km most cited 10-12 karthik gaekwad graduate student, computer engineering
Post on 21-Dec-2015
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Papers Covered Todayo Exploring Internal Stickiness:
Impediments to the transfer of best practice with the firm.
o Organizational Memory: Review of concepts and Recommendations for Management.
o The firm as a distributed knowledge system: A constructionist approach.
Exploring Internal Stickiness: Impediments to the transfer of
best practice with the firm
Gabriel Szulanski, 1996
Exploring Internal Stickinesso Summary
o By Gabriel Szulanski, Wharton School of Business (1996)
o Introductiono Stages in the transfer processo Origins of Stickinesso Research Results and
Conclusions
Introduction and Definitionso Transfer of Best Practices
o Transfer: o Movement of knowledge
within the organization is a distinct experience
o Practices: o Organizations of use of
knowledgeo Contains Tacit components
embedded
Initiation Stageo All events that lead to the
decision to transfero Begins when a need and the
knowledge to meet that need coexist in the organization (possibly undiscovered)
o Could take months of information collection and evaluation
Implementation Stageo Resources flow between a
source and recipient and maybe a 3rd party
o Activities diminish after the recipient beings using the transferred knowledge.
Ramp Up Stageo Concerns of the Recipient
o Identifying/solving unexpected problems
o Likely to use the new knowledge ineffectively.
Integration Stageo After the recipient achieves
satisfactory results with the transferred knowledge.
o In time, new practices become institutionalized.
Origins of Internal Stickinesso Factors that impede
knowledge transfer:o Characteristics of
o Source of Knowledgeo Recipient of Knowledgeo Knowledge Transferredo Context
Characteristics of Sourceo Lack of motivation - may
fear losing ownership, privilege, resent not being rewarded for sharing success
o Not seen as reliable, trustworthy, knowledgeable
Characteristics of Recipiento Lack of motivation
o the "not invented here" syndrome
o Lack of Absorptive capacityo Lack of ability to value,
assimilate and apply new knowledge successfully to commercial ends
o Lack of Retentive Capacityo Lack of persistence to make it
work instead of giving up and reverting to status quo
Knowledge Transferred o 2 Factors: Casual Ambiguity,
Unproven nesso Some knowledge is easier to
transfer than others. o Difficult to transfer practices that
have a high proportion of indefinable knowledge due to the tacit components
o (human skills involved, collective nature of the information, idiosyncratic features of the context )
o Knowledge that does not have a proven track record will be harder to "sell"
Characteristics of Contexto barren organizational context –
o hinders gestation and evolution of transfers.
o It would be nice to have a fertile context
o Arduous relationship between unit – o if the communication is fluid and
the overall relationship is "intimate," the transfer will go more smoothly than if the relationship is laborious and distant.
So, the question iso Out of all the factors
mentioned above, which ones are most impede the transfer of knowledge?
Research Resultso The three factors that most
impede Knowledge Transfer are:o Causal Ambiguity of the
Knowledge Transferredo Lack of Absorptive capacity of
the recipiento Arduous relationship between
the units
Discussion of Resultso Contrary to conventional wisdom
that blame only motivational factors
o Knowledge-related barriers dominate rather than motivation-related barriers
o Fundamental question: Why organizations do not know what they know?o It may be less because organizations
do not want to learn but rather because they do not know how to
Summaryo Introduction and Definitionso Contents of Organizational
Memoryo Process of Organizational
Memoryo Recommendations and
conclusions
Introductiono Definition:
Organizational Memoryo Means by which knowledge
from the past is brought to bear on present activities, resulting in higher / lower levels of organizational effectiveness.
o Organizational Memory is persistent
Introductiono Reasons to explore the
concept:o Provide insight into
organizational life (as a metaphor)
o Embedded in other management theories
o Relevant to management practices
o Assist managers in solving issues related to retention of knowledge in the organization
As a metaphor
o Can steer an organization by usingo Information from the outside
worldo Information from the pasto Information about itself
o Implies that long term autonomy is dependant on memory
Relevance to management theories
o Relates dialectics ofo Learning vs. unlearningo Flexibility vs. stabilityo Human resources vs. info
resources
o Required for the decision making and planning process!
Relevant to management practices
o Significant during times of restructuring and employee turnover
o Loss of employee = leaves hole in the social interaction network
o Undermines the competitiveness and competence of the firm
o Need to retain the components!
Characteristics of Memoryo 3 types of memories
o Information tokens encoded but not sent
o Information tokens in transmission
o Information tokens that are received
Recommendations for a Manager
o Identify the types of memory that dominate in the firm?
o Examine coupling between sender and receiver?
o Consider role of short/long term memories.
o Classify the contents of memory…
Process of Organizational Memory
Provides means by which knowledge from the past affects current knowledge
Acquiring Processo Focus on learningo Different kinds of learning:
basic/higher order/ first order learning/ second order learning/single and double loop learning.
o Learning is completed when new knowledge is accepted and encoded in employee’s mind.
o Organizational learning is incomplete until individual learning is embedded !
