Reserve Bank of New Zealand: Journey Toward Knowledge Management

Reserve Bank of New Zealand: Journey Toward Knowledge Management

Yogesh Anand (Reserve Bank of New Zealand, New Zealand), David J. Pauleen (Victoria University of Wellington, New Zealand) and Sally Dexter (Victoria University of Wellington, New Zealand)
Copyright: © 2005 |Pages: 24
DOI: 10.4018/978-1-59140-351-7.ch013
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This chapter outlines the adoption and implementation of knowledge management within the New Zealand Reserve Bank. In 1999, the Bank recognised that it had a very high exposure to loss of knowledge on departure of key staff. This was mainly due to two factors: recruitment of staff from a limited global pool of specifically skilled labour, and an average length of service of more than nine years during which time staff members accumulated an extensive knowledge of the Bank and its operations. In response to this and other challenges, the Bank embarked on an ongoing knowledge management program. The Bank invested significant resources into the program and from an initial corporate vision developed a knowledge management framework that led to the identification of potential areas of improvement within the organisation. The resulting knowledge strategy encompassed several key initiatives, the most significant of which was the goal of changing the organisational culture. Other initiatives included the consolidation of the Bank’s contact management into a single system, a review of the existing document management system, and information mapping. To date, while some initiatives have been achieved, others remain to be done. The challenge for the Bank now is to move from structured to unstructured processes for knowledge management and maintain the knowledge management focus while balancing available resources. The Bank must also consider how best to progress initiatives without necessarily attaching a specific knowledge management label, and identify ways to move ongoing development of knowledge management strategies to the next level.

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Table of Contents
Chapter 1
Lynne P. Cooper, Rebecca L. Nash, Tu-Anh T. Phan, Teresa R. Bailey
This chapter describes the development and operation of a knowledge system to support learning of organizational knowledge at the Jet Propulsion... Sample PDF
Learning from Simple Systems: The Case of JPL 101
Chapter 2
Brigette McGregor-MacDonald
This case study reflects the work of a global organization in its knowledge management efforts to sustain and transfer learning from a global... Sample PDF
A Knowledge Management Case Study in Developing, Documenting, and Distributing Learning
Chapter 3
Hani Abdel-Aziz, Khaled Wahba
The information system (IS), which supports capturing, gathering, and distribution of knowledge, is one component of organizational memory; and it... Sample PDF
A Case Study on Assessing the Readiness of Professional Services Company to Build an Organizational Memory Information Systems
Chapter 4
Gail Corbitt
In 1999, Hewlett Packard announced the split of its company into two smaller companies, HP and Agilent. As a result, the financial work, processes... Sample PDF
Rebuilding Core Competencies When a Company Splits: A Case Study of Assessing and Rebuilding Expertise
Chapter 5
Afsoun Hatami, Robert D. Galliers
This chapter introduces the impacts of knowledge management (KM) and organizational memory (OM) on strategic decision making. Close consideration... Sample PDF
Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study
Chapter 6
Suzanne Zyngier, Frada Burstein, Judy McKay
This chapter introduces the theory and model of governance as a means of implementing knowledge management strategies in large organizations. It... Sample PDF
Governance of Strategies to Manage Organizational Knowledge: A Mechanism to Oversee Knowledge Needs
Chapter 7
Summer E. Bartczak, Ellen C. England
It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge... Sample PDF
Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command
Chapter 8
Elayne Coakes, Anton Bradburn, Cathy Black
This case study concerns the company Taylor Woodrow, which is a housing, property, and construction business operating internationally in situations... Sample PDF
Knowledge Management in a Project Climate
Chapter 9
Jill Owen, Frada Burstein
This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal... Sample PDF
Where Knowledge Management Resides within Project Management
Chapter 10
Zhang Li, Tian Yezhuang, Li Ping
This case focuses on the effect of knowledge sharing in the process of enterprise resources planning (ERP) system implementation. Knowledge sharing... Sample PDF
Organizational Knowledge Sharing Based on the ERP Implementation of Yongxin Paper Co., Ltd.
Chapter 11
Thomas Hahn, Bernhard Schmiedinger, Elisabeth Stephan
This chapter shows the integration of formal and informal knowledge and information exchange methodologies for an integrative product development... Sample PDF
Supporting Research and Development Processes Using Knowledge Management Methods
Chapter 12
Florian Bayer, Rafael Enparantza, Ronald Maier, Franz Obermair, Bernhard Schmiedinger
The die- and mold-making industry can be characterized by small and medium enterprises (SMEs), sophisticated technologies, and highly skilled... Sample PDF
Know-CoM: Decentralized Knowledge Management Systems for Cooperating Die- and Mold-Making SMEs
Chapter 13
Yogesh Anand, David J. Pauleen, Sally Dexter
This chapter outlines the adoption and implementation of knowledge management within the New Zealand Reserve Bank. In 1999, the Bank recognised that... Sample PDF
Reserve Bank of New Zealand: Journey Toward Knowledge Management
Chapter 14
Colin White, David Croasdell
The ability to store and manage data has not kept pace with the rapid evolution and growth of information resources. According to Sample PDF
A Comparative Case Study of Knowledge Resource Utilization to Model Organizational Learning
Chapter 15
Minwir Al-Shammari
This case study is aimed at developing an understanding of the various aspects and issues concerning the implementation of a knowledge-enabled... Sample PDF
Implementing Knowledge-Enabled CRM Strategy in a Large Company: A Case Study from a Developing Country
Chapter 16
Ivy Chan, Patrick Y.K. Chau
Knowledge is increasingly recognized as providing a foundation for creating core competencies and competitive advantages for organizations, thus... Sample PDF
Why Knowledge Management Fails: Lessons from a Case Study
Chapter 17
Nikhil Mehta, Anju Mehta
Despite the emergence of knowledge management (KM) as a critical success factor, few organizations have successfully orchestrated the implementation... Sample PDF
Infosys Technologies, Limited
Chapter 18
Eliot Rich, Peter Duchessi
This case study looks at how to keep a knowledge management initiative going after it has been successful for a couple of years. This organization... Sample PDF
Keeping the Flame Alive: Sustaining a Successful Knowledge Management Program
Chapter 19
A. N. Dwivedi, Rajeev K. Bali, R. N.G. Naguib
This case study is based on data collected from a prominent UK-based healthcare software house (Company X Ltd). The organization specializes in... Sample PDF
Knowledge Management for Healthcare: Using Information and Communication Technologies for Decision Making
Chapter 20
Murray E. Jennex
This is a longitudinal case study that explored the relationship between use of organizational memory and knowledge, knowledge management, and... Sample PDF
Productivity Impacts from Using Knowledge
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