km, culture and compromise: devising practical interventions to promote knowledge sharing in...

EBIC 2005March 2-5

Seville, Spain

KM, culture & compromiseHazel Hall & Melanie Goody

Devising practical interventions to promote knowledge sharing in corporate environments

Setting the context: how research informs practice

Presentation by Dr Hazel Hall, Napier University

Setting the context: how research informs practice

Presentation by Dr Hazel Hall, Napier University

EBIC 2005March 2-5

Seville, Spain


Research literature identifies desired outcomes of knowledge sharing

Improved organisational learning New knowledge creation and innovation Knowledge reuse



EBIC 2005March 2-5

Seville, Spain





Improved organisational learning New knowledge creation and innovation Knowledge reuseCUL

TURE

EBIC 2005March 2-5

Seville, Spain





Improved organisational learning New knowledge creation and innovation Knowledge reuseCUL

TURE

Or “culture”…?

EBIC 2005March 2-5

Seville, Spain


Huysman & De Wit (2002)

Large distributed organisation High expectations of national intranet as

focus for knowledge sharing, linked into global intranet

Decentralised management of intranet resources

Distributed knowledge managers 1997-





Distributed knowledge managers 1997-

EBIC 2005March 2-5

Seville, Spain






Distributed knowledge managers 1997- Low interest in knowledge sharing High interest in billable client work





Distributed knowledge managers 1997- Low interest in knowledge sharing High interest in billable client work

EBIC 2005March 2-5

Seville, Spain


Orlikowksi (1996)

Large distributed organisation High expectations of Lotus Notes as focus

for knowledge sharing

Orlikowksi (1996)


for knowledge sharing

EBIC 2005March 2-5

Seville, Spain


Orlikowksi (1996)


for knowledge sharing Low interest in knowledge sharing High interest in billable client work

Orlikowksi (1996)


for knowledge sharing Low interest in knowledge sharing High interest in billable client work

EBIC 2005March 2-5

Seville, Spain


Your organisation (2005)?

Large distributed organisation? High expectations of technology as focus for

knowledge sharing? Low interest in knowledge sharing? High interest in billable client work?

Your organisation (2005)?

Large distributed organisation? High expectations of technology as focus for

knowledge sharing? Low interest in knowledge sharing? High interest in billable client work?

EBIC 2005March 2-5

Seville, Spain


“Culture”

The context in which it is hoped that knowledge sharing will be engendered is stronger than the technology and staff provided for the support of knowledge sharing activity

“Culture”

The context in which it is hoped that knowledge sharing will be engendered is stronger than the technology and staff provided for the support of knowledge sharing activity

EBIC 2005March 2-5

Seville, Spain


Kling & Scacchi (1982)

Operation and enhancement of computer implementations are compromised

shifting technical relationships fluid, complex social relationships

Kling & Scacchi (1982)

Operation and enhancement of computer implementations are compromised

shifting technical relationships fluid, complex social relationships

EBIC 2005March 2-5

Seville, Spain


Assumptions

Developers and users act in a rational manner

Initiatives will be adequately resourced

Key players command social and political power to motivate widespread adoption

Assumptions


Initiatives will be adequately resourced


EBIC 2005March 2-5

Seville, Spain


Assumptions


They work according to specific, personal, short-term agendas

Initiatives will be adequately resourced Time and money is squeezed


Often they don’t

Assumptions





Often they don’t

EBIC 2005March 2-5

Seville, Spain


Assumptions





Often they don’t

Assumptions





Often they don’tCULTUR

E

EBIC 2005March 2-5

Seville, Spain


Alternative assumptions of a “system”

More than a set of neutral technical components

Form of social organisation Subject to limitations of available resources

funding, political power, staffing Competes for resources

Alternative assumptions of a “system”

More than a set of neutral technical components

Form of social organisation Subject to limitations of available resources

funding, political power, staffing Competes for resources

EBIC 2005March 2-5

Seville, Spain


Ties to perspectives of organisational theorists – Ciborra (2002)

“Bricolage” Consequential shifts in deployment Organisations as “hosts” to “guest” systems

Ties to perspectives of organisational theorists – Ciborra (2002)

“Bricolage” Consequential shifts in deployment Organisations as “hosts” to “guest” systems

