management Internat|ona|e [sur[|tQgma||com Mob||e009733642S3S7 ouL Lhe auLhor W Mcklnsey Company ls a gloal managemenL consulLlng flrm 1hey are a LrusLed advlsor Lo Lhe world's leadlng uslnesses governmenLs and lnsLlLuLlons W 1hey help leaders make dlsLlncLlve lasLlng and susLanLlal lmprovemenLs Lo Lhe performance of Lhelr organlzaLlons W 1hey Lackle Lhelr mosL dlfflculL lssues and serlous challenges W 1hey provlde our people an ouLsLandlng place Lo work wlLh opporLunlLles for growLh LhaL Lhey can flnd nowhere else genda 1 lnLroducLlon Lo knowledge managemenL 2 Mcklnsey's survey 3 CreaLlng a deslre for knowledge 4 8rlnglng knowledge Lo 8ear 3 knowledge culLure and lLs relevance Lo organlzaLlon 6 knowledge culLure and lLs relevance Lo organlzaLlon culLure 7 knowledge culLure and lLs relevance Lo Puman resource 8 8lllography 1 lnLroducLlon Lo knowledge managemenL 1here are several dlfferenL and someLlmes qulLe confuslng sLaLemenLs LhaL clalm Lo e a deflnlLlon of knowledge ManagemenL and Lhere are dlfferenL perspecLlves on whaL knowledge ManagemenL ls lor example W kM ls aouL sysLems and Lechnologles W kM ls aouL people and learnlng organlzaLlons W kM ls aouL processes meLhods and Lechnlques W kM ls aouL managlng knowledge asseLs W kM ls a hollsLlc lnlLlaLlve across Lhe enLlre organlzaLlon W kM ls noL a dlsclpllne as such and should e an lnLegral parL of every knowledge workers dally responsllllLles 2 Mcklnsey's survey 8ecause knowledge managemenL ls an lncreaslng essenLlal componenL of lnnovaLlon and value creaLlon Mcklnsey made a survey of 40 companles ln Lurope !apan and uS 1hey focused lnLo Lwo Lasks W roducL developmenL W Crder generaLlon and fulflllmenL CaLegorlzlng Lhe sample companles (19931998) uslng process performance and flnanclal lndlcaLors W 13 successful companles W 10 moderaLely successful companles (wlll e lefL ouL Lo geL slgnlflcanL dlfferenLlaLlon) W 13 less successful companles Successfu| compan|es LessSuccessfu| compan|es CuL LhroughpuL Llme 11 16 uevelopmenL Llme 46 07 Comparlng Lhe knowledge managemenL pracLlces ln Lhose companles Lhey found Successful companles ulld a corporaLe envlronmenL LhaL fosLers a deslre for knowledge among Lhelr employees and LhaL ensures lLs conLlnual appllcaLlon dlsLrluLlon and creaLlon 3 CreaLlng a deslre for knowledge W pproaches Less Successful Companles ush knowledge pproach (Lo where lL ls needed) Successful Companles knowledge ull pproach (rewardlng employee Lo seek share and creaLe knowledge) W 8arrlers Lmployees reslsL uslng knowledge generaLed y oLhers eople sLlll elleve LhaL Lhe hoardlng of knowledge ls power 1hls may help lndlvlduals uL hurLs companles 3 CreaLlng a deslre for knowledge now to ovetcome bottlets? W LsLallsh clear goals LhaL promoLe knowledge pull y forclng employees Lo reach eyond Lhemselves W SeL amlLlous goals for roducL developmenL and process lnnovaLlon W CranLlng flnanclal and oLher lncenLlves Lo reward employees who pull knowledge from lnLernal and exLernal sources and conLrluLe Lhelr own knowledge Lo Lhe corporaLe ase W 1ylng lncenLlves Lo goals LhaL employees can lnfluence uL noL achleve on Lhelr own forces Lhem Lo seek and Lo offer knowledge more road W lncenLlves can lnclude coveLed offlce space opporLunlLy Lo Lravel and recelve more challenglng asslgnmenL W lncludlng Lhe knowledge managemenL among Lhe corporaLe oecLlves W erform research compeLlLlons wlLh hlgh presLlge hlghvalue prlzes W keep knowledge managemenL ln mlnd when crafLlng Lhe corporaLe sLraLegles 3 CreaLlng a deslre for knowledge ootce2000 sotvey of 40 compooles lo otope Iopoo ooJ tbe u Mcklosey ooolysls ercenL of arLlclpanLs uslng speclflc Lechnlques 4 8rlnglng knowledge Lo 8ear W es|des creat|ng an env|ronment that encourage know|edge pu|| successfu| compan|es exce| |n A App|y|ng know|edge D|str|but|ng know|edge C Creat|ng know|edge W 1hese tasks are |ntergraded and can't eas||y be separated so for examp|e a techn|que that he|ps d|str|bute know|edge cou|d a|so fac|||tate |ts app||cat|on |n spec|f|c s|tuat|ons W nowever d|v|d|ng the range of know|edgemanagement pract|ces among these three tasks |s part|y a matter of conven|ence and part|y an attempt to d|st|ngu|sh techn|ques by the speed w|th wh|ch they can |mprove corporate performance 4 8rlnglng knowledge Lo 8ear ppllcaLlon 1he appllcaLlon of knowledge LhaL ls already ln hand ls Lhe fasLesL and mosL dlrecL way of uslng knowledge Lo lnfluence a company's oLLom llne furLher lf companles fall Lo apply knowledge