ceb - f - s05

Stephane GauvinuLaval - 2009

Knowledge management

GRH

Systèmes

eLearning - eTraining


Rendement des champs de maïs

http://usda.mannlib.cornell.edu/MannUsda/viewDocumentInfo.do?documentID=1593


Quelques principes de gestion

Autonomy An organization is a collection of autonomous professionals.

Compensation tied to performance Own performance and group performance

Connectivity Work depends critically on the inputs of several collaborators

Ubiquity The frontier between home and office, here and there,

vanishes


Systèmes de KM

PersonnelConnaissances propres + organisationnelles


Systèmes de KM

PersonnelConnaissances propres + organisationnelles

ConnaissancesEnregistrementsDocumentsExpertise expliciteExpertise taciteEnvironnement


Systèmes de KM

PersonnelSavoir propre + organisationnel

ConnaissancesEnregistrementsDocumentsExpertise expliciteExpertise taciteEnvironnement

Nouvel employéFormation à l’accèsIntégration des nouvelles connaissances

Employé séniorCapture de l’expertise


E-Learning vs e-Training

E-Learning Apprenant en contrôle Contenu fluide Collaboration Objectif: innover

E-Training Instructeur en contrôle Contenu pré-déterminé Automation Objectif : mise à jour


Lectures

Gao, F, M Li and S Clarke, (2008), "Knowledge, management, and knowledge management in business operations", Journal of Knowledge Management, 12(2):3-17

Haas, MR and MT Hansen, (2007), "Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations", Strategic Management Journal, 28(11):1133

Spender, JC, (2008), "Organizational learning and knowledge management: whence and whither?", Management Learning, 39(2):159

Hicks, R, R Dattero and S Galup, (2006), "The five-tier knowledge management hierarchy", Journal of Knowledge Management, 10(1):19-31

Wong, K, (2005), "Critical success factors for implementing knowledge management in small and medium enterprises", Industrial Management \& Data Systems, 105(3):261-79


Gao, F, M Li and S Clarke, (2008)

K, M, and KM in business operations


Haas, MR and MT Hansen, (2007)

Different knowledge, different benefits


Spender, JC, (2008)Organizational learning and knowledge management: whence and whither?"


Spender, JC, (2008)Organizational learning and knowledge management: whence and whither?"

Proposition 1 might be that as long as our theorizing stands on perfect rationality alone, the different aspects of knowledge management will end up as mere subsets of existing disciplines, such as IT or formal decision-making or OT or microeconomics, and there can be no distinct field which is knowledge management’s alone.

Proposition 2 is that knowledge management is really about managing knowledge-absences rather than knowledge-assets.

Proposition 3 is that if knowledge management is to be about dealing with uncertainty, in Simon’s terms, we necessarily call forth a Model of Man that differs crucially from the model of Rational Man central to most of the management literature and business school discourse. To address the notion of tacit knowledge and skilled practice we cannot rely on a human actor comprising senses and reason alone. Dealing with uncertainty requires us to consider the actor’s imagination too.

Proposition 4 is that managing the impact of one’s imagination is about understanding and shaping the constraints on it as it impacts and engages the world.

Proposition 5 is that knowledge management is a nascent theory of managing others’ responses to knowledge absences, and at some distance from knowledge management’s avowed focus on managing knowledge assets.


Hicks, Dattero & Galup (2006)

Five-tier KM hierarchy

Knowledge management promotes an integrated approach to identifying, capturing, retrieving, sharing, and

evaluating an enterprise’s information assets. These information assets may

include databases, documents, policies and procedures, as well as the un-captured tacit

expertise and experience stored in individual workers’ heads (Gartner Group,

1999).


Hicks, Dattero & Galup (2006)

Five-tier KM hierarchy


Wong (2005)

CSF for KM in SME

Appui de la haute direction Culture TI Stratégie et objectif Mesures Infrastructure organisationnelle Processus et activités Motivation Ressource Formation GRH

ceb - f - s05

Education

systmes de

expertise

expertise

knowledge

dattero amp

mt hansen

organizational

knowledge