EBIC 2005March 2-5

Seville, Spain


“Culture” refers to power relationships

Identification in KM (Ekbia & Kling, 2003)

Means of investigation: Actor-network theory

Human and non-human actors Relationships between actors, and potential

actors, within a network Acknowledgement of existence of competing

actor-networks

“Culture” refers to power relationships

Identification in KM (Ekbia & Kling, 2003)

Means of investigation: Actor-network theory

Human and non-human actors Relationships between actors, and potential

actors, within a network Acknowledgement of existence of competing

actor-networks

EBIC 2005March 2-5

Seville, Spain


External consultants

Senior staff with KM responsibilities (not KM specialists)

Potential actors in a KM actor-networkKnowledge sharing as a concept

Intranet

Repositories

Shared collaboration space

Mission statements

Specialist KM staff members in centralised unit

Specialist KM staff members in distributed across business units

Senior sponsors of KM (not KM specialists)

External systems vendors

Intranet usage statistics

“Ordinary” staff (not KM specialists)

KM strategy

KM as a concept

EBIC 2005March 2-5

Seville, Spain


A KM actor-network

Specialist KM staff in business units

Specialist KM staff in business units

Director of KM Director of KM

Intranet manager

Intranet manager

Policy documentationPolicy documentation

Partner for KMPartner for KM



“Ordinary” staff“Ordinary” staff

IntranetIntranet

KM as a concept

KM as a concept

EBIC 2005March 2-5

Seville, Spain


Misunderstandings of KMScenario 1: excessive promotion of a technical

artefact

KM = system System = KM

May be reinforced by excessive promotion of other actors, e.g. intranet usage statistics

Misunderstandings of KMScenario 1: excessive promotion of a technical

artefact

KM = system System = KM

May be reinforced by excessive promotion of other actors, e.g. intranet usage statistics

EBIC 2005March 2-5

Seville, Spain


Misunderstandings of KMScenario 2: policy documentation

If too weak ignored staff do not learn what KM comprises

If too strong raised expectations confusion when expectations are not realised

Misunderstandings of KMScenario 2: policy documentation

If too weak ignored staff do not learn what KM comprises

If too strong raised expectations confusion when expectations are not realised

EBIC 2005March 2-5

Seville, Spain


Misunderstandings of KMScenario 3: designated KM staff

If perceived as low-level administrators KM perceived as non-critical support activity

If “visible” activities appear to be IM KM seen as passing management fad, attempt to glamorise IM

Competing actor-networks may recruit isolated KM staff in business units, or they may set up competing networks themselves

Misunderstandings of KMScenario 3: designated KM staff

If perceived as low-level administrators KM perceived as non-critical support activity

If “visible” activities appear to be IM KM seen as passing management fad, attempt to glamorise IM

Competing actor-networks may recruit isolated KM staff in business units, or they may set up competing networks themselves

EBIC 2005March 2-5

Seville, Spain


Misunderstandings of KMScenario 4: balance in KM expertise

If key KM staff share common background undue focus on particular approach to KM

Example: LIS codification

Misunderstandings of KMScenario 4: balance in KM expertise

If key KM staff share common background undue focus on particular approach to KM

Example: LIS codification

EBIC 2005March 2-5

Seville, Spain


Limitations of KM actor-networksImperfect environments

In most organisations the core (revenue-earning) business is focused on activities not obviously related to KM

Status of professionals closely aligned to core business is higher than that of KM professionals

Other actor-networks are fierce competitors

Limitations of KM actor-networksImperfect environments

In most organisations the core (revenue-earning) business is focused on activities not obviously related to KM

Status of professionals closely aligned to core business is higher than that of KM professionals

Other actor-networks are fierce competitors

EBIC 2005March 2-5

Seville, Spain


Devising practical interventions to promote knowledge sharing in corporate environments

Compromise, subversion and multi-channel sharing systems: devising effective strategies for promoting knowledge sharing in “imperfect” environments”

Discussion to be led by Melanie Goody, KPMG

Compromise, subversion and multi-channel sharing systems: devising effective strategies for promoting knowledge sharing in “imperfect” environments”

Discussion to be led by Melanie Goody, KPMG

km, culture and compromise: devising practical interventions to promote knowledge sharing in...

Education

billable client

devising practical

global intranetdecentralised

motivate widespread

rational mannerthey

knowledge

promote knowledge

knowledge