Expert answer:knowledge management paper

Solved by verified expert:Students will be required to submit a 3 pages paper in which they identify, discuss and justify their positions on strategic components highlighted in example knowledge management deployments discussed and reviewed in class.
chapter_8_architecting_the_km_system.pptx

chapter_12_improving_global_knowledge_management_through_inclusion_of_host_country_workforce_input.pptx

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MGMT-311 Knowledge Management
Chapter 8
Dr. Kevin J. O’Sullivan
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Examine the components that can form the
building blocks for developing a Knowledge
Management Systems
Maturity levels of Knowledge Management
systems
Patterns and Architectures for implementation
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Systematic process of
defining KM requirements
KM team is formed with
clearly defined objectives
Different approaches
adopted by organizations in
architecting and
implementing KM solutions
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Many organizations architect solutions in an
evolutionary manner. A KM initiative is
launched as part of which existing Enterprise
portal and other systems in the enterprise are
extended to meet KM goals
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The key aspect of this approach is to base the
solution on products available from vendors or
from Open Source
The different products that are needed to meet
the KM objectives are identified and the
solution is architected based on customization
of products

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In this approach, while existing systems are
extended wherever appropriate, suitable
products are also identified and customized to
meet the KM objectives of the organization
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Aggregator
Segregator
Publisher
Explorer
Collaborator
OrchesTrator
Storage & network
ASPECTS
Orchestrator
Publisher
Explorer
Collaborator
Network
Storage
Aggregator
Segregator
Fig. 1: Components of KM System
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Aggregator component accesses data in number of sources of the
organization and creates index information in Storage (and
network) component.
Segregator component maintains taxonomy of knowledge topics
and classifies the indexed information created by the Aggregator
component based on the categories defined for the enterprise.
Publisher component exposes the explicit knowledge created by
the Aggregator and Segregator components through different
mechanisms such as enterprise portals, newsletters and training
updates. This component is meant to update and generate interest
in users who may not be looking for specific information or data.
Explorer component is the mechanism for the users in the
enterprise who may be interested in information related to specific
topics. It allows for search and retrieval of ranked lists of results
for the search criteria indicated by the users.
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Collaboration component is specifically meant
to facilitate communication, sharing and
transfer of tacit knowledge
Orchestrator component brings the dynamism
to the KM system and ensures that all the other
components perform continuously their
respective functions in order to provide a live
knowledge environment.
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Level 1 – Initial
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Level 2 – Publisher
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In this initial level, the Aggregator and Segregator
components are implemented to some extent with
rudimentary search and retrieval mechanism
In the Publisher level, the Aggregator and Segregator
components are further implemented and the Publisher
component (typically an enterprise portal) is
implemented
Level 3 – Explorer
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By the time an organization reached this level, a culture of
using KM systems for accessing the explicit knowledge
would have set in. Users would demand facilities to
search and retrieve information of their interest. The
Explorer component is implemented by the organization.
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Level 4 – Collaboration
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With the users leveraging the KM system fully for
explicit knowledge, the organization focuses on
innovative ways of making the tacit knowledge
shareable. The organization would be in a position
to target a real-time enterprise from a business
perspective. Collaboration component is
implemented to address the KM needs.
Level 5 – Orchestration
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A real-time enterprise would be a reality when the
organization reached this level. Not only will the
business processes be agile but also the cultural
and systemic infrastructure of the organization
would be conducive to implement the
Orchestration component that would bring
dynamism to the KM activities
MGMT-311 Knowledge Management
Chapter 12
Dr. Kevin J. O’Sullivan

We examine the practical limitations and
vulnerabilities resulting from the overemphasis
upon expatriates and parent country nationals
in efforts to achieve effective global knowledge
management
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The strategic management literature in recent
years has emphasized the “resource-based
view” in which firms are characterized as
collections of resources and capabilities
This approach recognizes the firm’s knowledge
base as a major resource with significant
potential for providing competitive advantage
Knowledge flows of “know-how” rather than
operational knowledge both to and from
subsidiaries
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Organizations must appreciate the value of
their intellectual capital at all locations within
their organizational boundaries
Manage knowledge generation and knowledge
flows within their organization
Develop an inclusive organizational culture
that values knowledge sharing and
organizational learning
In other words, the key to successful knowledge management initiatives is
creating contexts in which individuals throughout an organization—not
just those from company headquarters—can share information
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As the ability to transfer knowledge may be the most
effective determinant of success
MNCs seeking international expansion should develop
systems that enable them to transfer knowledge
around the organization & create new knowledge and
skills
Expatriates can be sent for multiple purposes such as
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Filling a position
Management development
Organizational development
Expatriate assignment has expanded to include the
expatriate’s development of global competencies for
building global leadership within the MNC
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Expatriate managers apply extant knowledge
from the headquarters to the overseas
subsidiary
Can acquire new knowledge from the overseas
subsidiary that can ultimately be transferred to
the parent company.
The balance between global integration and
local responsiveness
The global transfer of knowledge and expertise
as a two-way process
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Where expatriate assignments should be designed to
effectively transfer corporate knowledge from
headquarters to the overseas subsidiary
To transfer knowledge about specific national
markets back to the parent company location as well
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Significant amount of valuable knowledge lost
Damage incurred to knowledge management
processes and structures through unsuccessful
repatriation
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Underutilization of repatriate tacit knowledge and
experience and repatriate turnover
Continues to be a significant challenge in
expatriate career management
Poor repatriation efforts
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Companies can subvert formal knowledge and
information channels supporting expatriation and its role
in knowledge generation for the firm through the
formation of informal and damaging channels of
information —often with greater credibility than the
formal channels —that inform expatriate candidates that
the acceptance of a foreign assignment can prove to be
very detrimental to their long-term careers
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Developing more comprehensive experience
databases for guiding professional decision
making and practice
Providing more valid pre-departure expatriate
training and on-site coaching
Developing a larger and more inclusive globally
competent workforce
Gaining an increased awareness about foreign
market needs and conditions
Developing a more flexible corporate mindset that
is more open to diverse perspectives and
challenges of our global economy.
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Developing more comprehensive experience
databases for guiding professional decisionmaking and practice
Providing more valid pre-departure expatriate
training and effective on-site expatriate
coaching
Developing a larger, more inclusive globally
competent workforce
Gaining an increased awareness about foreign
market needs and conditions

Developing a flexible corporate mindset that is
more open to diverse challenges of our global
economy
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Future research in global knowledge
management theory development and practice
could make valuable strides by expanding its
focus beyond expatriates and parent company
nationals to include the voice of the host
country workforce
Traditional myopic and ethnocentric view of
the parent company workforce
…
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