23/04/2021 Knowledge Management LLSMF 2011 - Part 3. People dimension Prof. Julie Hermans Louvain School of Management Academic Year 2020-2021 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 1 1 © F. de Viron, J. Hermans A Pentagonal Framework for KM Strategy Technology Intellectual Capital Knowledge Culture © F. de Viron Processes & Organization People LSMF2011 - 2020-2021 2 2 1 23/04/2021 Part 3. People Dimension Part 1. Conceptual Perspective Definitions of Knowledge, Knowledge Management and Organisational Learning Part 2. The Strategy dimension Distinction between Knowledge strategy and Knowledge Management strategy Part 3. The People dimension Aligning HRM practices and Knowledge strategies Part 4. The Technology dimension Describing IT-oriented Tools to support a Knowledge Implementation Part 5. The Process dimension Process modelling methods & Impact of knowledge management on Innovation Part 6. The Culture dimension Developing an organizational culture fostering Knowledge sharing © F. de Viron, J. Hermans LSMF2011 - 2020-2021 3 3 Group Presentation https://www.wooclap.com/ANCDIN Group G – Theory Group A – Discutant Theory Group D – Practice Group F – Discutant Practice F. de Viron, J. Hermans LLSMF2011 - 2020-2021 4 4 2 23/04/2021 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 5 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 6 5 6 3 23/04/2021 Content 1. Who are the Actors? Who is in charge of what? Knowledge strategy, Knowledge Management Strategy Knowledge Share, Use, Disseminate, Codify, Protect, … Decision, Support, Sponsor, Evaluation, Action, … 2. How roles are organised within the firm ? 3. What’s the role of Human Resources Management ? © F. de Viron, J. Hermans LSMF2011 - 2020-2021 7 7 1. Actors in Knowledge Management Who is in charge of what ? ▪ ▪ ▪ ▪ CEO CFO Human Resources Manager CKO: Chief Knowledge Officer Decision makers ▪ Business development, Marketing, IT, R&D, … Managers ▪ Projects managers (voice) ▪ Documentalist, archivist ▪ … Facilitators /sponsors Actors: individual & communities “Managing knowledge should be everybody’s business” (Davenport & Prusak 1998, p108) © F. de Viron, J. Hermans LSMF2011 - 2020-2021 9 9 4 23/04/2021 1.a Individuals ▪Chief Knowledge Officer is (Ward, CKO of NatWest Markets 2001) ◼Cartographer : mapping expertise and making connections (link with Strategy and K mapping) ◼Geologist : drilling into specific areas and applying tools ◼Sparkplug: igniting an awareness of the need to change ◼Architect : designing the physical and cultural environment ▪CKO has to (Davenport & Pruzak, 1998, p 114 ) ◼Be an advocate or evangelist for knowledge and learning – voice climate ◼ Play a leading role in the design and implementation of a company’s knowledge architectures ◼Have expertise in disciplines like business reengineering, innovative IT, change management, KM : Transversal work! ▪Knowledge project manager: ◼Project management functions + CKO skills & competence ! (Earl and scott, 1999; Bontis, 2001) © F. de Viron, J. Hermans (Oldham and Maclean, 1997; von Malmborg, 2004) LSMF2011 - 2020-2021 10 10 Some typical examples of KM job titles as seen on internet Chief Knowledge officer Director of knowledge management Knowledge Management Advisor Knowledge department manager Knowledge manager Knowledge economist Knowledge broker Knowledge resources librarian Knowledge consultant Knowledge administrator Knowledge management specialist Knowledge management project manager Knowledge coordinator Chief Learning Officer Knowledge Management Content Manager Inspired from A. Jashapara 2004, http://www.indeed.com/q-Knowledge-Manager-jobs.html retrieved March 2018, Douglas, R. C. (2015). The chief learning officer: pursuing a grounded theory of executive leadership at the top of the human resource development field (Doctoral dissertation, Centre for Labour Market Studies). © F. de Viron, J. Hermans LSMF2011 - 2020-2021 11 11 5 23/04/2021 Job titles in some French firms/departments Directeur des transferts de savoir (MGI Coutier) Directeur du KM (Peugeot) Directeur de la gestion des actifs (Renault) Directeur des emplois et de la gestion des connaissances (IBM) Directeur du capital intellectuel (Valoris) Directeur de la gestion des connaissances (Skandia AFS) Responsable du réseau d’échanges réciproques de savoirs (La poste Française) From Baujard, C., Savoir(s) et apprentissage: comment apprécier l’intelligence organisationnelle, Savoir 34 – 2014, p49-70 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 12 12 Recruitment – job offers Knowledge Management Consultant - Part time Knowledge Management Governance Team Lead Posted 2 weeks ago Job LocationBraine-l'Alleud, BE For our Knowledge Management team, based in Braine l’Alleud close to Brussels, we are looking for a (m/f): In this role you can: Capitalize UCB knowledge to reach new markets/geography/partners; Manage