Trends in Enterprise Knowledge Management,9781905209033

Trends in Enterprise Knowledge Management

by ; ;
Edition: 1st
ISBN13: 9781905209033
ISBN10: 1905209037
Format: Hardcover
Pub. Date: 2006-04-14
Publisher(s): Wiley-ISTE
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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

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