Abstract This paper defines and analyses the concept of "knowledge walkouts". It specifically discusses strategies for managing the creation of enterprise content management (ECM) and ensuing knowledgemanagement strategies to alleviate the loss of key intellectual property as key employees retire.
Outline:
Executive Summary
Statement of the Problem
Findings
Defining Enterprise Content Management Structuring Enterprise Content is the First Step to KnowledgeManagement Retaining the Knowledge to Overcome "Knowledge Walkouts"
KnowledgeManagement for Many Organizations: Use It Or Lose It
Knowledge for the New Workforce
New Technology for the New Generation
Conclusions and Recommendations
From the Paper "The fact that there are organizations whose knowledge management systems are best practices for their given industry, and have processes in place for capturing and retaining excellent components of their knowledge are still the fact that it must be used to be effective according to Gartner (2006). Based on "the last mile" of knowledge management so to speak being these processes of selectively applying the content to specific business strategies and challenges, the indexing, search, and retrieval of knowledge in these repositories becomes a completely separate issue. Once in the repository, there's little guarantee that the valuable knowledge ever emerges again. In fact, it's not valuable at all without a thorough consideration for the way new workers will access it and put it to use. Getting workers to change how they do their jobs is also a critical aspect of capturing content, according to The Hard Side of Change Management (2005). "
Abstract This paper takes an in-depth look at knowledgemanagement, a relatively new business concept that is attracting the attention of informed and global-oriented companies because of its promise to introduce new elements of flexibility and efficiency in the entire business spectrum - from management, plant and production to front line activities. This paper attempts to answer many questions related to knowledgemanagement, which a growing number of management scholars present as a newly discovered key to unlock the productive powers of all people in a company and to bind them in one neat package towards achieving organizational success.
This paper has chosen to focus on three examples of companies in the automotive industry, implementing knowledgemanagement.
Table of Contents
List of Tables
List of Figures
Acknowledgement
Chapter I - Introduction
Chapter II - Literature Review
I.1. KnowledgeManagement II.1a. Knowledge as Business Asset
II.1b. Types of Knowledge II.1c. Key Players in KM
II.1d. Transfer of Knowledge II.1e. Holistic Approach
II.1f. Primacy of People
II.2. The Automotive Industry
II.2a. Technology and Innovation
II.2b. Control Systems
II.3. Product Development
II.3a. Development Stages
II.3b. New Imperatives
II.3c. KM Strategies
II.3d. KM Terms and Concepts
II.4. Conceptual Framework
II.5. Information and KM Concepts
Chapter III - Industry, Country & Company Review
III.1. Industry Trends
III.2. Country Perspectives
III.3. Company Reports
Chapter IV - Research Methodology
III.1. Observation and Direct Communication
III.2. Quantitative vs. Qualitative Research
Chapter V - Results
Chapter VI - Discussion and Conclusion
From the Paper "There are as many definitions of knowledge management as there are long-cherished ideas of how to run a business. If there is a common ground in the divergent perceptions of knowledge management, it is the generally accepted proposition that KM aims to transform knowledge into new levels of organizational capabilities and competences (Sanchez, R., 2006). The debate revolves around the question of how to implement it in the most effective manner. This study thus fixes its attention on the different KM strategies adopted by organizations, closing in on the international automotive industry because it is identified as among the sectors that especially needs and stand to derive enormous benefits from the new management technique. The focus shifts from there to the development process for new vehicles, where KM is said to be most helpful, and which calls for synthesizing all kinds of knowledge and specialization - the whole rationale for KM. As setting of the study, we pick out India for the simple reason that it now serves as manufacturing base for the internationalization efforts of many automotive companies."
Abstract The paper reviews the Law Office KnowledgeManagement Workbook by Martin (2003). The paper describes what each of the chapters cover. The paper further contends that the book offers a comprehensive coverage of issues involved in the integration of computerized KnowledgeManagement in the operations of legal practices organizations.
From the Paper "Computers are the essential basic tools driving information technology and IT applications. As IT applications evolve and become ever more sophisticated, they become critical elements in the process of knowledge management. KM Organizations providing legal services from the single practitioner law office to the massive and complex legal services practice encompassing hundreds of individuals have always depended heavily for their success on their ability to manage knowledge effectively."
Abstract This paper examines the diverse elements of law office management and the value of information technology as a tool in law offices. It also looks at knowledgemanagement strategy and organizational structure.
From the Paper "Law office management often is referred to as the business side of legal practice. To an extent this characterization is accurate but it also is limited. Law office management also may refer to the ..."