Acquiring Processo Recommendation:
o Explore impact of both individual and organizational learning on knowledge acquisition
o What extent are single loop learning favored?
o How do organizational memories impede double loop learning?
Retention Process o “The graybeards serve as a
repository for institutional memory.”
o There are 3 categories:o Schemas: Helps people
organize efficientlyo Scripts: Describes sequence
of eventso Systems: set of inter related
elements that are connected
Retention Processo Recommendations:
o Examine retentive capacity of personnel/shared oSchemaoScriptsoSocial and physical structures
o Need to leverage IT to support the processes/products of organizational memory
Maintenanceo Turnover is key for this stageo Departing members introduce
holes into existing networkso Maintenance Techniques
oHire former employees as a consultant
oRecurrent social patterns of interaction
MaintenanceoRecommendations:
oAssess loss of knowledge due to turnovers
oHow to maintain different types of knowledge through communication process/repetition/sanctification and validation
Retrieval Processo Memories can be recalled to
support decision making and problem solving
o An inquirer is motivated to retrieve information if:
o the inquirer values what has been done in previous contexts
o the desired information exists and the inquirer is aware of the information
o the inquirer has the ability to search, locate, and decode the desired information
o the cost to locate the information is less than re-computing the solution from scratch
o An organization that maintains but does not use its knowledge-base is dysfunctional
Retrieval Processo Recommendations:
o Examine degree to which the firm supports the retrieval of knowledge from the past
o Impact of past knowledge on organizational effectiveness
Conclusionso Organizational Memory can
benefit a firm in many ways:o Assist managers to maintain
strategic direction over timeo Avoid reinventing old
solutionso Facilitate learningo Strengthen the identity of the
organizationo Provide newcomers with
access to experts
Organizational Memoryo Summary
o By Haridimos Tsoukas, School of Economics and Management, University of Cyprus (1996)
o Introductiono Recent Developmentso Structure of Social Practiceso Industry Recipeso Conclusions
Introductiono 2 key management
questions:
o What direction should a firm channel it’s activities?
o How should a firm be organized?
Introductiono Traditional approaches
don’t take into consideration for particulars of space and time
o Full knowledge is assumedo However, this knowledge is
cannot be surveyed as a whole!
Recent Developmentso Agrees with the idea that firms
draw upon existing knowledge and it’s collective knowledge
o Individuals interact to a scenario using their past experience and create their surroundings
o This ideao Creates Taxonomieso Creates analogies between mind
and organization
Recent Developmentso Taxonomists:
o Create types of organizational knowledge and explain their implications
o Tacit v/s Explicito Against the view of Nonaka/Takeuchi
(inter connectivity between tacit & explicit)
o Analogieso Between Mind and Organizationo Knowledge is distributedo Collective mind is created as
employees interact with one another.
Recent Developmentso Human understanding uses
background knowledgeo the rationalist view is left
lacking
o The individual uses his background to a targeto Results in understanding the
target
o The background is a result of socialization
Structure of Social Practiceso Has 3 dimensions
o Normative expectationso past socializations affect
current situationso Interactive-situational
dimensionoSpecific context of activity
activates expectations
o The absence of predictable rationale results in a dispersed environment!
Structure of Social Practiceso Human decisions are always
grounded in local/socialized and personal experience
o Institutional context manages the infinite number of resulting possibilities.
o “Human agency is always confronted with specific conditions and choices”
Industry Recipeso Recipe: Consists of
background distinctions tied to a particular field of experience
o Represent tacit knowledgeo Managers must understand
distinctions to get things under control.
o Managers internalize industry specific distinction through socialization
Conclusionso Resources are created
through human interactiono Firms rely on knowledge
that is dispersed through employeeso Firm is a distributed
knowledge system
o Knowledge is a broad context
Conclusionso Management should be the
process of allowing individuals to interact; not be rule making
o The interaction of individuals creates knowledge
Discussiono I thought the first 2 papers
were easy to read and more helpful.
o I found it a little difficult to read the paper on distributed knowledge.
o The 3 papers are management type papers trying to appeal to a managerial audience inside a firm
Themes/Emphasiso The emphasis of the papers
written by Stein and Tsoukas is knowledge itself.o Stein : Knowledge in a
company in generalo Tsoukas: Breakup of
knowledge in a company.
o Emphasis of Szulanski is how to transfer knowledge in a smooth manner in a firm
Issues and questions raisedo Stein: Doesn’t mention
details about how managers should go about the recommendations.
o Tsoukas: His paper seems a little generalizedo difficult to understand the
background. o Doesn’t talk about the different
roles in the organization (Experts vs new hires)
Issues and questions raisedo Szulanski:
o How to reduce the origins of stickiness after discovering what the origins are.
o Expects the management to have solutions for that already.