LIS636 411 Knowledge Management Taught by Dr Haroon

LIS-636 & 411 Knowledge Management Taught by: Dr. Haroon Idrees To: MLIS 4 th & BS LIS 8 th Semester DLIS, UOS Presentation 5

Transferring and Sharing Knowledge

Knowledge Transfer Fundamentals �Knowledge transfer is an integral part of organizational life. �It represents the transmission of knowledge (conveying the knowledge of one source to another source) and the appropriate use of the transmitted knowledge. �The goal is to promote/facilitate knowledge sharing, collaboration and networking. �It can involve accessing valuable/scarce resources, new expertise, new insight, cross fertilization of knowledge and can create an organizational environment of excellence.

Knowledge Transfer Fundamentals …. Cont. �Collaboration implies the ability to convert diverse assets into unique capabilities in pursuit of new opportunities mainly for organizational growth. �Knowledge transfer can be done by working together, communicating, learning by doing, using face-to-face discussions, or embedding knowledge through procedures, mentoring, or documents exchange. �Knowledge can be transferred from repositories to people, from team(s) to individual(s), and between individuals.

Factors in Knowledge Transfer �Where knowledge is transferred from �Media used in knowledge transfer �Where knowledge is transferred to Remember: �Only a limited amount of expertise can be captured as explicit knowledge �Knowledge transfer facilitates knowledge sharing 5

Prerequisites for Knowledge Transfer �Knowledge sharing recognizes personal nature of people’s knowledge gained from experience �The myth that “once you build it, they will use it” does not work that well �For knowledge transfer to work, it takes change in culture, politics, and attitude 6

Prerequisites for Knowledge Transfer…. Cont. �Instill an atmosphere of trust in the organization �Fix culture to accommodate change �Push reasoning before process �Doing is far better than talking �Know how the firm handles mistakes 7

Prerequisites for Knowledge Transfer …. Cont. �Ensure cooperation and collaboration Vs. competition or internal rivalry �Identify what counts and what makes sense �Take a close look at the managers and how they view knowledge transfer �Assess employee job satisfaction and the stability of the workplace 8

Organizational Values and Beliefs that determine culture �Authority �Collaboration �Commitment �Compensation �Competence �Conflict resolution �Consistency �Cooperation �Creativity �Empowerment �Fairness �Motivation �Mistake tolerance �Participation �Partnering �Teams �Truth, openness �Self-management �Risk tolerance �Innovation �Change �Focus 9

Positive Cultural Values �Leadership (by heart) �Understanding company mission �Culturally internalized (enthusiastic & Optimistic) management practices: Middle management �Culturally internalized operational practices: Lower management �Understanding company priorities �Culturally driven (work) forces 10

Factors that Hinder Positive Cultural Values �Culturally (negatively)driven forces �Questionable values �Questionable beliefs �Lack of trust in the approach or process 11

Employee Job Satisfaction and Stability of Workplace �Job satisfaction determined by the match between an employee’s vocational needs and job requirements �Success of knowledge transfer and sharing depends on how satisfied employees are on the job 12

Major Known Vocational Needs Ability utilization Achievement Activity Advancement Authority Compensation Creativity Independence Moral values Recognition Responsibility Security Status Supervision—human relations Supervision--technical Variety Working conditions 13

A Conceptual Job Adjustment Model What the job offers employee Yes Match ? No Employee vocational needs met by the job JOB SATISFACTIO N VOLUNTARY RESIGNATION 14

Transfer Methods �A team sets out to perform a specific task �Team outcome captured and feed back to same team or another team �New knowledge reinforces or improves performance of the team next time round �New knowledge also transferred to a knowledge base for others to follow 15

Transfer Strategies �Devoting specialized focus on on-site learning �Absorbing the heuristics as they occur �Adopting the organization’s culture to facilitate knowledge transfer and knowledge sharing 16

Converting Experience into Knowledge GOAL Perform a task Action OUTCOME Feedback new knowledge Face to face/verbal Knowled ge base Form Compare action to outcome Select transfer method New recipient 17

Inhibitors of Knowledge Transfer �Lack of trust �Lack of time and conference places �Status of the knower �Quality and speed of transfer 18

What Type of Knowledge is Transferred �Collective sequential transfer �Explicit interterm knowledge transfer �Tacit knowledge transfer 19

Knowledge Transferred — Collective sequential transfer �Collective sequential transfer—specialized team performs same function in other sites Team commits to a project Evaluate knowledge gained Evaluate each member’s action before the next job Feedback Revise/redesi gn each member’s assignment to reflect knowledge gained from previous job Perform new project 20

Knowledge Transferred — Collective sequential transfer… cont. Unique features of collaborate sequential knowledge transfer: �Team meetings are usually brief, but held regularly as time permits �Meetings held with all participants being equal �What takes place in meetings is kept within the team �Focus on the project, not the person or personality 21

Knowledge Transferred — Collective sequential transfer … cont. Conducing meetings in collective sequential transfer : �Set agenda �Keep it small �Invite the right people �Facilitate the process �Take breaks �Socialize �Show accomplishments 22

Knowledge Transferred — Explicit interterm transfer — allows a team that has done a job on one site to share the experience with another team working on a similar job on another site 23

Knowledge Transferred — Tacit knowledge transfer—unique in complex, nonalgorithmic projects, where knowledge is mentally stored TEAM A E. g. , Adair’s team of 11 specialists LOCATION: USA Tacit knowled ge transfer TEAM B E. g. , Khurshid’s team of 18 specialists LOCATION: KUWAIT 24

Knowledge Transfer in E-World Intranets �Internet technology to serve the internal needs of an organization �Superior to traditional internal communication systems �Link knowledge workers and smart managers around the clock �Automate intra-organizational traffic �Justified when there are 100 or more employees �Justified when knowledge transfer must reach its destination in a hurry

Corporate Intranet—A Conceptual Model Knowledge Workers-Personnel Budget Director— New Production Team— New Product CORPORATE INTRANET Sales Committee— New Product Advertising Team— New Product 26

Extranets and Knowledge Exchange �A company Web site linking two or more trading partners (B 2 B [Business-to-business] or extranet) �System designers at each participating company must collaborate to ensure a common interface �Faster time to market, increased partner interaction, and customer loyalty

General Extranet Layout Distributors Firewall Corporate intranet Customers INTERNET Suppliers Corporate intranet Firewall 28

Groupware �Facilitates connections between people and how knowledge is transferred between knowledge seekers and knowledge providers �Software that helps people work together from a distance �Categorized according to whether users are working face to face or in different locations �Categorized also according to whether users are working together at the same time or different times 29

Groupware Categories Same Place (face to face) Same Time Different Time Voting, Presentation support Peer-to-peer or Shared computers Different Place (distance) Chat room Teleconferencing Workflow process, E-mail 30

Role of Internet in Knowledge Transfer �Accommodates knowledge exchange and communication �Allows sending messages to multiple persons simultaneously �Offers a variety of services �Integrates systems and networks 31

Benefits of the Internet �Doing business fast �Gathering opinions and trying out new ideas �Leveling the playing field �Providing a superior customer service and support resource �Supporting managerial functions, spreading ideas 32

Limitations of the Internet �Security and privacy vulnerability �Exposure to fakes and forgeries �Hackers threatening the integrity of files and transactions 33