Papers by David Griffiths
David Griffiths assesses different perceptions of KM and concludes that the lack of a commonly ag... more David Griffiths assesses different perceptions of KM and concludes that the lack of a commonly agreed definition is what causes practitioners so many problems….
Executive summary
THIS REPORT is focused on developing an evidence-based health check on organis... more Executive summary
THIS REPORT is focused on developing an evidence-based health check on organisational knowledge management (KM) practice. It places the practitioner at the threshold of the KM field and provides information and evidence to support the decision-making process. By doing this, risk is minimised in KM investment and the potential return can be maximised.
The underpinning ideology of the report is one of transparency; empowering the KM practitioner to make value- based decisions that contribute to a high commitment and high performance work environment that improves the dynamic capability of the organisation.
It begins by challenging the founding assumptions of the practitioner. Starting with fundamental questions relating to what knowledge actually is from an operational perspective and why it needs to be managed, the report sets out to dispel popular theoretical and practitioner myths, such as the fact that technology can provide the solution for organisational KM practice. Placing the organisation in the knowledge economy, the report illuminates the transactional drivers that influence the development of value-based KM practice.
In an attempt to further scaffold the evidence base for value-based operational KM decision-making, the report establishes four key functions for KM processes and 12 variables. These functions and variables are illustrated via the knowledge core (K-Core) model, a new general model for KM. The function of this model is explained and transparent evidence for its construction is provided.
The report presents two case studies which demonstrate the application of the K-Core model in operational settings. The first, an anonymous UK-based multi-national enterprise (MNE), is an analysis of how the K-Core model is applied and the depth of feedback that it can illicit. The second is a more generic case study, set in an anonymous global pharmaceutical company. It uses the K-Core functions and variables to spotlight key issues for a MNE as it seeks new markets within an emerging economy.
Examining signals from practitioners and academics that suggest Knowledge Management (KM) to be u... more Examining signals from practitioners and academics that suggest Knowledge Management (KM) to be under performing, this paper undertakes research to determine potential causation. Issues of language, definition, literature and lack of a common framework are identified as potential inhibitors to value creation. This leads to a meta-synthesis of 287 pieces of literature that concludes KM to consist of four functions and 12 enablers. As a result of these findings, a definition of KM is offered. Further research into 71 KM models and frameworks suggests there to be a gap in literature in meeting the findings of the initial meta-synthesis. The paper offers further conclusions that contribute to the general knowledge of the field.
Knowledge is a critical resource for knowledge intensive companies within the Knowledge Based Vie... more Knowledge is a critical resource for knowledge intensive companies within the Knowledge Based View of the organisation. Currently, organisations across sectors appear to be expressing dissatisfaction in the performance of Knowledge Management (KM) as a strategic management tool. In response to these triggers the University of Edinburgh has developed a new general KM tool, The Knowledge-Core (K-Core), to assess maturity and provide gap analysis for knowledge driven organisations. The K-Core has been designed using evidence-informed research and consists of a maturity model, feedback tool and a 500 point question set, which is designed to assess the interaction between techno-centric and human-centric knowledge processes. This paper tests the tool using a case study, set in a generalisable organisation function, within Jargon Project Development (England), a MNC. The paper utilises a critical case study, the findings of which are informed through document analysis and 40 hours of interviews taken from a quota sample of 38 staff from a cross-section of levels, using a semi-structured format. Issues of reliability, confirmability, transferability and credibility within a single case study are addressed in the methodology. The research concludes, through the analysis of the following questions, that the case study appears to demonstrate the K-Core to be a viable general tool for use in knowledge intensive organisations: How might a general KM tool be used in an organisation; How might a general KM tool be used to identify gaps in organisation processes; and How might a general KM tool inform organisation process improvement? The response of the organisation is presented and aspects of further research discussed.
This paper sets out to acknowledge and address practitioner dissatisfaction in the field and, dra... more This paper sets out to acknowledge and address practitioner dissatisfaction in the field and, drawing on the identification of 16 Critical Success Factors in an earlier review of evidence based findings, the research examines underlying assumptions to contextualise the presentation of The Knowledge Core Model. These assumptions are signposted and their influences upon the modelling process are clearly stated. Criticisms of modelling processes are discussed and a pathway for validating the model under the Action research paradigm is presented.
