ISBN: 3540004904
TITLE: Knowledge Management
AUTHOR: Mertins et al.
TOC:

1 Introduction
Kai Mertins, Peter Heisig, Jens Vorbeck 1
1.1 Knowledge 1
1.2 Empirical Foundation: The Benchmarking Survey 3
1.2.1 Understanding of Knowledge Management: People and Processes 3
1.2.2 The Knowledge Management Core Process 5
1.2.3 The Knowledge Management Design Fields 7
1.3 The Reference Model for Knowledge Management 10
Part I: Design Fields
2 Business Process Oriented Knowledge Management
Peter Heisig 15
2.1 Knowledge Management is Business and Process Oriented 16
2.2 Approaches to the Design of Business Process and Knowledge Management 18
2.3 Integrated Enterprise Modeling for Knowledge Management 22
2.4 Method for Business Process Oriented Knowledge Management 23
2.4.1 The GPO-WM(r) Implementation Mode 24
2.4.2 KM Strategy 25
2.4.3 The GPO-WM(r) Analysis of Business Processes 29
2.4.4 KM Solutions 35
2.4.5 KM-Implementation Phase 38
2.5 Summary and Outlook 43
3 The Fraunhofer Knowledge Management Audit (FKM-Audit)
Kai Mertins, Peter Heisig, Ina Finke, Christina Ulbrich 45
3.1 Knowledge Management has to Build on Existing Circumstances 46
3.2 Audit Approaches for the Evaluation of Knowledge Management 47
3.2.1 The Knowledge Audit (According to Liebowitz) 47
3.2.2 Knowledge Management Assessment Tool (KMAT) 48
3.2.3 Knowledge Management Diagnostic (KMD) 49
3.2.4 Knowledge Audit (According to Pfeifer) 50
3.2.5 Knowledge Management Maturity Model (KMMM) 51
3.3 Developing the Fraunhofer Knowledge Management Audit 54
3.4 Case Studies 57
3.4.1 Knowledge Management in a Medium-Sized Software Company 57
3.4.2 Knowledge Management in a Research Institute 63
3.5 Outlook 64
4 Motivation for Knowledge Management
Ina Finke, Markus Will 66
4.1 Motivation and Change towards Knowledge Management 67
4.1.1 Incentive Systems, Extrinsic and Intrinsic Motivation 67
4.1.2 Barriers of Change and Change Management 69
4.1.3 The Role of Competencies 72
4.1.4 Summary 74
4.2 Pro-Active Change Management for Sustainable Behavioural Change 74
4.2.1 Analysis of Corporate Culture and Barriers 75
4.2.2 IPK Model of Intervention for Activating Sustainable Motivation 76
4.2.3 "Transparency" as an Area of Intervention 77
4.2.4 "Competencies" as an Area of Intervention 78
4.2.5 "Leadership" as an Area of Intervention 80
4.2.6 "Involvement" as an Area of Intervention 81
4.2.7 Summary 84
4.3 An Example of Putting Pro-Active Change Management into Practice 85
4.3.1 The Starting Point 85
4.3.2 The Comprehensive Change Programme 85
4.3.3 "Marketing" as a Package of Measures 87
4.3.4 "Consolidation" as a Package of Measures 88
4.3.5 "Realization" as a Package of Measures 89
4.4 Outlook 91
5 Role Models, Human Resources and Strategy
Arne Jaitner 92
5.1 Business Processes and Knowledge Strategy 92
5.1.1 Knowledge as an Object Class 92
5.1.2 Knowledge Management Strategies 94
5.1.3 Strategic Orientation 97
5.2 Codification vs. Personalization 99
5.2.1 Roads to Sharing Knowledge 99
5.2.2 Knowledge Management Approaches and Strategic Orientation 101
5.2.3 Knowledge Sourcing and Core Processes 102
5.3 Modeling Roles 104
5.3.1 Types of Roles 104
5.3.2 Generic Role Models 106
5.3.3 Specific Conditions of Generic Role Models 108
5.3.4 Defining Roles 110
5.4 Outlook 113
6 Knowledge Management Tools
Kay Alwert, Ingo Hoffmann 114
6.1 Definition of KM-Tool and the IPK Approach 115
6.2 Structuring Knowledge and Information 117
6.2.1 Definition of Knowledge Structure 117
6.2.2 Search Strategies and Knowledge Structure 118
6.2.3 Methods of Structuring Knowledge and Information 119
6.3 Knowledge Technologies 126
6.3.1 Various Classifications of Knowledge Management Tools 126
6.3.2 Technology Enablers 129
6.3.3 Visualization 134
6.4 Choosing the Right KM Tool 135
6.5 Outlook 139
6.6 List of Knowledge Management Tools 141
7 Intellectual Capital: Measuring Knowledge Management
Robert Schindler, Arne Jaitner 151
7.1 Efforts of National and International Organizations 153
7.2 Methods for Measuring IC 154
7.2.1 Measuring IC by FinancialQuantitative Indicators 155
7.2.2 Measuring IC by Non-Financial Indicators 158
7.3 Evaluation of KM Measures 172
7.4 Outlook 174
Part II: Survey
8 Delphi Study on the Future of Knowledge Management - Overview of the Results
Wolfgang Scholl, Peter Heisig 179
8.1 Objectives and Methodical Approach of the Delphi Study 179
8.2 Results on Theoretical Issues and Approaches 181
