, the knowledge "wired" in the decision-making models),
- methodologies and tools (knowledge of methodologies and tools, the knowledge on methodologies and tools, knowledge "wired" in the methodologies and tools),
- skills (knowledge of skills, knowledge, skills, knowledge "wired" in skills),
- the skills (knowledge of skills, knowledge about the skills, knowledge "wired" in skills),
- relations (the relations of knowledge, knowledge about relationships, the knowledge "wired" in the relationship), relationships can be between people and people, objects and objects, objects and people, ideas and concepts, concepts and people, concepts and objects, etc..
Knowledge derived from study, from research, practice, experience, access to external databases, the contribution of the consultants, the knowledge of new technologies, new management methods, knowledge of customers and the knowledge generated by the report with customers, partners and the knowledge of the conoscenza generata dalla relazione con i Partner, dalla conoscenza dei fornitori e dalla conoscenza generata dalla relazione con i fornitori, dalla conoscenza degli enti e dalla conoscenza generata dalla relazione con gli enti, dall'attività di intelligence sui concorrenti, etc.
3.2. Disponibilità
La Disponibilità è la possibilità che la conoscenza sia fruibile dall'azienda, quindi organizzata e raccolta (conoscenza esplicita) o organizzata e segnalata (conoscenza tacita).
La Disponibilità risponde alle domande "Dov'è la conoscenza?", "Qual è la conoscenza?"
La Disponibilità è facilitata dai sistemi informatici.
3.3. Accessibility
Accessibility is the possibility that knowledge is easily and readily recalled by those who need it.
Accessibility is facilitated by computer systems.
3.4. Ability to use
The ability to use and the ability of individuals to derive benefit from the knowledge derived from the "system" of Knowledge Management, which is to create value by combining the knowledge object to achieve concrete results - eg. is the ability to use a formula of engineering, which requires engineering and mathematical skills, university preparation on the subject, experience, etc.
The ability to use and the efficiency with which you get knowledge from other knowledge is "knowledge for."
The ability to use is mainly use of expertise and skills.
3.5. Culture
Culture is people's ability to assess the knowledge which comes from the "system" of Knowledge Management in a "frame" wider - eg. the ability to assess the correctness of the result of the calculation formula of engineering, which requires knowledge of the boundary conditions of the formula used.
Culture is the degree of effectiveness with which you get knowledge from other knowledge, is the "verification correctness "of the knowledge gained.
culture is mainly used to internalized knowledge, the thought patterns, size and cognitive psychological paradigms to be adopted, the value system, to the world map, the identity of the person.
Culture is introjected knowledge acquired, settled, that does not need and / or ability to be managed by a "system" of Knowledge Management.
The basic consideration that arises from this aspect is that a "system" of Knowledge Management, as a whole , will never be able to handle all the knowledge, because the reality is dynamic and requires flexibility and adaptation.
3.6. Creativity of Use
of Use Creativity is the ability of people to create links between different knowledge objects and their knowledge and personal culture or between different knowledge object, then the ability to reconstruct reality, to create new patterns, models, paradigms, eg. the birth of the Pony Express in Milan in the 80s: it was known that the items had unsatisfactory performance, but developers pony express (or a few others, but did not realize the idea) have linked this to the business (relatively Milan), adapting a business model already exists.
Creativity is the ability of Use associative and analogical mind and the efficient use of methodologies and tools support.
3.7. Willingness to use
the will to use is the willingness of people to collaborate and share, people's willingness to use the "system" of knowledge management, management's willingness to support the initiative, management's willingness to invest in the initiative , people's willingness to change habits (change management). The Will of use is supported by internal communications and marketing initiative.
3.8. Relational capacity
the relational capacity is the ability of people to create relationships between them that would assist the exchange of knowledge (both tacit and explicit).
the relational capacity involves psychological and emotional sphere and is based on emotional competencies, including empathy, openness, ability to listen and communicate, interpersonal communication and trust.
the relational capacity is fundamental to work in teams, to establish communities of practice, for "thin" the circulation of information and knowledge in the company.
3.9. Knowledge Management Strategy
The Knowledge Management Strategy is the set of managerial decisions for the purposes of Knowledge Management, Knowledge Management objectives, programs and plans for Knowledge Management. The Strategy Knowledge Management Strategy covers the use, collection, distribution, communication, acquisition (including human resources), development (including human resources), evaluation, sharing, validation, renewal, delete, update, creation of knowledge in the company.
Knowledge Management strategies must be aligned with business strategies. The definition of the objectives of Knowledge Management must be in line with business objectives.
3.10. Organisation for Knowledge Management
Organization for Knowledge Management is the set of organizational elements to "run" the "system" of Knowledge Management. The Organisation for Knowledge Management covers company structure (organizational business processes, roles, new roles, Knowledge Management, Knowledge Management new function, internal communication, use of information systems to support) for the use, collection, distribution, communication, acquisition, development (which includes training), evaluation, sharing, validation, renewal, deletion, updating, knowledge generation in the company.
Organization of Knowledge Management must be in line with the strategies and business objectives and strategies and objectives of Knowledge Management.
4. Conclusions
This article was presented an innovative holistic approach to Knowledge Management, which embraces all the value components of effective management of knowledge in the company.
The components of the model must all be taken into account and exploited to achieve an effective "system" of Knowledge Management in the company.
In this way, the Knowledge Management helps to move from the "know how" (which were based companies to date) to "manage the know-how", with a broad understanding of the context, such as to call into question the assumptions underlying the formula business as a result, the Knowledge Management Assessment of Knowledge and become methods of analysis of the context and actions to increase the value of knowledge and therefore the company.
approaches and practical implementations that have only partially considered the elements of the proposed model, have often proved of little help and not winning the company.
The creation of real value and tangible means of a "system" of Knowledge Management, therefore, must pass the evaluation and design in perspective and complexity of the challenge is much to knowledge management in enterprises.
5. References
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Burstein, F., & Linger, H. (2003). Supporting post-Fordist work practices: A knowledge management framework for supporting knowledge work. Information Technology & People, 16(3), 289-305.
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Civi E. (2000). "Knowledge management as a competitive asset: a review" in "Marketing Intelligence & Planning", Aug 2000, Vol. 18, Issue 4
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