This is a conceptual paper offering an approach to apparent practitioner and academic dissatisfac... more This is a conceptual paper offering an approach to apparent practitioner and academic dissatisfaction with the field of Knowledge Management (KM). Discussing definitions of knowledge, the drivers for its value as an organisational resource and comparing these against definitions of Knowledge Management, the paper suggests a divergence between operational needs and KM as the medium for coordination. Offering an historical perspective of knowledge as a resource it suggests KM to be too broad a concept to be effective in fulfilling the needs of organisations. The authors suggest a continuum for knowledge resource development from which Strategic Knowledge Resource Development is offered as a potential solution for current dissatisfaction. Further research is then suggested.
Knowledge exists as an asset for society when applied for the public good or as a commons resourc... more Knowledge exists as an asset for society when applied for the public good or as a commons resource. Policy makers require an analysis tool to understand whether knowledge processes are being managed appropriately. Wiig (2007) introduced the concept of Societal Knowledge Management along with principles for its effective use. We argue that there are gaps in current literature that could affect the ability of policymakers to evaluate societal knowledge performance. Using Wiig’s work, we suggest that an organisational knowledge management tool could provide a solution to this problem.
Knowledge Management suffers from a proliferation of models, which could be seen as contributing ... more Knowledge Management suffers from a proliferation of models, which could be seen as contributing to practitioner dissatisfaction in the field. Using self-similarity within fractal theory the authors explore the potential for a general model for the field. Employing an evidence-based meta-analysis and an exploratory survey to gather data on the drivers for Knowledge Management, the authors attempt to demonstrate self-similarity across six key KM disciplines. The findings appear to suggest evidence to support the development of a general framework for the field as one method to address practitioner dissatisfaction.
Objectives: In August 2010 the Knowledge Commission Chairman for India urged the Prime Minister o... more Objectives: In August 2010 the Knowledge Commission Chairman for India urged the Prime Minister of Bahrain to work towards becoming a Knowledge City. Our objective was to look at the criteria for a knowledge city, which included knowledge and innovation for the public good set within the knowledge economy. This naturally evolved into a focused enquiry on the interface between business, education and policy-makers in developing societal competitive advantage. Our research is based in the Kingdom of Bahrain (Bahrain), but we contend that the findings and recommendations contained in the paper have the potential for transferability to other regions. The question posed by this paper focuses on how universities in Bahrain are being encouraged to engage with industry in order to develop national competitive advantage and to what extent is that engagement being realised.
Prior Practices: Our paper focuses on innovation practice emerging through the concept of knowledge cities, such as Manchester and Dubai. It also focuses on prior research into the link between education, societal knowledge and societal, competitive advantage.
Approach/Methods: We conducted a literature review into knowledge, innovation, the knowledge economy and knowledge cities, and, guided by the findings, we described the concept of Mode 2 research in Higher Education Institutions. With the research team having experience of working in the region, we were able to identify Bahrain as a suitable lens for enquiry. It was also decided that limitations of geographic location and time would not allow for interviews at this stage of research. Document analysis was therefore selected as an appropriate method for this research.
Results/Insights: Our research demonstrates the need for a triumvirate of education, business and policy-makers if societies are to innovate and in doing so create or extend existing competitive advantage. The findings show Bahrain to be in an embryonic stage of innovation development. However, the government acknowledges this and there are green shoots appearing in what has traditionally been a desert of innovation; hydrated by new policies aimed at transparency of practice and robust quality assurance and control programmes.