a team of KM project leads ; Drive a KM portfolio of projects; Ensure the KM strategy roll-out ... Knowledge Management Manager Knowledge Management Specialist (H/F) Bruxelles Information/document management, knowledge management, datawarehousing, etc. Vous contribuez à la définition de la vision, de la stratégie et de la roadmap pour... Knowledge Operations Management © F. de Viron, J. Hermans LSMF2011 - 2020-2021 13 13 6 23/04/2021 More like Anais or Julien? Recruitment – job offers © F. de Viron, J. Hermans LSMF2011 - 2020-2021 14 14 Learning and Knowledge Expert in Belgium (FT) Primary Responsibilities ▪designing, creating and maintaining training and documentation focused on the integration platform for use in various aspects of day to day business ranging from pre-sales over project implementations up till customer services. ▪ translating various input channels into effective training and documentation material (interactive courses, elearnings etc.). « a software and consulting company delivering advanced supply chain planning solutions specifically tailored to individual industries worldwide. Our aim is to make every customer’s day by optimizing their supply chain. How do we do that? With our very own innovative planning software that meets and then exceeds expectations. » Retrieved from https://jobs.omp.com April 20, 2020 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 15 15 7 23/04/2021 Business Service & Customer Knowledge and Insights manager in Belgium (FT) Primary Responsibilities ▪Contribute to a seamless customer journey by being overall responsible for collecting, analyzing and sharing customer knowledge and insights ▪Seek and co-ordinate business opportunities to constantly improve and develop the business enabling the Customer Support Centre to provide fast and easy customer support for every customer contact. You are a member of the CSC Management Team and therefore (co)responsible for the overall performance of the Customer Support Center. You have a broad scope, leading a team of 10 people, consisting of Business Analysts, Communication & Information Specialists and Competence & Development Specialists. retrieved from https://fr.glassdoor.be/Emploi/knowledge-manager-emplois-SRCH_KO0,17.htm?countryRedirect=true http://eurobrussels.com/job April 9, 2020 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 16 16 © F. de Viron, J. Hermans 1.b. Knowledge communities: Networks, CoP, Virtual teams structures CEO Knowledge community ▪ Focused on shared goal for value creation ▪ Supporting the dynamic processes of the knowledge management cycle ▪ Individuals involved in common knowledge generation and use are located in different parts of the organization ▪ There is a lack of cross-functional focus on creating valuable knowledge © F. de Viron, J. Hermans ▪ Membership defined by participation in common problem solving and application of knowledge (not defined by organizational chart or departmental structure) ▪ Values shared (with mutual accountability) LSMF2011 - 2020-2021 17 17 8 23/04/2021 Example Community of practices CoP or Virtual VCoP “Communities of practice are groups of people who share a common concern or a passion for something they do and learn how to do it better as they interact regularly.” ▪ Informal interaction on an ongoing basis ▪3 Characteristics of CoP ▪ The domain: a shared domain of interest. ▪ Membership implies a commitment to the domain (not necessarily something recognized as “expertise” outside the community) ▪ A shared competence distinguishes members from other people ▪ The community: ▪ Members engage in joint activities and discussions, help each other, and share information ▪ Members build relationships that enable them to learn from each other. ▪ The practice: a shared practice ▪ Not a community of interest ▪ Members of a community of practice are practitioners ▪ They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems Learning for a small planet: a research agenda. By E. Wenger, available at www.ewenger.com/research, 2004 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 18 18 Example Community of practices CoP or Virtual VCoP (Probst & Borzillo, 2007) © F. de Viron 19 19 9 23/04/2021 A snapshot Comparison Purpose ? To develop members’ COP Community of capabilities; to build & exchange K Practice Who belongs ? What holds it together? How long does it last? Members who select Passion, Commitment & themselves identification with community’s expertise Self-Management WG Formal Work Group To deliver a product or Everyone who reports to the service Project Team To accomplish a specified task Informal Network To collect and pass on Friend & business business information acquaintances © F. de Viron, J. Hermans (Wenger & Snyder HBR, 2000, p142) Job requirements and common goals As long as there is interest in maintaining it Until the next reorganisation