Knowledge Management

by Mertins, Kai; Heisig, Peter; Vorbeck, Jens; Vorbeck, Jens

• ISBN13: 9783540004905
• ISBN10: 3540004904
• Edition: 2nd
• Format: Hardcover
• Copyright: 2003-08-01
• Publisher: Springer Verlag

Summary

The Fraunhofer Competence Center Knowledge Management presents in this second edition its up-dated and extended research results on business-process oriented knowledge management, pro-active change management, KM strategy, knowledge structuring and KM audit, reviews the latest advancements in measuring intellectual capital and classifies more than 100 KM tools. Best Practices in KM are described by the Swiss Benchmarking Center TECTEM at University St. Gallen and in case studies from price-winning companies like Aventis and Siemens as well as from Arthur D. Little, British Aerospace plc., Hewlett-Packard, IBM, Phonak and Roche. New survey results on KM from EFQM, OECD and on "The Future of Knowledge Management" are presented. The book concludes with an overview on research funded by the European Commission in order to make "KM Made in Europe" a reality.

Table of Contents

1 Introduction
Kai Mertins, Peter Heisig, Jens Vorbeck	1	(14)
1.1 Knowledge	1	(2)
1.2 Empirical Foundation: The Benchmarking Survey	3	(7)
1.2.1 Understanding of Knowledge Management: People and Processes	3	(2)
1.2.2 The Knowledge Management Core Process	5	(2)
1.2.3 The Knowledge Management Design Fields	7	(3)
1.3 The Reference Model for Knowledge Management	10	(5)
Part I: Design Fields
2 Business Process Oriented Knowledge Management
Peter Heisig	15	(30)
2.1 Knowledge Management is Business and Process Oriented	16	(2)
2.2 Approaches to the Design of Business Process and Knowledge Management	18	(4)
2.3 Integrated Enterprise Modeling for Knowledge Management	22	(1)
2.4 Method for Business Process Oriented Knowledge Management	23	(20)
2.4.1 The GPO-WM® Implementation Mode	24	(1)
2.4.2 KM Strategy	25	(4)
2.4.3 The GPO-WM® Analysis of Business Processes	29	(6)
2.4.4 KM Solutions	35	(3)
2.4.5 KM-Implementation Phase	38	(5)
2.5 Summary and Outlook	43	(2)
3 The Fraunhofer Knowledge Management Audit (FKM-Audit)
Kai Mertins, Peter Heisig, Ina Finke, Christina Ulbrich	45	(21)
3.1 Knowledge Management has to Build on Existing Circumstances	46	(1)
3.2 Audit Approaches for the Evaluation of Knowledge Management	47	(7)
3.2.1 The Knowledge Audit (According to Liebowitz)	47	(1)
3.2.2 Knowledge Management Assessment Tool (KMAT)	48	(1)
3.2.3 Knowledge Management Diagnostic (KMD)	49	(1)
3.2.4 Knowledge Audit (According to Pfeifer)	50	(1)
3.2.5 Knowledge Management Maturity Model (KMMM)	51	(3)
3.3 Developing the Fraunhofer Knowledge Management Audit	54	(3)
3.4 Case Studies	57	(7)
3.4.1 Knowledge Management in a Medium-Sized Software Company	57	(6)
3.4.2 Knowledge Management in a Research Institute	63	(1)
3.5 Outlook	64	(2)
4 Motivation for Knowledge Management
Ina Finke, Markus Will	66	(26)
4.1 Motivation and Change towards Knowledge Management	67	(7)
4.1.1 Incentive Systems, Extrinsic and Intrinsic Motivation	67	(2)
4.1.2 Barriers of Change and Change Management	69	(3)
4.1.3 The Role of Competencies	72	(2)
4.1.4 Summary	74	(1)
4.2 Pro-Active Change Management for Sustainable Behavioural Change	74	(11)
