Preserving and Using Institutional Memory Through Knowledge Management Practices (2007) / Chapter Skim
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Appendix K - Annotated Literature Survey on Knowledge Management Practices
Appendix K - Annotated Literature Survey on Knowledge Management Practices
Pages 101-110
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From page 101... ...
He warns not to simply impose KM on top of existing business processes. He cautions that few knowledge workers have the spare time to record lessons learned or to share their expertise with co-workers.
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From page 102... ...
As KM business processes, Nucor: • Instituted continuous, on-the-job multifunctional training; • Acquired knowledge because every employee is driven to search for better ways to make steel and steel-related products in teams that included operational, engineering, and management staff; • Retained knowledge by reducing the work week rather than the work force during difficult times; • Made performance data visible within the company; • Encouraged sharing best practices; • Implemented incentives that ensured that one individual's superior performance would have minimal impact on his or her bonus; • Exploited IT to develop rich transmission channels to transfer both codified and unstructured knowledge; and • Had a policy of keeping plant size at between 250 and 500 individuals to build social community and open communication. The authors also contended that investing in codifying and making tacit knowledge explicit can have high payoffs.
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From page 103... ...
He also described what we do not know, but asserts that without too much additional effort, companies can resolve the issues. He also recommended experimental design as a tool to measure productivity, performance, or satisfaction of knowledge workers (pp.
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The architecture they detailed classifies highway concepts into processes, projects, products, actors, resources, and technical topics. The architecture was built as an extension to the e-COGNOS ontology and is the first ontology aimed at covering the whole highway construction domain.
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. Cross and Baird also asserted that organizations that successfully leverage IT to support organizational memory must: • Have the technology, policies, and procedures to ensure that reusable materials are screened by panels of experts and are entered rapidly into distributed databases so others can benefit; • Seek to leverage the knowledge contained in databases using technology that enables dialogue; • Provide structured learning processes so newly acquired knowledge can be integrated into daily activities; and • Embed the knowledge constantly into databases, work processes, support systems, products, and services.
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From page 106... ...
found that the key to KM success is to implant specialized knowledge into the jobs of highly skilled workers, and the best way to do that is to embed it into the technology that knowledge workers need to do their job. That way KM is no longer a separate activity requiring additional time and motivation.
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From page 107... ...
Organizations have to close the knowledge gaps, both externally and internally. Holcim engaged the entire organization in determining more efficient, sustainable, and environmentally friendly processes; the unnamed company never made the link between knowledge and strategy (p.
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discussed collaborative knowledge networks, which they described as peer-to-peer digital networks connecting individuals with relevant experience to their peers who need it. Individual users frequently abandon such networks; to be sustaining, knowledge networks must be "sticky." They define stickiness as "the users desire to continue using a knowledge network system" (p.
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The actual techniques used to implement the interview sessions are described in detail. A detailed knowledge model of critical knowledge and activity maps was created to capture the basic activities and relationships associated with a job.
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Navy. He detailed key factors as to why organizations embark on KM initiatives under the general categories of adaptability and agility, creativity, institutional memory building, organization internal effectiveness, and organizational external effectiveness.
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