Abstract The paper examines the knowledgemanagement system at KPMG that centers upon information technology and then focuses on Xerox's knowledgemanagement that utilizes people-to-people contact. The paper discusses KPMG's massive expense of an IT infrastructure to support knowledgemanagement, the company's need to educate employees to acclimate to these systems, and the company's top-down management style that did not allow the system to be to a team-enhancing tool of productivity for the entire workforce. The paper then shows how Xerox was more successful in its implementation of knowledgemanagement solutions because Xerox was able to utilize the best elements of both the personal and managerial methods of knowledgemanagement. The paper concludes that information technology is an effective tool in knowledgemanagement, but must not be used alone.
Outline:
KnowledgeManagement at KPMG
KnowledgeManagement at Xerox
KnowledgeManagement Cannot be Delivered by Technology Alone
The "Management" Challenge of KnowledgeManagement The "Personal" Challenge of KnowledgeManagement Conclusion
From the Paper "The driving force behind any company or organization is the information and knowledge it possesses in regards to the industry within which it operates. Effective knowledge management may mean the difference between success or failure, and also between increased cost or rather increased profit and productivity. These two outcomes are illustrated through an exploration of the varying knowledge management systems used by Xerox and KPMG. Some companies center their knowledge management strategies upon information technology, with knowledge carefully stores and coded in databases so as to ensure ease of access, which is referred to as a codification strategy, which is expressed through the management approach below which is concerned with the infrastructure of the knowledge management system."
A discussion on whether it is possible for an organisation to develop a knowledge base which is more than the sum of its individual employees? knowledge.
Abstract This paper examines how knowledgemanagement is one of the hottest subjects in management studies due to the changing paradigm of management as we enter the 21st century. It attempts to show that it is possible for an organisation to develop a knowledge base, which is more than the sum of its individual employees? knowledge. It reviews the guidance given by the management literature and considers some of the important points. It also looks at some companies that have been successful in their implementation of a knowledgemanagement system.
Outline
Introduction
KnowledgeManagement Knowledge Creation
Learning Organisation
Obstacles to Creating a Knowledge Base
Knowledge Sharing
Characteristics of an Effective KM System
KnowledgeManagement ? 2 Different Opinions
Success Stories
Conclusions
From the Paper "KPMG recently surveyed over 400 organisations in the UK, mainland Europe and the US and found ?81% had or were considering a knowledge management program, 79% believed that knowledge management can play an "extremely significant" or "significant" role in improving competitive advantage?. (KPGM Knowledge management Research Report) Similarly, a survey by PriceWaterhouseCoopers showed that 97 % of senior executives believe that "knowledge management is a critical issue for them". A more telling survey conducted by Tacit was that of individuals working at the interface between creating/using knowledge. In a survey of professional, managerial, and technical knowledge workers Tacit investigated employees opinion on how their employers handled knowledge sharing. The findings of the Tacit survey illustrate a serious problem, valuable knowledge is available &/or created within the organisation, but is not utilised efficiently."
A review of how knowledgemanagement (KM) maintains the value of managing a firm's collective knowledge, which is the key to providing supply chain solutions.
Abstract The paper defends the position that there is value of knowledgemanagement to the field of supply chain logistics, which is a paradigm shift in thinking about the field of supply chains. The paper explores the areas of attempting to define knowledgemanagement and aligning it and exploring knowledgemanagement value within the field of supply chain logistics.
Outline:
Introduction
Logistics
Defining KnowledgeManagement Defining Supply Chain Logistics
Knowledge as a Strategic Resource
Creating value through KM within the Service Industry
Decision Path: Outsourcing or Leveraging Knowledge Knowledge Creating Company
Conclusion
From the Paper "According to Davenport's and Smith's contribution to the The Knowledge Management Yearbook 2000-2001, entitled, "Managing Knowledge in Professional Service Firms", details how Professional Services (PS) firms were pioneers in managing knowledge and have developed a certain sophistication in the area; because a core business function of PS firms is to sell their knowledge and application of it. These core competencies in learning how to effectively and efficiently create, diffuse, and use professional knowledge are providing value to the clients of professional service providers, but there is a measurable gain with respect to the supply chain logistical functions of their clients as well. The professional services industry, which includes legal, accounting and tax, consulting, and systems integration services, is knowledge intensive (Davenport & Smith, 1999). These knowledge intensive activities are present in both the professional services industry as well as industrial industry. A new development in today's modern economy is the prevalence of Business Process Outsourcing."
Abstract This paper reviews, synthesizes, and evaluates existing work that has been carried out in the field of knowledgemanagement (KM). The data evaluated is from a wide variety of books, journal articles, magazines, and the Internet. The paper contends that increased understanding of knowledgemanagement by any organization can help improve its productivity and consequently its profitability.