8.2.1 Most Challenging Theoretical Research Issues for KM 182
8.2.2 Most Promising Theoretical Approach for KM 183
8.2.3 Most Important Theoretical Advancements in KM 184
8.3 Results on Practical Issues and Approaches 185
8.3.1 Most Challenging Practical Problem of KM 185
8.3.2 Most Promising Practical Approaches for KM 186
8.3.3 Most Important Practical Advancement in KM 187
8.4 Conclusions and Recommendations 188
9 A Survey on Good Practices in Knowledge Management in European Companies
Rob van der Spek, Geoff Carter 191
9.1 Introduction 191
9.2 What Do We Mean by Knowledge Management? 192
9.3 What were the Issues Addressed in the Study? 193
9.4 General Information on Respondents 194
9.5 Knowledge Management in Respondent Organizations 194
9.6 Strategies for Knowledge 197
9.7 Enablers for Knowledge Management 198
9.8 Cultural and Motivational Issues 201
9.9 Leadership and Involvement of Management 202
9.10 Competency Building in Knowledge Management 203
9.11 Communication about Knowledge Management 204
9.12 Results and Metrics 205
9.13 Conclusions 206
10 How German Companies Employ Knowledge Management. On OECD Survey an Usage, Motivations and Effects
Jakob Edler 207
10.1 Introduction: Context and Scope 207
10.2 The Sample 208
10.3 Usage of KM Practice 209
10.4 Motivation Patterns 213
10.5 Reported Effects of KM 215
10.6 The Institutional Commitment for KM 217
10.7 Conclusions 219
Part III: Case Studies
11 Knowledge Management - Results of a Benchmarking Study
Cornelia Baumbach, Anja Schulze 225
11.1 Project Overview 225
11.1.1 Demographic Background and Organization 226
11.1.2 Strategic Positioning of Knowledge Management and Integration of Knowledge Management into the Organization 226
11.1.3 Knowledge Management Processes 227
11.1.4 Knowledge Management Tools 227
11.1.5 Motivation and Acceptance of Knowledge Management 227
11.1.6 Conclusion 228
11.2 On the Road 228
11.2.1 Is there a Common Understanding? 228
11.2.2 Where to? - Vision, Strategy, Goal, and Measurement 230
11.3 Not Re-Inventing the Wheel 232
11.3.1 Building on the Existing 232
11.3.2 KISS - Keep it Small and Simple! 234
11.4 The Recipe 234
11.4.1 Sound Decision-Making Preparation 235
11.4.2 Step by Step! 235
11.4.3 "Implementing Knowledge Management - The Long Road" 236
11.5 Branding + Marketing = Positive Attraction 237
11.5.1 Branding - Beating the Big Drum 237
11.5.2 Marketing 237
11.5.3 Attractive (Knowledge) Management Ensures Utilization 238
11.6 Who Does Knowledge Management Belong to? 238
11.6.1 Who is Suited for What? 238
11.6.2 A Change of Direction Requires Caretakers! 240
11.7 A Toolbox for Knowledge Management 241
11.7.1 Building Gateways to Knowledge 241
11.7.2 Opening up Sources of Knowledge 243
11.7.3 Learning, Learning and Learning 244
11.7.4 Raising the Competency Level 247
11.7.5 Preserving Treasures 248
11.8 Summary 249
12 Knowledge Management: The Holistic Approach of Arthur D. Little, Inc.
Peter Heisig, Frank Spellerberg, Patricia Spallek 251
12.1 Distributed Teams as the Starting Point 252
12.2 Content, Context and Culture are in the Permanent Process of Being Assessed 252
12.3 ADL-Link: A Straightforward Intranet Approach 254
12.4 Elaborated Knowledge Roles Complement the Knowledge Management Process 255
12.4.1 The Process 255
12.4.2 The Roles 256
12.5 The Knowledge Steward 257
12.6 Principles and Qualitative Success Stories 260
13 The Aventis Approach to Knowledge Management: Locating Inhouse Expertise for Immediate Anytime, Anywhere Availability
Jrgen Oldigs-Kerber, Alla Shpilsky, Stephen Sorensen 262
13.1 Facilitating Knowledge Management at Aventis DI&A Using KnowledgeMail 262
13.2 Low Workload Expertise Ascertainment (Profiling) 265
13.3 KM Approaches from the Standpoint of Planned Organizational Change and the Balanced Scorecard 266
13.4 User Experiences 269
13.5 Business Benefits 271
13.5.1 Calculating the Business Benefits 271
13.6 Summary of Results 271
14 Cultural Change Triggers Best Practice Sharing - British Aerospace plc.
Peter Heisig, Jens Vorbeck 273
14.1 The Cultural Change Programme: Benchmark BAE 274
14.1.1 From Values to Operational Goals 274
14.1.2 Monitoring and Coaching 276
14.2 British Aerospace Virtual University 277
14.3 Best Practice Sharing at British Aerospace 278
14.4 Best Practice Sharing in 1998 278
14.4.1 The Benchmarking & Best Practice Center Acts as Knowledge Broker 280
14.4.2 How to Structure Knowledge and Best Practices 281