4.2.1 Analysis of Corporate Culture and Barriers	75	(1)
4.2.2 IPK Model of Intervention for Activating Sustainable Motivation	76	(1)
4.2.3 "Transparency" as an Area of Intervention	77	(1)
4.2.4 "Competencies" as an Area of Intervention	78	(2)
4.2.5 "Leadership" as an Area of Intervention	80	(1)
4.2.6 "Involvement" as an Area of Intervention	81	(3)
4.2.7 Summary	84	(1)
4.3 An Example of Putting Pro-Active Change Management into Practice	85	(6)
4.3.1 The Starting Point	85	(1)
4.3.2 The Comprehensive Change Programme	85	(2)
4.3.3 "Marketing" as a Package of Measures	87	(1)
4.3.4 "Consolidation" as a Package of Measures	88	(1)
4.3.5 "Realization" as a Package of Measures	89	(2)
4.4 Outlook	91	(1)
5 Role Models, Human Resources and Strategy
Arne Jaitner	92	(22)
5.1 Business Processes and Knowledge Strategy	92	(7)
5.1.1 Knowledge as an Object Class	92	(2)
5.1.2 Knowledge Management Strategies	94	(3)
5.1.3 Strategic Orientation	97	(2)
5.2 Codification vs. Personalization	99	(5)
5.2.1 Roads to Sharing Knowledge	99	(2)
5.2.2 Knowledge Management Approaches and Strategic Orientation	101	(1)
5.2.3 Knowledge Sourcing and Core Processes	102	(2)
5.3 Modeling Roles	104	(9)
5.3.1 Types of Roles	104	(2)
5.3.2 Generic Role Models	106	(2)
5.3.3 Specific Conditions of Generic Role Models	108	(2)
5.3.4 Defining Roles	110	(3)
5.4 Outlook	113	(1)
6 Knowledge Management Tools
Kay Alwert, Ingo Hoffmann	114	(37)
6.1 Definition of KM-Tool and the IPK Approach	115	(2)
6.2 Structuring Knowledge and Information	117	(9)
6.2.1 Definition of Knowledge Structure	117	(1)
6.2.2 Search Strategies and Knowledge Structure	118	(1)
6.2.3 Methods of Structuring Knowledge and Information	119	(7)
6.3 Knowledge Technologies	126	(9)
6.3.1 Various Classifications of Knowledge Management Tools	126	(3)
6.3.2 Technology Enablers	129	(5)
6.3.3 Visualization	134	(1)
6.4 Choosing the Right KM Tool	135	(4)
6.5 Outlook	139	(2)
6.6 List of Knowledge Management Tools	141	(10)
7 Intellectual Capital: Measuring Knowledge Management
Robert Schindler, Arne Jaitner	151	(28)
7.1 Efforts of National and International Organizations	153	(1)
7.2 Methods for Measuring IC	154	(18)
7.2.1 Measuring IC by Financial/Quantitative Indicators	155	(3)
7.2.2 Measuring IC by Non-Financial Indicators	158	(14)
7.3 Evaluation of KM Measures	172	(2)
7.4 Outlook	174	(5)
Part II: Survey
8 Delphi Study on the Future of Knowledge Management - Overview of the Results
Wolfgang Schou, Peter Heisig	179	(12)
8.1 Objectives and Methodical Approach of the Delphi Study	179	(2)
8.2 Results on Theoretical Issues and Approaches	181	(4)
8.2.1 Most Challenging Theoretical Research Issues for KM	182	(1)
8.2.2 Most Promising Theoretical Approach for KM	183	(1)
8.2.3 Most Important Theoretical Advancements in KM	184	(1)
8.3 Results on Practical Issues and Approaches	185	(3)
8.3.1 Most Challenging Practical Problem of KM	185	(1)
8.3.2 Most Promising Practical Approaches for KM	186	(1)
8.3.3 Most Important Practical Advancement in KM	187	(1)
8.4 Conclusions and Recommendations	188	(3)
9 A Survey on Good Practices in Knowledge Management in European Companies
Rob van der Spek, Geoff Carter	191	(16)
9.1 Introduction	191	(1)
9.2 What Do We Mean by Knowledge Management?	192	(1)
