1. 1 Knowledge Management Module ii KM in Organizational Culture and HR Practices Rami Gharaibeh ©

2. 2 To develop a framework for practicing Knowledge Management Goals Rami Gharaibeh ©

3. 3 Trainees will be able to ~ Discuss the concept of knowledge creation and the requirements for its business practices ~ Discuss the concept of knowledge sharing and the requirements for its business practices Learning Outcomes Rami Gharaibeh ©

4. 4 Research and Development ~ Traditionally and formally, knowledge creation was a duty of one department: R&D ~ Other departments had already-established knowledge which the employees need to acquire and apply ~ Also, other departments has to acquire and apply the knowledge that the R&D department creates K Creation in Business Rami Gharaibeh ©

5. 5 Learning Organization ~ In learning organizations, knowledge creation is a duty in all jobs ~ Innovation is encouraged in all jobs at all levels ~ There are tools that help the process of knowledge creation K Creation in Business Rami Gharaibeh ©

6. 6 Learning Organization ~ Modeling offers great techniques and tools for knowledge representation and knowledge storage ~ Modeling techniques that allow for simulation are great tools for knowledge creation K Creation in Business Rami Gharaibeh ©

7. 7 Modeling Is a simplified representation of reality K Creation in Business Rami Gharaibeh ©

8. 8 Types of Model Variables ~ Decision variables ~ Uncontrollable variables ~ Result variables K Creation in Business Rami Gharaibeh ©

9. 9 Types of Model Variables K Creation in Business MODEL Uncontrollable vars Decision varsResult vars Rami Gharaibeh ©

10. 10 Types of Model Variables ~ Decision variables: K Creation in Business - # of produced items - unit profit - quality of product or service Rami Gharaibeh ©

11. 11 Types of Model Variables ~ Uncontrollable variables K Creation in Business - fuel prices - government taxes - weather conditions - rivals ’ actions Rami Gharaibeh ©

12. 12 Types of Model Variables ~ Result variables K Creation in Business - total profit - customer satisfaction - total cost Rami Gharaibeh ©

13. 13 Qualitative Modeling ~ Qualitative modeling techniques and tools allows the capturing of relationships in cases under investigation ~ Great tools for knowledge representation and storage but not knowledge creation because of their lack of ability to simulate and generate scenarios K Creation in Business Rami Gharaibeh ©

14. 14 Qualitative Modeling K Creation in Business Number of people in cities Migration from villages Modernization Sanitation measures Amount of garbage per area Bacteria per area + Number of diseases + + - - - + + + Rami Gharaibeh ©

15. 15 Quantitative Modeling ~ If the relationships in a qualitative model were quantified, then we may proceed to quantitative modeling techniques and tools ~ When simulation is added to a quantitative model, a prediction tool becomes in hand ~ Using simulation we become able to generate scenarios ~ The generated scenarios are answers to what if questions K Creation in Business Rami Gharaibeh ©

16. 16 Quantitative Modeling ~ The what if questions are used to explore the outcomes of decision alternatives without actually experiencing them (what if analysis) ~ Not only we explore the outcomes of alternatives, we also explore the robustness of these outcomes when uncontrollable parameters change (sensitivity analysis) K Creation in Business Rami Gharaibeh ©

17. 17 What-if Analysis K Creation in Business MODEL FIXED Uncontrollable Values Rami Gharaibeh ©

18. 18 What-if Analysis K Creation in Business MODEL FIXED Uncontrollable Values Rami Gharaibeh © alternatives outcomes

19. 19 Sensitivity Analysis K Creation in Business MODEL FIXED Decision Values Rami Gharaibeh ©

20. 20 Quantitative Modeling ~ The experience of manipulating a model and exploring consequences is a knowledge creation process ~ There are quantitative modeling tools that are used at the operational level such as ARENA ~ There are quantitative modeling tools that are used at the strategic level such as STELLA and iTHINK K Creation in Business Rami Gharaibeh ©