14.5 Moving forward to 2000 281
15 Knowledge Management and Customer Orientation Hewlett Packard Austria
Jens Vorbeck, Peter Heisig 283
15.1 Customer Knowledge and Customer Orientation as the Main Motivation for Knowledge Management 283
15.2 Challenges in the Process of "Understanding Customers and Markets" 285
15.3 Corporate Culture: A Traditional Strength of HP 285
15.4 Customer Voice: If You Want to Know the Customers Needs - Ask Him and Don't Presume You Already Know the Answer 287
15.5 New Project Management in the Business Field "Professional Services" 290
15.6 An "Evolutionary" Knowledge Management Approach 291
16 Knowledge Management in a Global Company - IBM Global Services
Jens Vorbeck, Peter Heisig, Andrea Martin, Peter Schtt 292
16.1 Introduction of Knowledge Management 293
16.2 The Important Dimensions of Knowledge 293
16.3 IBM's Approach: Intellectual Capital Management 295
16.4 Intellectual Capital Management at the Unit Infrastructure & Systems Management 296
16.4.1 ShareNet 298
16.4.2 ICM Tool to Support Knowledge Exchange 298
16.4.3 IC Seekers 300
16.4.4 Knowledge Cafs 301
16.4.5 Methodology Repository 301
16.4.6 Communications 302
16.5 Intellectual Capital Management at the Unit Automotive Services 303
16.6 Achievements 303
17 Open Minded Corporate Culture and Management Supports the Sharing of External and Internal Knowledge - Phonak
Peter Heisig, Christian Berg, Peter Drtina 305
17.1 Knowledge as Part of the Corporate Philosophy 306
17.2 Internal and External Cooperation to Create, Acquire and Share the Best Know-How 306
17.3 Corporate Culture to Foster Cooperation and Communication 307
17.4 Management Actions to Support the Exchange and Generation of Knowledge 308
17.4.1 Off-Shore Meetings 310
17.4.2 Debriefings 310
17.4.3 Expert Meetings 310
17.5 Summary and outlook 310
18 Sharing Process Knowledge in Production Environments - Roche Diagnostics - Laboratory Systems
Jens Vorbeck, Ina Finke 313
18.1 Knowledge Management and Organizational Development: Two Complementing Efforts 313
18.2 Team Building and Team Empowerment as a Basis for Cultural Change 315
18.3 It is not the Technology that Allows Access to Data but a Trusting Culture 316
18.4 A Company Specific Conceptual Framework for the Realization of Knowledge Management 317
18.5 Informal Interviews for the Identification of Knowledge and the Setting of Knowledge Goals 318
18.6 Continuing Education as the Basis for the Creation, Spread and Storage of Knowledge 318
18.7 Roche's Experience with Knowledge Management at the Production Level 320
19 KnowledgeSharing@MED - Enabling Knowledge Sharing by Turning Knowledge into Business
Manuela Mller 321
19.1 Corporate Context 321
19.2 Strategy and Approach of Knowledge Management at Siemens Medical Solutions 322
19.2.1 Strong Top Management Integration and Support 323
19.2.2 Taxonomy - Creating the Right and Common Context 324
19.2.3 Best Practice Networks - Working in Multiple Collaborative Environments 324
19.2.4 Creating a Flexible and User-Friendly IT Landscape 325
19.2.5 Designing Support Structures and Processes 325
19.2.6 Integratiog Incentive Structures 326
19.3 Turning Ideas into Practice - The KnowledgeSharing@MED Solutions 326
19.3.1 Knowledge Square 327
19.3.2 People@MED 328
19.3.3 Communities of Practice 328
19.3.4 Mobile Business Solution 330
19.3.5 Balanced Scorecards (BSC) 330
19.4 Globalize Local Knowledge and Facilitating Change 331
19.4.1 Knowledge Sharing Managers Network as Multipliers 331
19.4.2 Brand Building for the Initiative 332
19.4.3 European Award Solution of the Year 2002 332
Part IV: KM - Made in Europe
20 Building Communities. Organizational Knowledge Management within the European Commission's Information Society Technologies Programme
Paul Hearn, Agnes Bradier, Anne Jubert 336
20.1 Introduction 336
20.2 The History of Knowledge Management Research at the European Commission 337
20.3 Major Challenges Ahead in the Field of Knowledge Management 338
20.4 Building Strong Constituencies and Networks 339
20.5 Future and Promising Research Areas to be Addressed in Framework Programme VI 342
20.6 Research Views 343
20.6.1 Strategic View 343
20.6.2 Organizational View 344
20.6.3 Product/Service View 344
20.6.4 Infrastructure View 345
20.7 The Road Ahead 345
20.8 Abstract 346
List of Figures 347
References 352
Recommended Further Readings 369
Editors 374
Contributors 376
Index 380
END