9.3 What were the Issues Addressed in the Study?	193	(1)
9.4 General Information on Respondents	194	(1)
9.5 Knowledge Management in Respondent Organizations	194	(3)
9.6 Strategies for Knowledge	197	(1)
9.7 Enablers for Knowledge Management	198	(3)
9.8 Cultural and Motivational Issues	201	(1)
9.9 Leadership and Involvement of Management	202	(1)
9.10 Competency Building in Knowledge Management	203	(1)
9.11 Communication about Knowledge Management	204	(1)
9.12 Results and Metrics	205	(1)
9.13 Conclusions	206	(1)
10 How German Companies Employ Knowledge Management. An OECD Survey on Usage, Motivations and Effects
Jakob Edler	207	(18)
10.1 Introduction: Context and Scope	207	(1)
10.2 The Sample	208	(1)
10.3 Usage of KM Practice	209	(4)
10.4 Motivation Patterns	213	(2)
10.5 Reported Effects of KM	215	(2)
10.6 The Institutional Commitment for KM	217	(2)
10.7 Conclusions	219	(6)
Part III: Case Studies
11 Knowledge Management - Results of a Benchmarking Study
Cornelia Baumbach, Anja Schulze	225	(26)
11.1 Project Overview	225	(3)
11.1.1 Demographic Background and Organization	226	(1)
11.1.2 Strategic Positioning of Knowledge Management and Integration of Knowledge Management into the Organization	226	(1)
11.1.3 Knowledge Management Processes	227	(1)
11.1.4 Knowledge Management Tools	227	(1)
11.1.5 Motivation and Acceptance of Knowledge Management	227	(1)
11.1.6 Conclusion	228	(1)
11.2 On the Road	228	(4)
11.2.1 Is there a Common Understanding?	228	(2)
11.2.2 Where to? - Vision, Strategy, Goal, and Measurement	230	(2)
11.3 Not Re-Inventing the Wheel	232	(2)
11.3.1 Building on the Existing	232	(2)
11.3.2 KISS - Keep it Small and Simple!	234	(1)
11.4 The Recipe	234	(3)
11.4.1 Sound Decision-Making Preparation	235	(1)
11.4.2 Step by Step!	235	(1)
11.4.3 "Implementing Knowledge Management - The Long Road"	236	(1)
11.5 Branding + Marketing = Positive Attraction	237	(1)
11.5.1 Branding - Beating the Big Drum	237	(1)
11.5.2 Marketing	237	(1)
11.5.3 Attractive (Knowledge) Management Ensures Utilization	238	(1)
11.6 Who Does Knowledge Management Belong to?	238	(3)
11.6.1 Who is Suited for What?	238	(2)
11.6.2 A Change of Direction Requires Caretakers!	240	(1)
11.7 A Toolbox for Knowledge Management	241	(8)
11.7.1 Building Gateways to Knowledge	241	(2)
11.7.2 Opening up Sources of Knowledge	243	(1)
11.7.3 Learning, Learning and Learning	244	(4)
11.7.4 Raising the Competency Level
11.7.5 Preserving Treasures	248	(1)
11.8 Summary	249	(2)
12 Knowledge Management: The Holistic Approach of Arthur D. Little, Inc.
Peter Heisig, Frank Spellerberg, Patricia Spallek	251	(11)
12.1 Distributed Teams as the Starting Point	252	(1)
12.2 Content, Context and Culture are in the Permanent Process of Being Assessed	252	(2)
12.3 ADL-Link: A Straightforward Intranet Approach	254	(1)
12.4 Elaborated Knowledge Roles Complement the Knowledge Management Process	255	(2)
12.4.1 The Process	255	(1)
12.4.2 The Roles	256	(1)
12.5 The Knowledge Steward	257	(3)
12.6 Principles and Qualitative Success Stories	260	(2)
13 The Aventis Approach to Knowledge Management: Locating Inhouse Expertise for Immediate Anytime, Anywhere Availability
Jürgen Oldigs-Kerber, Alla Shpilsky, Stephen Sorensen	262	(11)