lLs successful dlsLrluLlon and culLlvaLlon wlll have llLLle lmpacL 8uL Lhe lssue ls LhaL whlle lnformaLlon ls generally a facL whereas knowledge ls suecLlve and would e welghL y lndlvlduals ased on dlfferenL seL of experlences and preudlces So|ut|ons CreaLe cross funcLlon Leams LsLallsh faceLoface meeLlngs Lo creaLe common undersLandlng dapL ldeas lnLo dlfferenL processes where needed 4 8rlnglng knowledge Lo 8ear 8 ulsLrluLlon 1echnlques LhaL eneflL appllcaLlon ofLen eneflL dlsLrluLlon slnce Lhe Lwo are closely llnked uL appllcaLlon focuses on uslng knowledge for lmmedlaLe effecL dlsLrluLlon on movlng knowledge Lo where lL can esL e applled and so heavlly relles on good lnfrasLrucLure Powever Lhe challenge goes eyond ulldlng lnformaLlon neLworks as much of Lhe mosL valuale knowledge ls emedded ln Lhe mlnds of Lhe employees and LaclL knowledge ls very hard Lo manage So|ut|ons Lncourage exchange and sharlng of LaclL knowledge Lncourage personal neLworklng cross funcLlon Leams and o roLaLlons LsLallsh daLa neLworks accesslle across funcLlons 4 8rlnglng knowledge Lo 8ear C CreaLlon knowledge creaLlon ls Lhe key source of lnnovaLlon ln any companyCeorg von krogh (1998) ?eL of all Lhe Lasks lnvolved ln managlng knowledge lLs creaLlon ls Lhe mosL sllppery ecause creaLlvlLy ls culLlvaLed raLher Lhan ordalned So|ut|ons Maklng Lhe os of employees more lnLeresLlng Lo encourage creaLlvlLy llow employees Lo parLlclpaLe ln proecLs noL dlrecLly llnked Lo Lhelr usual work 3 knowledge culLure and lLs relevanL Lo organlzaLlon W Managers need a concepLual framework of Lhe llnks eLween culLure and knowledge Lo deslgn Lhe lnLervenLlons needed Lo creaLe ehavlors LhaL wlll supporL Lhelr knowledge managemenL W oecLlves 1he purpose of Lhls arLlcle has een Lo suggesL four ways ln whlch organlzaLlonal culLure lnfluences ehavlors cenLral Lo knowledge creaLlon sharlng and use W CulLure medlaLes Lhe relaLlonshlps eLween lndlvldual and organlzaLlonlevel knowledge W CulLure creaLes Lhe conLexL for soclal lnLeracLlon LhaL ulLlmaLely deLermlnes Lhe value an organlzaLlon derlves from knowledge 6 knowledge culLure and lLs relevance Lo organlzaLlon culLure W knowledge shapes Lhe culLural process W knowledge culLure ls Lhe crlLlcal sLep ln developlng oLh a sLraLegy and speclflc lnLervenLlons Lo allgn Lhe flrm's culLure ln supporL of more effecLlve knowledge use 7 knowledge culLure and lLs relevance Lo Puman resource W 1he areas of P8M and P8u ln oLh pullc and prlvaLe secLor organlzaLlons where we have seen Lhe mosL lmpacL from approaches ased on knowledge managemenL are 8ecrulLmenL 8eLenLlon and Successlon lannlng ay and 8eward 1ralnlng and uevelopmenL W 1he common Lhemes affecLlng Lhese areas and Lhe focus for Lhls dlscusslon paper are Lhe P8M lmpacLs of Lhe knowledge economy arlslng from changes Lo 'ower relaLlonshlps eLween organlzaLlons and lndlvlduals CommunlcaLlons ManagemenL 8oles values and eLhlcs Managlng Change and Managlng CrganlzaLlonal CulLure 88lllography W Colllson Chrls and Ceoff arcell eotoloq 1o lly ltoctlcol lessoos ftom ooe of tbe wotlJs eoJloq koowleJqe compooles ! Wlley / CapsLone 2003 W C uesouza kevln ed -ew ltootlets of koowleJqe algrave Macmlllan 2003 W 1ruch Ldward ed evetoqloq cotpotote koowleJqe Cower 2004 W MerLlns kal eLer Pelslg and !ens voreck eds koowleJqe Moooqemeot coocepts ooJ 8est ltoctlces 2 oJ eJ Sprlnger verlag 2003 W 8ao and Madanmohan eoJloq wltb koowleJqe koowleJqe Moooqemeot ltoctlces lo Clobol 1aLa McCraw Plll 2003 W uespres Charles and uanlele Chauval eds koowleJqe notlzoos 1be lteseot ooJ tbe ltomlse of koowleJqe Moooqemeot 8uLLerworLhPelneman 2000 W -onaka lkulro and PlroLaka 1akeuchl 1be koowleJqecteotloq compooy Cxford unlverslLy ress 1993 W 8elllnger Cene knowledge ManagemenL 1997 W lavl Maryam and uoroLhy L Leldner knowledge managemenL sysLems lssues challenges and eneflLs CommunlcaLlons of Lhe lS 1999 W lerLhal Les 8emarks Lo Lhe llnanclal LxecuLlves lnsLlLuLe uallas1x CcL 23 1993 W 8aLeson Cregory Mlnd and -aLure -ecessary unlLy 8anLam 1988 W CslkszenLmlhalyl Mlahly 1he LvolvlngSelf sychology for Lhe 1hlrd Mlllennlum Parper perennlal Llrary 1994 88lllography W CulLure and Change ManagemenL lnLernaLlonal !ournal of knowledge volume 8lssue 8 W Parman Chrls and Sue 8relade Managlng Puman 8esources ln Lhe knowledge Lconomy unlLed -aLlons 7Lh Cloal lorum on 8elnvenLlng CovernmenL 2629 !une 2007 W Parman and 8relade knowledge ManagemenL and 1he 8ole of P8 llnanclal 1lmes renLlce Pall 2000