Trends in Enterprise Knowledge Management

by Boughzala, Imed; Ermine, Jean-Louis; Favennec, Pierre-Noël

• ISBN13: 9781905209033
• ISBN10: 1905209037
• Edition: 1st
• Format: Hardcover
• Copyright: 2006-04-14
• Publisher: Wiley-ISTE

Summary

Strategic aspects and underlying principles of knowledge management are discussed in this guide to the effective utilization of the process within organizations. The influence of knowledge management on company performance is analyzed, and advice is given on various ways to achieve specific goals alongside company case-studies.

Author Biography

Imed Boughzala is an associate professor at the National Institute of Telecommunications (INT) in France. Jean-Louis Ermine is head of the department of information systems at INT and president of the French Knowledge Management Club.

Table of Contents

Preface	15	(6)
PART 1. Introduction	21	(58)
Introduction to Knowledge Management	23	(22)
Jean-Louis Ermine
Introduction	23	(1)
Knowledge: a strategic value for the firm	23	(1)
Objectives of KM	23	(1)
KM: a new and complex approach	24	(1)
The two types of approaches to KM	24	(7)
Knowledge elicitation	25	(1)
Tacit knowledge elicitation	25	(1)
Knowledge extraction	26	(1)
Supporting technologies for explicit (elicited) KM	27	(1)
Tacit KM	27	(1)
The functioning modes of knowledge communities	28	(1)
Knowledge community supervision	29	(1)
Supporting technologies for knowledge communities	30	(1)
The key factors of success in KM processes	31	(4)
The water lily strategy	31	(2)
The pilot project(s)	33	(1)
The federation of KM projects	33	(1)
Project deployment	34	(1)
Change factors	34	(1)
KM: an action for continuous progress	35	(6)
Knowledge cartography	36	(1)
The repository of KM processes	37	(2)
The KM actions	39	(2)
Piloting processes and actions	41	(1)
Conclusion	41	(1)
Bibliography	42	(3)
Can One Identify and Measure the Intangible Capital of the Enterprise?	45	(20)
Patrick Epingard
The intangible capital: an essential and elusive concept	47	(7)
Immaterial measurement: a theoretical enigma?	54	(8)
Conclusion	62	(1)
References	63	(2)
Complexity Theory: Dynamics and Non-Linearity are the Only Reason for Knowledge Management to Exist	65	(14)
Walter Baets
Introduction	65	(1)
The knowledge era	66	(2)
The complexity paradigm	68	(5)
What should be understood by KM: the corporate view	73	(2)
Research perspective on KM	75	(2)
References	77	(2)
PART 2. Academic Studies	79	(102)
Value Creation through Intangibles: Emerging Good Practice	81	(22)
Nigel Courtney
Clive Holthman
Chris Hendry
Introduction	81	(2)
A remedy for our times	83	(1)
Dispensing with the mystery	84	(4)
Value creation in the 21st century	88	(2)
Selecting an approach	88	(2)
Taking a balanced view	90	(1)
Evidence of good practice	90	(9)
Theme 1: brand value	91	(1)
B&Q	91	(1)
Whitbread	92	(1)
Theme 2: knowledge	93	(1)
Bloomberg	93	(1)
The UK Fire & Rescue Service	94	(1)
Theme 3: innovation	95	(1)
Intercos	95	(1)
mmO2	96	(1)
Theme 4: reporting intellectual capital	97	(1)
Austrian Research Centers (ARC)	97	(1)
Celemi	98	(1)
Key messages	99	(1)
About the authors	100	(1)
References	101	(2)
Learning-by-Doing Knowledge Externalization: From Boundary Objects to the Emergence of Tacit Knowledge	103	(12)
Jean-Michel Viola
Real Jacob
Learning-by-doing KM	104	(1)
A process of externalization: knowledge strategy at Power Corp	105	(3)
Mapping as a knowledge audit and mapping as scenario planning	107	(1)
Criticality assessment scales as decision rules	107	(1)
Modeling as a learning tool, as co-creation of knowledge	107	(1)
Plans as road maps addressing more specifically the need for tacitness	108	(1)
The tacit output of externalization: the importance of boundary objects	108	(3)
Externalization creates critical boundary objects	109	(1)
Refining the classical definition of tacit knowledge	109	(1)
Tinkering	110	(1)
Judgment	110	(1)
Connectivity	110	(1)
Coordination	111	(1)
Conclusions and lessons learned	111	(1)
Bibliography	112	(3)
Approaches and Methods for Valuing Knowledge Management Performance	115	(16)