group’s manager Employees assigned The project’s milestones by senior manager and goals LSMF2011 - 2020-2021 Mutual Needs Until the completion of the project As long as people have a reason to connect 20 20 Beyond the roles, the responsibilities ? Crash in Ethipie of Boeing 737 MAX “Boeing didn’t achieve the right balance in the situational awareness knowledge challenge. But how could this be, when Boeing has a much-lauded knowledge management (KM) program?” Posted by Bruce Boyes on Real KM.com, July 8th 2019 … © F. de Viron, J. Hermans LSMF2011 - 2020-2021 21 21 10 23/04/2021 2. How roles are organized? What kind of organization can support the process, the knowledge flow and knowledge creation? ▪ Global Knowledge perspective “No single department or function can deliver corporate objectives alone” (Davenport & Prusak, 2000, p108) ▪ Local and global organization ▪ Local only © F. de Viron, J. Hermans LSMF2011 - 2020-2021 22 22 Example including expert networks and CoPs CEO Transversal units CFO, CKO, … CoP = Community of Practice Internal Networks Div Multi divisional Teams /projects Shared Knowledge Cross functional teams/projects © F. de Viron, J. Hermans LSMF2011 - 2020-2021 Source: Oliver & Kandadi, 2006, Journal of KM, Vol 10 n°4 23 23 11 23/04/2021 Example of Hybrid organisational structure for KM CQO = Chief Quality Officer Functional roles embedded in KM jobs KM roles embedded with functional jobs CEO CFO Investments Director KM Sponsorship Finance Director Accounting Manager Financial KB Development Co-Pr E-Business Dir KM Evangelisation Web develpment Manager K Portal Development CQO KM Director Brand Development KM Project Manager Product Marketing Sales Director Sales Manager Sales Knowledge Coordination Source: Oliver & Kandadi, 2006, Journal of KM, Vol 10 n°4 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 24 24 Example Hybrid Organizational structure of KM Business function ▪ Consultants ▪ Research and Knowledge Professionals Knowledge function ▪ Development of expertise profiles (de Viron, F. et Lederer, T., McKinsey: which strategy to turn knowledge into a unique and distinctive competitive advantage?, A Case Study from the Louvain School of Management (UCL) – CRECIS 2010 ) © F. de Viron, J. Hermans LSMF2011 - 2020-2021 25 25 12 23/04/2021 © F. de Viron, J. Hermans Example of Ambidextrous Organisation Exploitation existing knowledge Exploration New knowledge CEO Headquarters Existing Businesses Support Emerging Businesses R&D Man R&D Man Mkt © F. de Viron, J. Hermans Mkt (Ingham Innovation management 2009, Adapted from O Reilly III, Tushman) LSMF2011 - 2020-2021 26 26 3. What’s the role of HRM? ▪in managing Knowledge workers ▪in dealing with Barriers to KM ➔New attitudes in HRM From https://www.indiamart.com/proddetail/human-resource-managementsoftware-hrm-application-18780947988.html © F. de Viron, J. Hermans LSMF2011 - 2020-2021 27 27 13 23/04/2021 Role in managing Knowledge workers Characteristics of knowledge worker: ▪ ▪ ▪ ▪ ▪ Chooses where to work and when to leave Seeks meaning and significance in life and in work (meaning as a central aspect of work) Consumes knowledge and information to perform his/her job Knows more than manager regarding the job Likes autonomy in work and likes to be independent in his/her decision-making →New attitudes, methods, values in HRM Leading Knowledge Workers ▪ Combined emotional and “rational” management ▪ Democracy ▪ Innovation encouragement ▪ Social involvement (Levy, 2010, Davenport, 2005, 2010) © F. de Viron, J. Hermans LSMF2011 - 2020-2021 28 28 Role in dealing with Barriers to KM KM barriers Sharing knowledge is not ‘natural’ → new culture “Companies tend to know that knowledge sharing is important, but fail to really do it “ ◦ Knowledge sharing was simply not a priority for some firms because they felt they had other more pressing concerns ! ◦ Unclear link between knowledge sharing and innovation/value ! Results from research Kianto et al, 2017; J. Birkinshaw & N. Arvidsson , EBF, Issue 29, Summer 2007 ➔New attitudes in HRM © F. de Viron, J. Hermans LSMF2011 - 2020-2021 29 29 14 23/04/2021 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 30 30 HRM role in KM: New challenges ▪Understanding the knowledge worker ▪Promoting Knowledge Transmission: a key issue in HRM ▪ Brain Drain (scarce knowledge) ▪ Inter-generational nurturing ( Seniors-juniors team members) ▪Supporting Competences/Talents development paths ▪ Talent staffing system and Competences Model (career path, training, …) ▪ Definition of job family ▪ ▪ ▪ ▪ Definition of the nature of the activity inherent to the job family Identification of factors of differentiation Definition of responsibilities and Precise definition of KPIs Example : Project Manager - progression on 4 levels ▪Supporting Communities of practices (CoP) and Informal Networks ▪Developing global Learning process within the