1 / 10

Process Implementation

Process Implementation. Foote proposes process of Recognise employees have knowledge to share Use knowledge to enhance marketing operations Use knowledge to create new value propositions Armbrecht suggest “six imperatives” of Instill knowledge value across workforce

enan
Download Presentation

Process Implementation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Process Implementation TWELVE

  2. Foote proposes process of • Recognise employees have knowledge to share • Use knowledge to enhance marketing operations • Use knowledge to create new value propositions • Armbrecht suggest “six imperatives” of • Instill knowledge value across workforce • Seek to enhance tacit knowledge access • Develop search and retrieval systems • Promote creative thinking • Capture explicit learning • Create supportive culture TWELVE

  3. Knowledge is often fragmented and difficult to share • Need to convert tacit into explicit knowledge • Explicit knowledge must then: • Be stored • Refined and classified • Employee roles defined • IT support systems established • IT has critical role in knowledge form conversion and exploitation TWELVE

  4. Some knowledge (e.g. arm policies) is highly stable • Other knowledge (e.g. customer data) is continually undergoing change • Change requires effective database integration systems to support employee interaction • Culture heavily impacts acceptance and usage of knowledge by employees TWELVE

  5. Can also have problem of varying sub-cultures across different departments • Prevailing culture of “knowledge is power” is barrier to knowledge sharing • Critical dependence upon trust to ensure effective knowledge sharing • Have to manage both horizontal and vertical knowledge exchange TWELVE

  6. Effective exploiters of external knowledge know: • Supports innovation • Permits questioning of fundamental beliefs • Permits emergence of more effective strategies • One source of external knowledge is to form alliances with other organisations • Emphasis on alliances as firms seek to become global operations TWELVE

  7. Early alliance theory based on exploiting each other’s cost advantages • Increasing acceptance that alliances are about acquiring new knowledge • Firms like to create legal agreements to protect knowledge rights • Outcomes depend on whether both seek mutual benefit or one or other hopes to win knowledge acquisition race TWELVE

  8. Through alliances inter-firm learning occurs • If both committed to alliance get learning symmetry • Asymmetrical learning where one more committed to learning than other • Risk of asymmetrical learning is one party learns and departs alliance to become new source of competition TWELVE

  9. Symmetrical learning parties often have different learning objectives • Learning process is easier if partners are not in direct competition in any markets • Knowledge transfer requires transparency and receptivity • Societal cultures can be different and can be an obstacle in trust creation TWELVE

  10. Employee behaviour such as belief in self versus belief in team can be a barrier • Attitudes towards speed of action and decision-making can be a barrier • Participatory versus autocratic management styles can be a barrier TWELVE

More Related