Table of Contents
Chapter 1: Introduction
1.1 Problem Statement
1.2 Hypothesis
1.3 Rationale for the Study
1.4 Data Collection and Subject Population
1.5 Limitations of the Study
Chapter 2: Literature Review
2.1 Concepts of KnowledgeManagement 2.2 Elements of KnowledgeManagement 2.2.1 Training and Organizational Learning
2.2.2 Knowledge "Flow" through the Organization
2.3 Team Working and KnowledgeManagement 2.4 Communication Channels
2.5 Barriers to KM Implementation
2.6 Leadership
2.7 Rewards and Recognition Needed for KM Workers
2.8 Infrastructure Technical and Social
Chapter 3: Methodology
Chapter 4: Recommendation and Conclusion
4.1 Recommendations
4.2 Conclusion
Chapter 5: Bibliography
From the Paper "Organizational knowledge is becoming very essential for organizations operating in the present environment. The ability of any organization to harness, nurture and efficiently use the knowledge of the workers can prove to be the competitive strategy for any organization. There is also a lot of knowledge woven into the processes of any organization. Economies in the U.S. and the industrialized world are depending more on knowledge and intelligence based businesses. If organizations can understand appropriate ways to harness this knowledge, they can then optimally use it for betterment of the organization. Additionally, they can improve areas of process and task improvement, customer relationships and logistics and supply chain management. This will ensure the generation of greater profits for the company. Management practices have undergone rapid changes and evolutions in the past three decades."
Abstract This report analyzes and recommends which knowledgemanagement processes those auto manufacturers who are attaining best practices levels of performance are relying on. Critical to this analysis is examining how Japanese auto manufacturers specifically are structuring their production systems to encompass suppliers much earlier in the sourcing, quality, and procurement process than American or European auto manufacturers. The extension of knowledgemanagement frameworks, both highly structured with taxonomies specifically aligned to quality management strategies, and loosely coupled to promote high levels of collaboration, trust and reciprocity in the sharing of knowledge are also profiled in this paper. As Toyota Motor Corporation and their Toyota Production System exemplify best practices in the area of knowledgemanagement within automotive manufacturing, their approach to using knowledgemanagement as both a foundation for inter organizational learning and the development of learning systems globally serve as the foundation for this paper.
Outline:
Executive Summary
Introduction
Automotive Industry Analysis
Current Use of KnowledgeManagement in Automotive
Potential Future
Conclusion
References
From the Paper "For automotive manufacturers knowledge management has progressed to enabling a series of interorganizational processes that enable knowledge management to serve as the impetus of lasting competitive advantage and differentiation. Automotive manufacturers attaining best practices in both interorganizational collaboration and the creation of their own learning ecosystems, knowledge management plays a much more foundational and less of an archival or referenceable, role in their strategies. There admittedly needs to be a balance, yet top performing auto manufacturers including Toyota for example are able to use interorganizational knowledge management as the foundation for the growth and strengthening of key strategic initiatives. "
Abstract In this article, the writer examines how knowledgemanagement benefits businesses and the business community. The writer first defines knowledgemanagement and looks at its role in business. The writer then discusses how organizational know-how is measured and looks at how knowledgemanagement works as a two-way strategy. Next, the writer looks at the requirements of knowledgemanagement and the role played by business intelligence in knowledgemanagement. Further, the writer looks at the differences between organizations' actual and perceived success in knowledgemanagement. Lastly, the writer discusses the function of special custodians.
Outline:
Introduction
Statement of the Problem
Findings
Summary and Conclusion
From the Paper "Knowledge sharing does not emanate from the CEO's office or get learned from a one-day management seminar. It evolves from, and requires, careful planning and objectives, interactive technology and the proper attitude from top management all the way down the bottom in the exchange of information. The information enhances productivity and innovation. Transferring it is also the right thing to do in pursuing and preserving the intrinsic value of an organization. More and more businesses are acknowledging the importance of evaluating the organization's collective knowledge. But even the best practices and all the culled corporate information will fail expectations if it cannot spill over to people who can use it to their benefit and advantage. These systems can be developed as an external and internal strategy. The emphasis is that learning and teaching should be an ongoing process the organization should apply in obtaining new knowledge, skills or behaviors. If everyone in it has access to the collection of knowledge, the leaders do not have to instruct the employees on what to do or how to do things all the time."
