The life cycle of companies and enterprises, at present, is short-lived due to rapid social and technological changes. Despite the growing awareness on the importance of knowledge management (KM) among academic researchers, it is still not widely practiced in industry. Why is this?
Most KM programs emphasize the importance of capturing, retaining, and sharing organisational knowledge amongst their stakeholders. The beneficial effect of these programs is rarely felt immediately, which often results in senior management avoiding prioritising KM initiatives. To overcome this hurdle in implementing KM an approach that includes the assessment of knowledge risk factors and the disastrous effect on the daily operation of the company is explored.
This book is the first attempt of its kind to provide a pragmatic view to launch knowledge risk management at the grassroot level, with steps by steps on what should be the mission and practical skills needed for a KM practitioner. Another surprise of this book is the numerous cases, examples and data that are brough about from the real business world. For business practitioners, KM researchers and those in HR, risk management, management accounting and Leadership this work is a must for expanding their understanding of Knowledge Management and knowledge risks.
Author(s): Rongbin W B Lee, Jessica Y T Yip, Vivien W Y Shek
Publisher: Emerald Publishing
Year: 2021
Language: English
Pages: 239
City: Bingley
Half Title Page
Title Page
Copy Right Page
Contents
Foreword by Leif Edvinsson
Preface
Acknowledgments
Chapter 1: Introduction
Is KM a Fad?
On a New Understanding of Knowledge
What is Knowledge?
Typology of Knowledge
What Should be the Core Skills of a KM Professional?
References
Extended Reading
Chapter 2: Assessment of Knowledge Risks
What is Risk and Risk Management?
Major Dimensions of Knowledge Risk
(i) Knowledge Leakage Risk
(ii) Knowledge Loss Risk
(iii) Knowledge Obsolescence Risk
(iv) Knowledge Shortage Risk
Assessment of the Knowledge Risk Factors
Level 1 Assessment
Knowledge leakage risk A. IT security:
Knowledge loss risk D. Employee turnover:
Knowledge obsolescence risk G. R&D intensity:
Knowledge shortage risk J. Employee training:
A Case Study of Level 1 Risk Evaluation
Level 2 Assessment
Case Study of Knowledge Risks
References
Extended Reading
Chapter 3: Intellectual Capital Charting, Accounting and Risks
Identification of Knowledge Assets
An IC Management Reference Model
Intellectual Capital Charting
(i) Elicitation of IC Elements
(ii) Assessment of the IC Elements
(iii) Compilation of the IC Strategic Map
The Other Side of the Balance Sheet: IC Risk
The Framework: Stakeholder Values
IC Value Tree
Developing a Balance
IC Risk Analysis
Risk Factors
Mitigating Risks
To Publish or Not to Publish?
IC Accounting
References
Extended Reading
Chapter 4: Knowledge Audit
What is Knowledge Audit?
Framework of Knowledge Audit
Selection of Audit Process
Design of STOCKS Survey Forms
The STOCKS Workshop
Case Implementation at a Power Utility Company
Project Execution and Implementation
Building Knowledge Inventory
Analysis of Audit Results
(i) Stakeholder analysis
(ii) Distribution of knowledge workers
(iii) Knowledge mapping
(iv) Ranking of industrial technology
(a) Technology mapping.
(b) Critical implicit knowledge.
(v) Distribution of explicit knowledge
Audit Recommendations
References
Extended Reading
Chapter 5: Knowledge Elicitation for Unstructured Business Process
Knowledge Discovery Journey
What is Knowledge Elicitation?
Direct Knowledge Elicitation
Indirect Knowledge Elicitation
The Application of Narratives
Structured and Unstructured Business Processes
Audit of SBPs
Audit of UBPs
Design of Audit Methodology
(i) Knowledge elicitation
(ii) Knowledge representation
(iii) Role of the Researcher
Case Study in a Gas Utility Company
Observation
References
Extended Reading
Chapter 6: Building a Learning Organization
What is a Learning Organization?
Organizational Learning versus Individual Learning
Intrinsic Barriers to Learning
Single-loop and Double-loop Learning
Theory of Action
Organizational Defense Routines
Organizational Forgetting
(i) Memory decay
(i) Failure to capture and consolidate
(iii) Abandon innovations
(iv) Unlearning
Corporate Amnesia
Loss of organizational memory
Flexible labor market
Short and selective memory
Defensive reasoning process
(a) Time-based OA
(b) Space-based OA
Gaps in Organizational Learning
References
Extended Reading
Chapter 7: KM Implementation
Center of Excellence in Electronics Manufacture
What is a CoE?
Implementation
Reliability Management in Airline Company
Objectives of Project
Implementation
Use of Cognitive Maps
Near Miss in Aircraft Maintenance Industry
Managing Near Miss in Hospitals
Dynamic Taxonomy in a Small Trading Firm
Formulation of KM Strategy in SME
References
Extended Reading
Chapter 8: Measuring Corporate Performance
Measurement Models
KMMM Implementation at Siemens AG
KMMM Introduction
KMMM Implementation
KMMM Benefits
Most Innovative Knowledge Enterprise
Features of the MIKE as Benchmarking Tool
Assessing Innovation Performance
A Framework of IC Practice-Driven Innovation
Findings of the First Run of Global MIKE Study
Good Practices
Acknowledgment
References
Extended Reading
Epilogue
Appendices
Appendix 1. Knowledge Risk Assessment: Level 1 Checklist
Knowledge Risk Factor Survey
Background Information
Survey
Section I: Knowledge Leakage Risk Factor
Section II: Knowledge Loss Risk Factor
Section III: Knowledge Obsolescence Risk Factor
Appendix 2. List of Questions to Seek Evidence for Level 2 Evidence-based Validation
Knowledge Loss Risk
Knowledge Obsolescence Risk
Knowledge Shortage Risk
Appendix 3. Evidential Reasoning Approach in Risk Assessment
References
Index