Implications to Community/Industry: We present recommendations for practitioners and policy-makers. For practitioners we contend that there is a mutual need for businesses to engage with universities, in order to access the latest knowledge and improve their adaptive capacity, and there is a need for university researchers to engage with the business community to ensure the relevance and application of their research. We also suggest that external stakeholders, looking to operate in Bahrain, need to recognise the need to establish examples of good practice in the areas of collaboration and clustering; using concepts such as Communities of Practice. In this way knowledge transfer and exchange can be facilitated, which will have a positive impact on the sustainable development of Bahrain as a knowledge intensive country. For policy makers within Higher Education Institutions and government, we recommend the need to raise awareness within their spheres of influence with regard to the importance of research to innovation and the competitive advantage of society as a whole.
Value to the Theme: The paper illuminates the critical need for a partnership approach between education, business and policy-makers. It also demonstrates the importance of societal engagement in the areas of knowledge and innovation in order to develop sustainable competitive advantage for public good. The paper then uses Bahrain as a lens through which a wider audience can understand these needs and the implications of policy upon practice.
Keywords: knowledge city, innovation, Bahrain, mode 2 research
Teaching Documents by David Griffiths
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Papers by David Griffiths
THIS REPORT is focused on developing an evidence-based health check on organisational knowledge management (KM) practice. It places the practitioner at the threshold of the KM field and provides information and evidence to support the decision-making process. By doing this, risk is minimised in KM investment and the potential return can be maximised.
The underpinning ideology of the report is one of transparency; empowering the KM practitioner to make value- based decisions that contribute to a high commitment and high performance work environment that improves the dynamic capability of the organisation.
It begins by challenging the founding assumptions of the practitioner. Starting with fundamental questions relating to what knowledge actually is from an operational perspective and why it needs to be managed, the report sets out to dispel popular theoretical and practitioner myths, such as the fact that technology can provide the solution for organisational KM practice. Placing the organisation in the knowledge economy, the report illuminates the transactional drivers that influence the development of value-based KM practice.
In an attempt to further scaffold the evidence base for value-based operational KM decision-making, the report establishes four key functions for KM processes and 12 variables. These functions and variables are illustrated via the knowledge core (K-Core) model, a new general model for KM. The function of this model is explained and transparent evidence for its construction is provided.
The report presents two case studies which demonstrate the application of the K-Core model in operational settings. The first, an anonymous UK-based multi-national enterprise (MNE), is an analysis of how the K-Core model is applied and the depth of feedback that it can illicit. The second is a more generic case study, set in an anonymous global pharmaceutical company. It uses the K-Core functions and variables to spotlight key issues for a MNE as it seeks new markets within an emerging economy.
Prior Practices: Our paper focuses on innovation practice emerging through the concept of knowledge cities, such as Manchester and Dubai. It also focuses on prior research into the link between education, societal knowledge and societal, competitive advantage.
Approach/Methods: We conducted a literature review into knowledge, innovation, the knowledge economy and knowledge cities, and, guided by the findings, we described the concept of Mode 2 research in Higher Education Institutions. With the research team having experience of working in the region, we were able to identify Bahrain as a suitable lens for enquiry. It was also decided that limitations of geographic location and time would not allow for interviews at this stage of research. Document analysis was therefore selected as an appropriate method for this research.
Results/Insights: Our research demonstrates the need for a triumvirate of education, business and policy-makers if societies are to innovate and in doing so create or extend existing competitive advantage. The findings show Bahrain to be in an embryonic stage of innovation development. However, the government acknowledges this and there are green shoots appearing in what has traditionally been a desert of innovation; hydrated by new policies aimed at transparency of practice and robust quality assurance and control programmes.
Implications to Community/Industry: We present recommendations for practitioners and policy-makers. For practitioners we contend that there is a mutual need for businesses to engage with universities, in order to access the latest knowledge and improve their adaptive capacity, and there is a need for university researchers to engage with the business community to ensure the relevance and application of their research. We also suggest that external stakeholders, looking to operate in Bahrain, need to recognise the need to establish examples of good practice in the areas of collaboration and clustering; using concepts such as Communities of Practice. In this way knowledge transfer and exchange can be facilitated, which will have a positive impact on the sustainable development of Bahrain as a knowledge intensive country. For policy makers within Higher Education Institutions and government, we recommend the need to raise awareness within their spheres of influence with regard to the importance of research to innovation and the competitive advantage of society as a whole.