21. 21 Job Experience ~ Each employee experience many job situations ~ The employee will develop an experience of the outcomes of different alternatives for different situations ~ It is unfavorable that employees develop knowledge through trial and error because errors are costly K Creation in Business Rami Gharaibeh ©

22. 22 Knowledge Sharing vs. Information Sharing ~Knowledge sharing is the GOAL ~Information sharing is the MEAN K Sharing in Business Rami Gharaibeh ©

23. 23 Knowledge Sharing Forms ~ Knowledge sharing & knowledge transfer are synonyms ~ Knowledge sharing takes two forms: - direct form - Indirect form K Sharing in Business Rami Gharaibeh ©

24. 24 Knowledge Sharing Forms ~ Direct knowledge sharing takes place in situations when the transmitter and receiver are communicating instantly ~ Indirect knowledge sharing takes place when the transmitter and receiver are communicating through a knowledge storage ~ The transmitter represents and stores knowledge ~ The receiver accesses the knowledge storage K Sharing in Business Rami Gharaibeh ©

25. 25 Direct Knowledge Sharing ~ Lecturing ~ Video conferencing ~ Apprenticeship K Sharing in Business Rami Gharaibeh ©

26. 26 Indirect Knowledge Sharing ~ Printed material ~ Video-taped material ~ Audio-taped material K Sharing in Business Rami Gharaibeh ©

27. 27 Knowledge Sharing Forms K Sharing in Business Knowledge storage Transmitter Receiver Lecture, video conferencing, etc. Rami Gharaibeh ©

28. 28 Knowledge Sharing Forms K Sharing in Business Transmitter Receiver MODEL Uncontrollable DecisionResult Rami Gharaibeh © Lecture, video conferencing, etc.

29. 29 Relationship with Knowledge Acquisition Every knowledge sharing process involves a process of knowledge acquisition at the receiver end K Sharing in Business Rami Gharaibeh ©

30. 30 K Processes at the Operational Level Non-managerial employees need to share their knowledge For example ~ Maintenance employees could create a video library of encountered problems and how they dealt with them ~ Line managers could use ARENA to learn about the best setup for machinery in a factory KM at the Levels of Management Rami Gharaibeh ©

31. 31 K Processes at the Strategic Level Strategic Managers need to share their knowledge when setting organizational plans For example ~ Strategic managers could use STELLA to represent their perception of a strategic situation and then run what-if analysis KM at the Levels of Management Rami Gharaibeh ©

32. 32 Innovation Is the implementation of a new or significantly improved idea, good, service, process or practice that is intended to be useful Organizational Innovation Rami Gharaibeh ©

33. 33 Classification of Individuals According to famous Everett Rogers, individuals in any community could be classified into five categories: ~ Innovators (2.5%) ~ Early adopters (13.5%) ~ Early majority (34%) ~ Late majority (34%) ~ Laggards (16%) Organizational Innovation Rami Gharaibeh ©

34. 34 Classification of Individuals Characteristics of Innovators venturesome, educated, multiple info sources, greater propensity to take risk Organizational Innovation Rami Gharaibeh ©

35. 35 Classification of Individuals Characteristics of Early Adopters social leaders, popular, educated Organizational Innovation Rami Gharaibeh ©

36. 36 Classification of Individuals Characteristics of Early Majority deliberate, many informal social contacts Organizational Innovation Rami Gharaibeh ©

37. 37 Classification of Individuals Characteristics of Late Majority skeptical, traditional, lower socio-economic status Organizational Innovation Rami Gharaibeh ©

38. 38 Classification of Individuals Characteristics of Laggards neighbours and friends are main info sources Organizational Innovation Rami Gharaibeh ©

39. 39 Classification of Individuals vs. K Processes ~ Innovators: knowledge creators and disseminators ~ Early adopters: knowledge acquirers ~ Early majority: knowledge acquirers ~ Late majority: knowledge acquirers ~ Laggards: knowledge acquirers Organizational Innovation Rami Gharaibeh ©

40. 40 Theory of Diffusion of Innovation Innovation Management Innovators Laggards Late majority Early majority Early adopters Rami Gharaibeh ©

