KM Most cited 4-6

1. KM Most cited 4-6 October 20, 2005 MIS 480 Anh Ho Management Information System Undergrad

2. A Model of Knowledge Management and the N-form Corporation • By Gunnar Hedlund 1994

3. Outline • Introduction • Model of Knowledge • Japanese Diversification vs. Western companies • From N-Form to M-Form

4. Introduction • A model of knowledge management is developed. • The development of model between economics, organizational theory and strategic management • Transfer of knowledge from lower level to higher agency level in articulated or tacit form

5. The Model of Knowledge Articulated Knowledge (AK) Tacit Knowledge information (TK)

6. The Model of Knowledge • Small group often temporary in innovation and product development • Interorganizational domain of units interacting with the focal is critical to KM

7. The Model of Knowledge • Three aspects of knowledge • Cognitive knowledge • Skills • Knowledge embodied in products or services • Advantage of three forms: • Increased sales • Licensing • Capacity increasing Investment

8. The Model of Knowledge • Major concerns: • Storage • Transfer to transform

9. Knowledge Model ASSIMILATION Individual Interoranizational domain Group Organization Articulated Knowledge (AK) Appropriation Extension Internalization Reflection Articulation Dialogue Tacit Knowledge (TK) Expansion DISSEMINATION

10. Japanese Corporations • Articulated Assimilation (patent or tangible products) • Group and interorganizational levels • Dissemination of products • Important tacit element • AK  TK  AK • Bureaucratic corporation • Weakness: lack integration in large system

11. Western Coporations • Tacit and articulated • Explicit, structured implementation • Individual and organizational levels • Bureaucratic corporation • AK + TK  AK  AK + TK • Excel in managing large and complex system with articulation and systematic approach

12. N-form vs. M-form

13. Question today? • What happens in today’s leading companies in fast moving technological fields?

14. Organizational Learning: The Contributing processes and the literatures • George P. Huber 2001

15. Outline • Introduction • Knowledge Acquisition • Information Distribution • Information Interpretation • Organizational Memory • Summary

16. Introduction • Complete understanding of organizational learning • The important to challenge narrow concepts, phenomenon of organizational learning and the chances of encountering useful findings or ideas

17. Paper outline diagram

18. Knowledge Acquisition • Acquire information or knowledge • Example are customers, survey, research, development activities, performance reviews, and analyses of competitor’s product

19. Knowledge Acquisition • 1. Congenital Learning • Inherited Knowledge • 2. Experimental Learning • Organizational Experiment • Organizational self-appraisal • Experimenting organizations • Unintentional or unsystematic learning • Experience-based learning curve

20. Knowledge Acquisition • 3. Vicarious Learning • Acquiring second-hand experience • Imitate other organizations • 4. Grafting • Acquiring knowledge through resources • Acquisition through another organization

21. Knowledge Acquisition • 5. Searching and Noticing • Scanning • Focused Search • Performance monitoring

22. Information Distribution • System routine Index • Hard Information

23. Information Interpretation • 1. Cognitive maps and Framing • 2. Media richness • 3. Information Overload • 4. Unlearning

24. Organization Memory • 1. Storing and Retrieving information • 2. Computer based Organizational Memory

25. Summary • Information acquisition depends in many instances on instances, which is directed by previous learning retained in memory. • Information distributionis affected by organizational decisions made using information contained in memory. • Information interpretation is greatly affected by cognitive maps or frames of references. • That which has been learned must be stored in memory and then brought forth from memory; both the demonstrability and usability of learning depend on the effectiveness of the organization’s memory.

26. Question?

27. Knowledge of the firm, Combinative capabilities and the replication of technology • Bruce Kogut and Udo Zander 1992

28. Outline • Introduction • Information and Know How • The Inertness of knowledge • Transformational of Personal to Social Knowledge • The paradox of Replication • Combinative Capabilities • Selection Environment • The Make decision and Firm Capabilities • Conclusions

29. Introduction • The central competitive dimension of what firms know how to do is to create and transfer knowledge efficiently within an organization • Organizational knowledge into information and know how based a distinction that corresponds to used in artificial intelligent of declarative and procedural knowledge.

30. Information and Know-How • 2 categories: information and know-how • Information: knowledge which can be transmitted with loss of integrity once the rules for deciphering it are known • Know-how: the accumulated practice skill or expertise that allows one to do something smoothly an efficiently

31. The Inertness of Knowledge • Why knowledge is not easily transmitted and replicated? • 2 dimensions of codifiability and complexity • Examples

32. Transformation of Personal to Social Knowledge

33. The paradox of Replication • Goal of the firm to reduce cost while preserving the quality and value of the technology • Firm may codify and simplify such knowledge to be accessible. • Why software has been successful that is codified as to demand a lower fixed cost on general user?

34. Combinative Capabilities • Distinction between exploiting and developing capability. Example: Japanese shop and American operations • Combinative Capability • As the firm moves away from its knowledge base, its probability of success converges to that of a start-up operation.

35. Selection Environment • The ability of a firm to indulge in a forward-looking development of knowledge • Short-term survival and long-term development of capabilities

36. The Make decision and Firm capabilities • The decision to make or buy is dependant on three elements: • How good a firm is currently at doingsomething. • How good a firm is at learning specific capabilities. • The value of these capabilities as platforms into new markets.

37. Summary • Firms should follows organizing principles as the primary unit of analysis of understanding the variation in performance and growth. • Switching new capability is difficult as neither the knowledge embedded in the current relationships and principle is well understood nor the new learning.

38. Question?