Aurelie Dudezert
KM performance: the aims of an evaluation	116	(3)
The knowledge-based view: a theoretical relation between KM and organizational performance	116	(1)
What is performance for KM?	117	(1)
What is KM?	118	(1)
Method of research and inquiry	119	(1)
Macro-organizational approaches to valuing KM performance	119	(3)
The competitive performance of KM	120	(1)
The financial performance of KM	121	(1)
Micro-organizational approaches to valuing KM performance	122	(2)
The process-based approach to the performance of KM	122	(1)
The systemic approach to the performance of KM	123	(1)
Conclusion	124	(1)
References	124	(7)
ICIS for Knowledge Management: The Case of the Extended Enterprise	131	(18)
Imed Boughzala
Introduction	131	(1)
Concepts and definitions	132	(3)
Inter-company co-operation and the extended enterprise	132	(1)
ICIS and KM	132	(3)
MeDICIS	135	(3)
Models for ICIS design	138	(6)
The business model	138	(1)
The co-operation model	139	(1)
The agent model	140	(1)
The communication model	141	(1)
The co-ordination model	142	(1)
The CPS model	143	(1)
Discussion	144	(1)
MeDICIS life cycle	145	(1)
Conclusion	146	(1)
About the author	147	(1)
References	147	(2)
Knowledge Management and Environment Scanning: A Methodological Guide to Improving Information Gathering	149	(22)
Thierno Tounkara
Introduction	149	(1)
Modeling of the interaction process between the corporate knowledge of the firm and its environment	150	(1)
General approach	151	(2)
Requirements specification for environment scanning	151	(1)
Description of the approach	151	(2)
Knowledge book	153	(4)
Methodological tools	154	(1)
Methodological tools for MASK application	154	(1)
Classification of the knowledge to be modeled according to the type of environment scanning	155	(2)
Case study: Renault	157	(1)
Construction of axes	157	(8)
Construction of a partition	159	(1)
Methodological tools for the elaboration of a partition	159	(1)
The grid of criteria for the grouping of the models into classes	159	(2)
The grid of semantic links	161	(1)
Renault case study: an example of grouping by connectivity	162	(1)
Extraction and grouping of information into classes	162	(1)
Identification of themes	163	(1)
Qualitative evaluation grid for the criticality of themes	163	(1)
Approach and illustration	163	(1)
Construction of the visual synthesis	164	(1)
Elaboration of the ``environment scanning focus''	165	(2)
Evaluation of our approach	167	(1)
Conclusion	167	(1)
References	168	(3)
The Concept of ``Ba'' within the Japanese Way of Knowledge Creation	171	(10)
Pierre Fayard
A Japanese concept	172	(1)
``Elementary, my dear Watson!''	173	(3)
The Human Health Care (HHC) program	176	(2)
Shaping a new way of functioning for organizations	178	(1)
References	179	(1)
Further reading	179	(2)
PART 3. Club Workshop Studies	181	(62)
The Knowledge Maturity Model	183	(14)
Jean-Francois Tendron
Introduction	183	(1)
Work methodology of the commission on ``Aspects economiques de la gestion des connaissances'' (economic aspects of KM)	184	(2)
The Knowledge Maturity Model (KMM)	186	(2)
Use of the KMM	188	(5)
Raising consciousness about KM	188	(2)
Evaluation of a community's maturity in terms of KM	190	(1)
Example of evaluation	190	(2)
Example of reactions	192	(1)
Perspectives	193	(1)
Conclusion	194	(1)
References	195	(2)
Knowledge Mapping: A Strategic Entry Point to Knowledge Management	197	(22)
Gerard Aubertin
Why map corporate knowledge?	197	(2)
What knowledge and competencies should be mapped?	199	(3)
How is knowledge/competency mapping performed?	202	(7)
Defining the mapping goal	202	(1)
Identifying knowledge	202	(1)
Conceptual approach to identifying knowledge	203	(1)
Process-based approach to identifying knowledge	204	(1)
Identifying knowledge using automatic mapping tools	205	(1)
Building the areas of the knowledge map	205	(1)
Representing knowledge: the area-based mapping model	206	(1)
Formal model	206	(2)
The graphical model	208	(1)
What are the operational uses and mapping tools?	209	(1)