41. 41 Theory of Diffusion of Innovation The study of how (means & techniques), why (incentives), and at what rate (efficiency) new ideas (knowledge) spread through cultures Innovation Management Rami Gharaibeh ©

42. 42 Comprehensive Model of Adoption Innovation Management individual’s identity  Security-anxiety  Values  Mental ability & conceptual skills  Social status  Cosmopolitness  Opinion leadership Adoption Perceived char of the innovation  Relative advantage  Compatibility  Complexity  Divisibility  Communicability Perceptions of the situation  Social system norms on innovativeness  Economic constraints and incentives  Characteristics of the unit Adoption process  Awareness  Interest  Evaluation  Trial Information sources Rejection Rami Gharaibeh ©

43. 43 Comprehensive Model of Adoption The model identifies four categories that affects an individual ’ s adoption of an innovation: ~ Individual ’ s identity ~ Perception of the situation ~ Perceived characteristics of the innovation ~ Sources of information Innovation Management Rami Gharaibeh ©

44. 44 Comprehensive Model of Adoption Understanding the model of innovation allows firms to set up the appropriate work environment by lowering all barriers to knowledge creation and sharing Innovation Management Rami Gharaibeh ©

45. 45 Comprehensive Model of Adoption For example Firms should be keen on selecting employees who show characteristics of innovators, early adopters or early majority Innovation Management Rami Gharaibeh ©

46. 46 Comprehensive Model of Adoption For example Firms should have incentives plan encouraging knowledge creation and sharing Innovation Management Rami Gharaibeh ©

47. 47 Comprehensive Model of Adoption For example Firms should communicate the advantages of any sought innovation Innovation Management Rami Gharaibeh ©

48. 48 Comprehensive Model of Adoption For example The communicated advantages should come from reliable and credible sources of information Innovation Management Rami Gharaibeh ©

49. 49 Diffusing Innovation The rate of diffusion is the speed at which a new idea spreads from one adopter to the next. Innovation Management TIME Rami Gharaibeh ©

50. 50 Diffusing Innovation The rate of diffusion is the speed at which a new idea spreads from one adopter to the next. Innovation Management TIME Rami Gharaibeh ©

51. 51 Diffusing Innovation The rate of diffusion is the speed at which a new idea spreads from one adopter to the next. Innovation Management TIME Rami Gharaibeh ©

52. 52 Share/Hoard Dilemma What do I benefit when I share my knowledge ? People tend to hoard their knowledge KM practices has to be embedded in job descriptions Job Redesign Rami Gharaibeh ©

53. 53 Job Description It describes the Duties, Tasks and Responsibilities of a job (TDRs) Every employee has a job description Job Redesign Rami Gharaibeh ©

54. 54 Job Description For example A job description of a professor Job Redesign R 1: Arrive on timeTask 1: Giving lecturesDuty 1: teaching R2: Leave on time R 1: Reasonable questionsTask 2: Putting up exams R 2: Allowing for differentiation R 1: Fairness across studentsTask 3: Correcting exams R 1: pick reputable conferencesTask 1: attend conferencesDuty 2: researching Rami Gharaibeh ©

55. 55 Job Description Job descriptions needs to be redesigned to include TDRs related to knowledge management Employees cannot be held accountable on KM processes that are not listed as TDRs Job Redesign Rami Gharaibeh ©

56. 56 Job Specifications It describes the Knowledge, Skills, Abilities and Traits (KSAO) required to carry out the TDRs Job Redesign Rami Gharaibeh ©

57. 57 Job Specifications Job specifications needs to be redesigned to ensure employing individuals with the appropriate KSAOs to support knowledge management practices Job Redesign Rami Gharaibeh ©

58. 58 Job Specifications For example ~ This training course is considered a knowledge that is required to perform KM ~ Also, skills in modeling techniques ~ Also, traits such as cooperation, innovation, initiative Job Redesign Rami Gharaibeh ©

59. 59 END MODULE II Rami Gharaibeh ©