firm ▪ How to develop systematics in learning and becoming a ‘Learning Organization ‘ ? Work place learning? © F. de Viron, J. Hermans LSMF2011 - 2020-2021 32 32 15 23/04/2021 March 9,32017 Chapter / 34 Knowledge and Knowledge Management Strategies A broader view Knowledge Cartography WHAT Knowledge needed ? Knowledge exploration ? (creation of new knowledge?) Or Knowledge exploitation ? Apply what it is already known? HOW manage Knowledge ? Processes ? Which part of Intellectual Capital ? Individual or Organizational? Knowledge to create Knowledge? Learning Capacity ? People to People or People to Document ? de VIRON, F. et al (2014), Exploring Knowledge Strategy within a Knowledge-Intensive Organization: a case study approach. © F. de Viron, J. Hermans LSMF2011 - 2020-2021 34 34 Alignment of KM strategy and HRM practices Theoretical Framework ( Bierly III,P.E. & Daly, P., 2002) 1. Define Knowledge strategy ▪ Acquisition and creation of New K or leverage of existing K → 4 types of firms: explorers, maintainers, exploiters, bimodal learners ▪ Within each K strategy type, Internal or external K 2. Bundle their HRM practices to support the same goals of the organisation ▪ “No one best bundle of HRM practices for all firms” 3. Align their HRM practices with their future K strategy and KM strategy 4. Be internally consistent: K strategy and HRM practices fit with the firm’s size, structure, culture and the external environment © F. de Viron, J. Hermans LSMF2011 - 2020-2021 35 35 16 23/04/2021 Characterization of HRM practices on K (M) strategy (1/2) (Bierly & Daly, 2002 - de Viron et al, 2014) Explorers → creativity & risk taking BiModal Learners → dev. new radical K & exploit. K Combine explorers and exploiters (contradiction!) Require flexibility in HRM practices ▪ Staffing: recruit for new K ▪ Training: encouraging individual experimentation, high socialisation ▪ Performance: result-oriented, individualised appraisal ▪ Training: less formal learning, open ▪ Compensation: resources attraction, communication employee ownership ▪ Performance: long-term results ▪ Job design: autonomy, high challenges, crossfunctional teams, alternative work schedules ▪ Job design: loose job definitions, high employee participation © F. de Viron, J. Hermans LSMF2011 - 2020-2021 36 36 Characterization of HRM practices on K (M) strategy (2/2) (Bierly & Daly, 2002 - de Viron et al, 2014) Maintainers → stability in Knowledge base Exploiters → leverage existing K better ▪ Staffing: internal hiring (track record in the firm) ▪ Training (crucial) : formal training, ensure familiarity, high level of socialization, standard operating procedures ▪ Performance: behavioral appraisals ▪ Compensation: monetary, traditional salary (conformity) ▪ Job design: narrow job definition, clear career paths ▪ Staffing: internal hiring, promotion and transfer ▪ Training: formal & frequent training in new technologies, on –site, on-job, cross-training ▪ Performance: combination of behavior-based and short-term results-based appraisal; importance of voice (participative goal setting) ▪ Compensation: individual and team production incentives ▪ Job design: cross-training and teams (generation of ideas) © F. de Viron, J. Hermans LSMF2011 - 2020-2021 37 37 17 23/04/2021 38 38 Key Learnings Every one is involved… … with specific responsibilities In line with your knowledge strategy (what: exploration/exploitation, internal/external, market/technology) And to flesh out the knowledge management strategy (how: SECI, intellectual capital development, P2P or P2D, etc) © F. de Viron, J. Hermans LSMF2011 - 2020-2021 39 39 18 23/04/2021 Key learnings ▪Emergence of new actors ▪ Knowledge workers ▪ Communities of Practice/ Networks ▪New challenges for HRM ▪ Management / Development of those actors ▪ Mobility ▪ Age Pyramid ▪ Knowledge loss or retention ▪ Development of Learning Systematics ▪ Work Place Learning © F. de Viron, J. Hermans LSMF2011 - 2020-2021 40 40 Key learnings Alignment of knowledge strategy and HRM practices depending on firm characteristics ▪Size ▪ more resources (large) ▪ more flexibility (SME) ▪Structure ▪ centralized firms (rapid implementation of ideas) ▪ decentralized firms (creation new knowledge) ▪External environment (industry characteristics) ▪Culture © F. de Viron, J. Hermans (Bierly & Daly, 2002) LSMF2011 - 2020-2021 41 41 19 23/04/2021 Key learnings & link with next week: a coherent pentagon Business Strategy « When the wind blows, some build walls, others build windmills. As HR our role is to help build mills» Karine Boullier, Director of HR communication, Sanofi group © F. de Viron, J. Hermans Knowledge Strategy Knowledge Management Strategy Learning Culture Human Resources Strategy LSMF2011 - 2020-2021 42 LSMF2011 - 2020-2021 43 42 Questions? © F. de Viron, J. Hermans 43 20 23/04/2021 © F. de Viron, J. Hermans LSMF2011 - 2020-2021 44 44 45 45 21