Abstract This paper analyzes the subject of KnowledgeManagement by comparing two papers, ManagingKnowledge for Personal and Organizational Benefit? by Catherine Bailey & Martin Clarke, and ?KnowledgeManagement in Small and Medium Sized Companies: KnowledgeManagement for Entrepreneurs? by R.P. uit Beijerse." The papers are analyzed and evaluated as separate papers and as well as compared and contrasted, with references from other sources.
From the Paper "Both articles emphasize the importance of the individual, however the Bailey and Clarke article focuses more heavily on the benefit to the organization from the individuals development, the Beijerse article is more general in terms of knowledge within all aspects of the workplace, analyzing the structure, strategy and culture. Many other authors have analyzed the contribution of individuals knowledge to the benefit of an organization. ??brings together business processes, as well as the activities, skills and expertise of individuals within the business.? (Phelps A, 2000)"
Abstract This paper introduces the concept of knowledgemanagement, defines some of the tools used for implementing this process, and examines a particular company's successful implementation of the process. The paper defines the different levels of knowledgemanagement, which include processes, tools, and structures, and details the manner in which the company applies knowledgemanagement at each of these levels.
From the Paper "As Nakkiran Sunassee has been keen to point out in one of his papers, ?The world is experiencing an era which has been termed the "knowledge age" or the "knowledge economy". In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy? . This assertion should be at the very basis of our research, because it shows the new dominant trend in most industries. Value and value creation no longer comes from production, but from knowledge and it is often the case that a company will have a better potential for the future because of knowledge capital it has in the present."
Tags: expertise, mind, experience, interaction, environment, disseminated, intellectual, capital
Abstract The paper discusses how the need for active knowledgemanagement in numerous companies is understood and accepted. The paper examines how often, in practice, this understanding is misconstrued to a false belief that sophisticated and expensive information technology (IT) suffices for good knowledgemanagement. The paper further examines how success, deemed as a firm's ability to generate sustainable growth and profits, is determined not only by knowledgemanagement but intricately linked to the humans who seek straight forward business solutions and constructively counter challenges.
Table of Contents:
Introduction
Trial and Error
Taming an Unprofitable Mass
KnowledgeManagement Basis
Tackling Details
Moving Forward
On Demand Value
Hot Wash Recommended
Conclusion
References
From the Paper ""A hot wash," a quick and immediate rundown of events conducted at the end of a project; event; session can capture the lessons for future use. New lessons or knowledge can be managed by e-mailing to staff members and details archived on intranet. Stoll (2004) stresses that hot washes provide "one of the simplest yet most effective knowledge-management practices to incorporate into operations, and they offer some of the largest rewards.""
Abstract This paper discusses whether or not it is a good idea to use the term
"knowledgemanagement" in conversations with top managers. It defines the term "knowledgemanagement" and discusses its use in business. The paper discusses various author's views on the effectiveness of knowledgemanagement and concludes that peer-based and knowledge-sharing models appear to be more effective.
From the Paper "Another writer weighing in on KM is Megan Santosus in CIO.com; she describes an organization that is a "true knowledge management organization" as one in which "information is shared seamlessly among employees and departments." Santosus writes that the "deck is stacked against KM" and that she came to that conclusion after reading The Myth of Leadership by Jeff Nielsen. Santosus' article in CIO, written in 2004, paraphrases Nielsen as claiming that the "new management paradigm" avoids ("eschews") hierarchy and "rank-based leadership in favor of peer-based thinking." If one is to accept Nielsen's thinking, which clearly Santosus has done, then the future corporation or business will not feature "closed-door meetings and exclusive strategy-setting offsite retreats." Those future companies that are truly effective will embrace "collective groups of employees who share everything they know and make company decisions accordingly.""
Abstract An explanation of the process, culture, and technology in an expert locator format that are required to facilitate true collaboration and tacit knowledge reuse. This KM initiative proposes the process, culture, and technology required to capture the experts within Raytheon Electronic Systems into an expert locator to facilitate and expedite knowledge transfer between organizations and employees. This set of processes, cultural model, and technology assist in the capture, storage, and dissemination of expert locator data to all business units within Raytheon Electronic Systems. Effectiveness of the expert locator system are also captured through Oregon Productivity Matrix method of organizational performance measurement.
From the Paper "Raytheon Electronic Systems, a business within Raytheon Company, employs over 50,000 in disciplines across engineering, manufacturing, sales, business, information technology, and many others. These 50,000+ employees are spread over a dozen locations within the United States and several foreign countries. There is a need for a standard, simplified, easily accessible expert locator system to improve knowledge transfer and reuse in major projects and initiatives."
Tags: expert, km, knowledge, locator, management, transfer, Raytheon
