Leverage Knowledge Research Articles

Enhancing knowledge exchange through Communities of Practice at the Inter‐American Development Bank

A relatively new and spontaneous organisational form, simply referred to as Bank Networks or Communities of Practice (CoPs)(informal groups of professional workers who share similar interests and goals), have emerged in the past few years at the Inter‐American Development Bank (IDB). They are complementing the existing structures and enhancing knowledge exchange and organisational learning. These Bank Networks position the Institution in an optimal situation to explore to a greater extent the benefits of knowledge exchange and leveraging of institutional knowledge. The article examines, evaluates and gives the main findings of an empirical study of the nature, structure and activities carried out by the existing Bank’s Communities of Practice. Some ideas as to whether organisations should be supporting and encouraging the formation and development of Communities of Practice, and whether and how their proliferation should be fostered, are offered for consideration.

Knowledge management capabilities in R&D: a UK‐‐Japan company comparison

This paper uses a ‘knowledge‐based’ approach to compare the management of R&D in two leading chemicals companies, one British (ICI plc) and one Japanese. It describes key differences in the ways they integrate the ‘near‐market’ knowledge of business units and the scientific knowledge and technical expertise of R&D personnel in central R&D facilities. It shows that the same management practices that underpin superior ‘integrative capabilities’ in the Japanese firm, including central funding of R&D, job‐rotation and career structures and multidisciplinary project teams, also result in significant R&D weaknesses. The comparison demonstrates that different organisational mechanisms are needed to support (1) the development and (2) the leveraging of specialist knowledge within different innovation contexts. Firms must be able to strike a balance between integrative and specialist capabilities to get the most from their R&D. Moreover, the above characteristics which underpin these capabilities are often ‘embedded’ in the broader organisation making them difficult to emulate when they represent ‘best‐practice’ but also making them difficult to change in response to new threats and opportunities.

CLIPPINGS

… [T]oday's multinationals lack the structures, processes, and incentives to leverage knowledge that is scattered in pockets around the world. Traditional multinationals know how to project what they have learned in the home market around the world. Increasingly, they can use their local knowledge to adapt a standard formula to the peculiarities of different national markets. But few traditional multinationals have the capacity to mobilize scattered knowledge to create world‐beating innovations. Despite dramatic advances in information and communications technologies, the tyranny of distance still stands in the way. This is the metanational challenge. …

Using perceptual syntax to enhance semantic content in diagrams

Diagrams are essential in documenting large information systems. They capture, communicate, and leverage knowledge indispensable for solving problems and act as cognitive externalizations (intertwining internal and external processes to extract information from the external world to enhance thought). A diagram provides a mapping from the problem domain to the visual representation by supporting cognitive processes that involve perceptual pattern finding and cognitive symbolic operations. However, not all mappings are equal, and for effectiveness we must embed a diagram's representation with characteristics, which lets users easily perceive meaningful patterns. Consequently, a diagram's effectiveness depends to some extent on how well we construct it as an input to our visual system. In our research, we focus on a class of diagrams commonly referred to as graphs or node-link diagrams. Nodes representing entities, objects, or processes, and links or edges representing relationships between the nodes characterize them. Their most common form is outline circles or boxes denoting nodes and lines of different types representing links between the nodes. Entity-relationship diagrams, software structure diagrams, and data-flow models are examples of node-link diagrams used to model the structure of processes, software, or data.

Measurement practice for knowledge management

Knowledge management (KM) has become part of common vocabulary in academic circles as well as in the business world. Whilst an increasing number of companies have embarked upon knowledge management initiatives, a large proportion of these initiatives remain technically focussed. The problem with this type of focus is that it excludes and neglects the true potential benefits that can be derived from knowledge management. In this paper we present a holistic model of KM which dynamically incorporates both tactical as well as strategic elements. Secondly in this paper we address a very important gap in the field of KM, namely how to measure KM by developing a framework which systematically allows for screening and evaluation. The measurement framework proposed enables leveraging knowledge assets effectively and efficiently. Without a holistic perspective which captures all the key elements and dimensions, KM initiatives will create marginal gains at best and failure at worst.