Value to the Theme: The paper illuminates the critical need for a partnership approach between education, business and policy-makers. It also demonstrates the importance of societal engagement in the areas of knowledge and innovation in order to develop sustainable competitive advantage for public good. The paper then uses Bahrain as a lens through which a wider audience can understand these needs and the implications of policy upon practice.
Keywords: knowledge city, innovation, Bahrain, mode 2 research
Teaching Documents by David Griffiths
THIS REPORT is focused on developing an evidence-based health check on organisational knowledge management (KM) practice. It places the practitioner at the threshold of the KM field and provides information and evidence to support the decision-making process. By doing this, risk is minimised in KM investment and the potential return can be maximised.
The underpinning ideology of the report is one of transparency; empowering the KM practitioner to make value- based decisions that contribute to a high commitment and high performance work environment that improves the dynamic capability of the organisation.
It begins by challenging the founding assumptions of the practitioner. Starting with fundamental questions relating to what knowledge actually is from an operational perspective and why it needs to be managed, the report sets out to dispel popular theoretical and practitioner myths, such as the fact that technology can provide the solution for organisational KM practice. Placing the organisation in the knowledge economy, the report illuminates the transactional drivers that influence the development of value-based KM practice.
In an attempt to further scaffold the evidence base for value-based operational KM decision-making, the report establishes four key functions for KM processes and 12 variables. These functions and variables are illustrated via the knowledge core (K-Core) model, a new general model for KM. The function of this model is explained and transparent evidence for its construction is provided.
The report presents two case studies which demonstrate the application of the K-Core model in operational settings. The first, an anonymous UK-based multi-national enterprise (MNE), is an analysis of how the K-Core model is applied and the depth of feedback that it can illicit. The second is a more generic case study, set in an anonymous global pharmaceutical company. It uses the K-Core functions and variables to spotlight key issues for a MNE as it seeks new markets within an emerging economy.
Prior Practices: Our paper focuses on innovation practice emerging through the concept of knowledge cities, such as Manchester and Dubai. It also focuses on prior research into the link between education, societal knowledge and societal, competitive advantage.
Approach/Methods: We conducted a literature review into knowledge, innovation, the knowledge economy and knowledge cities, and, guided by the findings, we described the concept of Mode 2 research in Higher Education Institutions. With the research team having experience of working in the region, we were able to identify Bahrain as a suitable lens for enquiry. It was also decided that limitations of geographic location and time would not allow for interviews at this stage of research. Document analysis was therefore selected as an appropriate method for this research.
Results/Insights: Our research demonstrates the need for a triumvirate of education, business and policy-makers if societies are to innovate and in doing so create or extend existing competitive advantage. The findings show Bahrain to be in an embryonic stage of innovation development. However, the government acknowledges this and there are green shoots appearing in what has traditionally been a desert of innovation; hydrated by new policies aimed at transparency of practice and robust quality assurance and control programmes.
Implications to Community/Industry: We present recommendations for practitioners and policy-makers. For practitioners we contend that there is a mutual need for businesses to engage with universities, in order to access the latest knowledge and improve their adaptive capacity, and there is a need for university researchers to engage with the business community to ensure the relevance and application of their research. We also suggest that external stakeholders, looking to operate in Bahrain, need to recognise the need to establish examples of good practice in the areas of collaboration and clustering; using concepts such as Communities of Practice. In this way knowledge transfer and exchange can be facilitated, which will have a positive impact on the sustainable development of Bahrain as a knowledge intensive country. For policy makers within Higher Education Institutions and government, we recommend the need to raise awareness within their spheres of influence with regard to the importance of research to innovation and the competitive advantage of society as a whole.
Value to the Theme: The paper illuminates the critical need for a partnership approach between education, business and policy-makers. It also demonstrates the importance of societal engagement in the areas of knowledge and innovation in order to develop sustainable competitive advantage for public good. The paper then uses Bahrain as a lens through which a wider audience can understand these needs and the implications of policy upon practice.
Keywords: knowledge city, innovation, Bahrain, mode 2 research