jashapara rkm-2016 - competency model in knowledge management
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Historical highlights of intellectual capital
• 1969 - Tobin’s q ratio established • 1988 - EFQM promote non-financial indicators of
excellence. • 1989 – Svieby proposes ‘invisible balance sheet’ • 1990 – Edvinsson appointed Director of Intellectual
Capital at Skandia • 1992 – Kaplan & Norton – Balanced Scorecard • 1994 – First publication of intellectual capital accounts • 1995 – WTO negotiates TRIPS • 1999 – EU funds intellectual assets research • 2000 – Journal of Intellectual Capital • 2002 – Narrative of intellectual capital
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Human and Social Capital
• Hamel & Prahalad (1994) – success linked with development and utilisation of core competences
• Human capital – human embodied knowledge
• Social capital – nature of relationships in a cooperative entity
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Social Capital• Structural dimension showing the
linkages and connections between actors such as the density and hierarchy of networks.
• Relational dimension that provides the history of interactions between individuals resulting in certain levels of trust, norms and expectations.
• Cognitive dimension that leads to shared meanings, interpretations, mental models and alignment of views.
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Organisational Capital• Pure form such as
organisational structure • Hybrid form – embodied in
individuals through socialisation
• Investments will lead to greater worker productivity?
• Differences between structural, human and organisational capital?
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ORGANISATIONAL LEARNINGSingle and Double-Loop Learning
• Behavioural learning – ‘single-loop learning’ involves maintaining an organisation’s ‘theory-in-use’
• Cognitive learning – ‘double-loop learning’ involves questionning assumptions and values
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ABSORPTIVE CAPACITY• Ability of organisations to absorb and
apply new knowledge • Capacity to learn and solve problems • Knowledge capacity driven by high
previous experience, diversity and commonality
• Knowledge capability driven by problem solving and knowledge transfer abilities
• Gatekeepers important to transfer knowledge across boundaries
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CAPTURING KNOWLEDGE: Cognitive Mapping Tools
• Used principally in mapping strategic knowledge
• Use ‘oval mapping’ technique in groups
• Develop concepts, links and clusters
• ‘Decision Explorer’ – can develop complex levels of analysis
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EVALUATING KNOWLEDGE: Case based reasoning
• Capture and store past experiences as organisational knowledge
• System searches for stored cases with similar profile to new problem
• Adds unsuccessful cases to aid learning
• Built on artificial intelligence technology
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EVALUATING KNOWLEDGE: OLAP: On-line analytical processing
• Provides multidimensional analysis of data to allow user to see data in different ways using multiple dimensions
• Main technique is to rotate a data cube
• Also called “slice and dice”
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EVALUATING KNOWLEDGE: Data mining
• Uses variety of neural network, decision trees and genetic modeling algorithms
• Use sophisticated data search capabilities using algorithms to discover patterns and correlations in vast amounts of data
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SHARING KNOWLEDGE: Internet/Intranet
• Share knowledge with knowledge providers across the world – some free
• Intranet provides same but restricted access from outside
• Uses HTML and XML – a metalanguage that allows definition of tags and allows distribution of knowledge to call phones, pagers and PDAs
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SHARING KNOWLEDGE: Groupware tools
• Allows to work on same document by multiple users
• Maintain and update identical data on numerous PCs
• Organising discussions • Storing information • Moving and tracking documents of groups • Preventing unauthorised access of data • Mobile use to access corporate network
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ONLINE SOCIAL NETWORKS• Individuals interact with others in community • Social network sites (SNS): Facebook, MySpace,
LinkedIn, Friendster • SNS tend to support pre-existing relationships rather
than new ones • Benefit from social capital and self presentation • Risk over privacy from third party securing personal
information • Allows interaction with different people in network
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KNOWLEDGE BASED VIEW (KBV)
• Knowledge is the key resource for competitive advantage
• Knowledge held in information systems as well as in people’s heads and communities
• Knowledge sharing is important • Primary task to integrate
knowledge between people, product and services
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RESOURCE-BASED VIEW (RBV) OF THE FIRM
• Resources create competitive advantage
• Competitive resources are valuable, rare, inimitable (not easily replicated) and not substitutable
• Competitive resources include top mgt skills, culture, information systems and HRM
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CONCLUSIONS• How far does competency model depend
on your notion of knowledge management?
• Is it technology based or people based? • Are these competencies different in stable
and volatile environments? • What framework of intellectual capital is
most appropriate for the nuclear energy industry?
• Can a competency model prevent innovation?
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