13.1 Facilitating Knowledge Management at Aventis DI&A Using Knowledge Mail	262	(3)
13.2 Low Workload Expertise Ascertainment (Profiling)	265	(1)
13.3 KM Approaches from the Standpoint of Planned Organizational Change and the Balanced Scorecard	266	(3)
13.4 User Experiences	269	(2)
13.5 Business Benefits	271	(1)
13.5.1 Calculating the Business Benefits	271	(1)
13.6 Summary of Results	271	(2)
14 Cultural Change Triggers Best Practice Sharing - British Aerospace plc.
Peter Heisig, Jens Vorbeck	273	(10)
14.1 The Cultural Change Programme: Benchmark BAE	274	(3)
14.1.1 From Values to Operational Goals	274	(2)
14.1.2 Monitoring and Coaching	276	(1)
14.2 British Aerospace Virtual University	277	(1)
14.3 Best Practice Sharing at British Aerospace	278	(1)
14.4 Best Practice Sharing in 1998	278	(3)
14.4.1 The Benchmarking & Best Practice Center Acts as Knowledge Broker	280	(1)
14.4.2 How to Structure Knowledge and Best Practices	281	(1)
14.5 Moving forward to 2000	281	(2)
15 Knowledge Management and Customer Orientation Hewlett Packard Austria
Jens Vorbeck, Peter Heisig	283	(9)
15.1 Customer Knowledge and Customer Orientation as the Main Motivation for Knowledge Management	283	(2)
15.2 Challenges in the Process of "Understanding Customers and Markets"	285	(1)
15.3 Corporate Culture: A Traditional Strength of HP	285	(2)
15.4 Customer Voice: If You Want to Know the Customer's Needs - Ask Him and Don't Presume You Already Know the Answer	287	(3)
15.5 New Project Management in the Business Field "Professional Services"	290	(1)
15.6 An "Evolutionary" Knowledge Management Approach	291	(1)
16 Knowledge Management in a Global Company - IBM Global Services
Jens Vorbeck, Peter Heisig, Andrea Martin, Peter Schütt	292	(13)
16.1 Introduction of Knowledge Management	293	(1)
16.2 The Important Dimensions of Knowledge	293	(2)
16.3 IBM's Approach: Intellectual Capital Management	295	(1)
16.4 Intellectual Capital Management at the Unit Infrastructure & Systems Management	296	(7)
16.4.1 ShareNet	298	(1)
16.4.2 ICM Tool to Support Knowledge Exchange	298	(2)
16.4.3 IC Seekers	300	(1)
16.4.4 Knowledge Cafés	301	(1)
16.4.5 Methodology Repository	301	(1)
16.4.6 Communications	302	(1)
16.5 Intellectual Capital Management at the Unit Automotive Services	303	(1)
16.6 Achievements	303	(2)
17 Open Minded Corporate Culture and Management Supports the Sharing of External and Internal Knowledge - Phonak
Peter Heisig, Christian Berg, Peter Drtina	305	(8)
17.1 Knowledge as Part of the Corporate Philosophy	306	(1)
17.2 Internal and External Cooperation to Create, Acquire and Share the Best Know-How	306	(1)
17.3 Corporate Culture to Foster Cooperation and Communication	307	(1)
17.4 Management Actions to Support the Exchange and Generation of Knowledge	308	(2)
17.4.1 Off Shore Meetings	310	(1)
17.4.2 Debriefings	310	(1)
17.4.3 Expert Meetings	310	(1)
17.5 Summary and Outlook	310	(3)
18 Sharing Process Knowledge in Production Environments - Roche Diagnostics - Laboratory Systems
Jens Vorbeck, Ina Finke	313	(8)
18.1 Knowledge Management and Organizational Development: Two Complementing Efforts	313	(2)
18.2 Team Building and Team Empowerment as a Basis for Cultural Change	315	(1)
18.3 It is not the Technology that Allows Access to Data but a Trusting Culture	316	(1)
18.4 A Company Specific Conceptual Framework for the Realization of Knowledge Management	317	(1)
18.5 Informal Interviews for the Identification of Knowledge and the Setting of Knowledge Goals	318	(1)
18.6 Continuing Education as the Basis for the Creation, Spread and Storage of Knowledge	318	(2)
18.7 Roche's Experience with Knowledge Management at the Production Level	320	(1)
19 KnowledgeSharing@MED - Enabling Knowledge Sharing by Turning Knowledge into Business
Manuela Müller	321	(14)
19.1 Corporate Context	321	(1)
19.2 Strategy and Approach of Knowledge Management at Siemens Medical Solutions	322	(4)
19.2.1 Strong Top Management Integration and Support	323	(1)
19.2.2 Taxonomy - Creating the Right and Common Context	324	(1)
19.2.3 Best Practice Networks - Working in Multiple Collaborative Environments	324	(1)
19.2.4 Creating a Flexible and User-Friendly IT Landscape	325	(1)
19.2.5 Designing Support Structures and Processes	325	(1)
19.2.6 Integrating Incentive Structures	326	(1)
19.3 Turning Ideas into Practice - The KnowledgeSharing@MED Solutions	326	(5)
19.3.1 Knowledge Square	327	(1)
19.3.2 People@MED	328	(1)
19.3.3 Communities of Practice	328	(2)
19.3.4 Mobile Business Solution	330	(1)
19.3.5 Balanced Scorecards (BSC)	330	(1)
19.4 Globalize Local Knowledge and Facilitating Change	331	(4)
19.4.1 Knowledge Sharing Managers Network as Multipliers	331	(1)
19.4.2 Brand Building for the Initiative	332	(1)
19.4.3 European Award 'Solution of the Year 2002'	332	(3)
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	335	(11)
20.1 Introduction	335	(1)
20.2 The History of Knowledge Management Research at the European Commission	336	(1)
20.3 Major Challenges Ahead in the Field of Knowledge Management	337	(1)
20.4 Building Strong Constituencies and Networks	338	(3)
20.5 Future and Promising Research Areas to be Addressed in Framework Programme VI	341	(1)
20.6 Research Views	342	(2)
20.6.1 Strategic View	342	(1)
20.6.2 Organizational View	343	(1)
20.6.3 Product/Service View	343	(1)
20.6.4 Infrastructure View	344	(1)
20.7 The Road Ahead	344	(1)
20.8 Abstract	345	(1)
List of Figures	346	(5)
References	351	(17)
Recommended Further Readings	368	(5)
Editors	373	(2)
Contributors	375