Knowledge mapping and criticality study	210	(5)
Defining criticality	210	(1)
The criticality study as risk assessment	210	(1)
Defining critical factors	211	(1)
Preparing an assessment schedule and performing the criticality study	212	(1)
Calculating area criticality	213	(1)
Different critically average values	213	(1)
Assessments differences	214	(1)
Non-discriminating criterion	214	(1)
Analyzing results	215	(1)
How to manage a mapping project	215	(1)
Opportunity study	215	(1)
Managing change	215	(1)
Action principles	216	(1)
Conclusion	216	(1)
Bibliography	216	(3)
Knowledge Management and Innovation (Innovation Maturity Model)	219	(8)
Jean-Marie Bezard
Introduction	219	(1)
The evolution and path dependence hypothesis	220	(1)
Innovation factors	221	(3)
Case studies	221	(1)
The Innovation Maturity Model (IMM)	221	(3)
Conclusion	224	(1)
References	225	(2)
Technology and Knowledge Management (Technology Maturity Model)	227	(16)
Olivier Lepretre
Introduction	227	(1)
Knowledge diffusion vehicle	228	(3)
The limits of the diffusion of knowledge	231	(4)
The need for global vision	235	(1)
The Technology Maturity Model (TMM)	236	(1)
Following a TMM approach	237	(2)
Application of TMM	239	(3)
References	242	(1)
PART 4. Case Studies	243	(50)
Once-upon-a-time Knowledge Management at Mann+Hummel Automotive France	245	(12)
Nathalie Le Bris
The increasing importance of knowledge sharing for Mann+Hummel France	245	(1)
An approach based on core knowledge cartography	246	(6)
What are the needs of the employees?	246	(1)
A cartography that allows us to build an action plan	247	(3)
Actions from the Nonaka virtuous circle	250	(2)
A well appreciated approach	252	(1)
Implementation of lessons learned	252	(1)
Knowledge explicitation	253	(1)
Sharing of explicit knowledge	254	(1)
Direct transfer of knowledge	255	(1)
KM: an everyday task based on people more than on technology	255	(2)
Thales System Engineering Community of Practice: A Knowledge Management Approach	257	(12)
Cecile Decamps
Michel Galinier
Introduction	257	(1)
The knowledge sharing approach	258	(1)
The Systems Engineering Community of practice at Thales	259	(1)
Why is there a KM portal dedicated to the Systems Engineering Community?	260	(2)
The Systems Engineering portal	262	(3)
Functionalities supporting SE community animation and management	262	(1)
Functionalities supporting access to SE community people and competencies	263	(1)
Functionalities supporting access to documents and other kinds of content	263	(2)
Rolling out/organization	265	(1)
The associated support organization	265	(1)
Balance and perspectives	266	(1)
Bibliography	267	(2)
Appraising the Knowledge in a Radio-pharmacy Center based on Process Mapping and Knowledge Domain Cartography	269	(12)
Rita Izabel Ricciardi
Antonio Carlos De Oliveira Barroso
Introduction	269	(1)
The importance of knowledge identification and evaluation within organizations	270	(1)
The case study	270	(5)
History and context of the Radio-pharmacy Center	270	(2)
The Center profile and key comments on its knowledge issues	272	(3)
The KM project	275	(4)
Study of processes	275	(1)
Knowledge identification (``enabling knowledge'')	275	(1)
Construction of the knowledge cartography	276	(1)
``Criticality'' analysis	277	(2)
Setting up a KM plan of action	279	(1)
References	279	(2)
Case Study: Knowledge Preservation for a Nuclear Reactor	281	(12)
Marta Eppenstein
Introduction	281	(1)
Atucha-type reactors	282	(1)
Practical approaches	282	(7)
Strategy analysis	282	(1)
Different approaches to the map	283	(1)
Identification of knowledge axes	284	(1)
Identification of the critical knowledge: approaches	285	(1)
Rare or unable of replacement	285	(1)
Usefulness for the company	285	(1)
Difficult to obtain	286	(1)
Difficult to use	286	(1)
Building the knowledge map	287	(1)
Knowledge server	287	(2)
Technical development: analysis factors	289	(2)
Knowledge transfer and capitalization	289	(1)
Human resources	290	(1)
Conclusion	291	(1)
References	291	(1)
Further reading	292	(1)
The Authors	293	(2)
Index	295