The Transfer of Resources and Competencies for Developing Technological Capabilities - The Case of Fujitsu-ICL

In the management literature and the literature on technology transfer, it is widely acknowledged that learning in general, and the leveraging of knowledge throughout firms in particular, is important. However, there appears little systematic evidence of what technology and knowledge is transferred between organizations and how this occurs. The literature also tends to neglect how firms use such technology/knowledge transfer to cultivate appropriate technological capabilities. This paper addresses this gap in the literature by examining the successful exchange of resources and competencies between Fujitsu and ICL, and how it helped to extend the technological capabilities of both firms. It traces the evolution of the relationship from that of a loose technology-sharing agreement to that of sustained project collaboration and partnership. This relationship proved to be enduring, and provides a road map for firms engaged in technology/knowledge transfer to develop their indigenous technological capabilities.

Benchmarking unveils emerging knowledge management strategies

Based on the findings of a large‐scale benchmarking study, this article highlights the strategies employed by best‐practice organizations to identify, capture, and leverage knowledge. Supported by case study examples from several companies, descriptions of six emerging knowledge management strategies discovered during the benchmarking process are provided. The article reveals how organizations seek to incorporate various knowledge management approaches into their business and sheds light on the changing nature of knowledge management in general.

A taxonomy of knowledge projects to underpin organizational innovation and competitiveness

It is well established in the literature and evidenced in practice that an organization's ability to innovate leads to competitiveness. This paper attempts to understand the contribution that knowledge management makes to an organization's ability to innovate and, ultimately to be competitive. It develops an approach that enables organizations to leverage knowledge for innovation by ensuring knowledge projects are managed appropriately. We argue first, that the unit of knowledge analysis should be the business process. Second, we suggest that classifying knowledge projects significantly aids understanding and hence assists in achieving innovation. A key feature of the approach is the knowledge-innovation diamond: this provides a classification framework for knowledge projects and thereby enables organizations to establish a clear link between these projects and their contribution to innovation. Further, it provides insights into selecting the appropriate management approaches for a particular project. The implications of this approach for practitioners and academics are identified. Copyright © 1999 John Wiley & Sons, Ltd and Cornwallis Emmanuel Ltd.

A taxonomy of knowledge projects to underpin organizational innovation and competitiveness

It is well established in the literature and evidenced in practice that an organization's ability to innovate leads to competitiveness. This paper attempts to understand the contribution that knowledge management makes to an organization's ability to innovate and, ultimately to be competitive. It develops an approach that enables organizations to leverage knowledge for innovation by ensuring knowledge projects are managed appropriately. We argue first, that the unit of knowledge analysis should be the business process. Second, we suggest that classifying knowledge projects significantly aids understanding and hence assists in achieving innovation. A key feature of the approach is the knowledge-innovation diamond: this provides a classification framework for knowledge projects and thereby enables organizations to establish a clear link between these projects and their contribution to innovation. Further, it provides insights into selecting the appropriate management approaches for a particular project. The implications of this approach for practitioners and academics are identified. Copyright © 1999 John Wiley & Sons, Ltd and Cornwallis Emmanuel Ltd.

Individual and Co.: the third epoch

Proclaims present‐day managers have unconsciously inherited an approach to organizations that is of rapidly declining relevance. States some managers have moved beyond the old management practices and organizational assumptions and it seems that the impending death of the large organization has been somewhat exaggerated, as they can be big and also small. Believes that the individualized corporation succeeds through three basic capabilities: individual initiative; leveraging knowledge; and continuous renewal. Uses a Table showing the relevant process. Concludes top management must be prepared to question all that has been the basis of past success, identifying, in broad strategic terms, successful development's new paths.

Outsourcing competitive advantage: the use of supplier associations

The development of sustainable competitive advantage has long been the “holy grail” of western management. Evidence presented in this paper shows that at least one of the world’s leading companies has sought to achieve advantage by leverage of knowledge and skill within its complete supply chain. The company is Toyota of Japan. A description of the benefits involved and the story of how effective “outsourcing” of competitive advantage occurred is told in full. In addition the lessons from the supplier integration process and the use of kyoryoku kai are crystallised into a working model of how this approach may be emulated in the west. What is affectively a four stage supplier association model is discussed in detail together with an illustration of each approach within a UK context. The paper seeks to provide the reader with a complete picture of how supplier associations developed and how they might be used to create and “outsource” significant competitive advantage for complete supplier networks elsewhere.

Integrating Learning and Knowledge Infrastructure

The establishment of a learning culture supported by powerful knowledge systems can transform the rate and quality of learning. Those factors key to the learning culture not only help accelerate the rate of learning and knowledge creation, they also provide a solid foundation for building meaning and motivation in the workplace. A case study is presented describing how Action Learning, supported by an intranet knowledge system (Open Learning Centre), provides the means to capture and leverage knowledge as well as contributing to skills development.