Best Practice Model Tools and Methods for Developing KM Systems

Best Practice Model Tools and Methods for Developing KM Systems

Erzsébet Noszkay (Budapest Metropolitan University, Hungary)
DOI: 10.4018/978-1-5225-1913-3.ch020
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Abstract

This chapter focuses on an experience based presentation of the parameters that determine organizational culture, and the impact that basic interrelationships among such parametric factors exercise on the elaboration of KM; the timing and the sort of KM structure, configuration that is feasible to make KM an approved and successful management function within a corporate structure; the possibility and the proper timing of the elaboration of KM through corporate strategic approach i.e. starting from above (decision of the senior management), and the efficiency of a solution initiated from below (by the members of the organization). This chapter will describe some practice-proven solutions, such as: the application of the problem solution method named action research that could be expedient in the implementation of KM in certain cases, and times and situations where the application of the “sandwich method” could be expedient. Also, this chapter describes knowledge transfer experiences that facilitate the recognition of the “capillary model”, its substance and scope of utilization.
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Background

As it has been mentioned in the Introduction, adaption of KM by an undertaking never was and is not a simple task, and difficulties could be encountered even today. SMEs others than knowledge intensive enterprises and knowledge demanding service providers or enterprises that follow the sharing economy models gaining more room in economic life, encounter much more problems than larger firms, and are more hesitative in starting the adaption of KM or investing into knowledge capital. If some failed applications interfere with the process, this could result in a break for years. This is why it is not all the same in what way we start adapting and configuring KM.

It would be interesting – specifically for users, in the interest of avoiding possible failures – to have a look on the developments made by the concepts and methods related to the configuration of the KM function. Although there are several possibilities, pitfalls may be encountered if those possibilities are implemented without justifying their usability and evaluating the advantages and disadvantages of their application.

The first attempts and scientific works scrutinized rather the application principles, the failure and success factors, and not or justly slightly the methodological issues. For instance Davenport and Prusak listed nine factors related to the successful adaption of KM:

  • A knowledge-oriented culture.

  • Technical and organizational infrastructure.

  • Senior management support.

  • A link to economic and industry value.

  • A modicum of process orientation.

  • Clarity of vision and language.

  • Non trivial motivational aids.

  • Some level of knowledge structure.

  • Multiple channel of knowledge transfer. (Davenport & Prusak, 1998, p. 153)

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