5 KM Slides Ch11 Factors Influecing KM

Chapter 11
Factors Influencing KM
Chapter Objectives
Explain how various KM solutions may

have different impacts on performance
depending on the circumstances
Examine the key factors affecting the
suitability of KM solutions
Universalistic View of KM
There is a single best approach of

managing knowledge, which should be
adopted by all organizations in all
circumstances
Knowledge sharing is recommended as
useful to all organizations, although we
believe that direction may sometimes
represent an equally effective but more
efficient alternative.
Contingency View of KM
Contingency view suggests that no one

approach is best under all circumstances
Contingency perspective considers the
path to success to include multiple
alternative paths, with success achieved
only when the appropriate path is selected
Contingency Factors and KM Solutions
Contingency
Factors
3
KM Solutions 2 1
KM Infrastructure KM Systems KM Processes

• Organization Culture • Knowledge Discovery Systems • Knowledge Discovery
• Communities Of Practice KM Mechanisms • Knowledge Capture Systems • Knowledge Capture
• • •
4 KM Technologies
Organization Structure Knowledge Sharing Systems Knowledge Sharing
• IT Infrastructure 5 • Knowledge Application Systems
6 • Knowledge Application
• Organizing Knowledge
7
Categories of Contingency Factors
Environmental Characteristics
Organizational Characteristics
Task Characteristics
Knowledge Management
Knowledge Characteristics
Task Characteristics
KM processes that are appropriate for an

organizational subunit depend on the
nature of its tasks
 Task Uncertainty
 Task Interdependence
Task Uncertainty
Task uncertainty is argued to reduce the

organization’s ability to develop routines,
and hence knowledge application would
depend on direction
When task uncertainty is high,
externalization and internalization would
be more costly due to changing problems
and tasks
When task uncertainty is low, routines can
be developed for the knowledge
supporting them
Effects of Task Characteristics on
KM Processes
Exchange High
Combination Exchange
Task Interdependence
Direction
Socialization Combination
Socialization
Direction Routines
Routines
Internalization
Externalization Direction
Internalization Routines
Externalization
Low
Direction
Routines Low High
Task Uncertainty
Routines Direction
Internalization Socialization
Externalization
Exchange
Combination
Task Interdependence
Indicates the extent to which the subunit’s

achievement of its goals depends on the
efforts of other subunits
Performance of interdependent tasks
relies mainly on dynamic interaction in
which individual units of knowledge are
combined and transformed through
communication and coordination across
different functional groups
Knowledge Characteristics
Explicit vs. tacit

Procedural vs. declarative
General vs. specific
Effects of Knowledge
Characteristics on KM Processes
Procedural or Declarative Procedural
Discovery
• Explicit: Combination
• Tacit: Socialization
Sharing Application
• Tacit: Socialization • Tacit/Explicit: Direction
• Explicit: Exchange • Tacit/Explicit: Routines
Capture
• Tacit: Externalization
• Explicit: Internalization
Procedural & Declarative Knowledge
 Procedural knowledge focuses on the processes

or means that should be used to perform the
required tasks, such as how to perform the
processes needed to achieve the specific product
design
 Declarative knowledge focuses on beliefs about
relationships among variables
Effect of Environmental and Organizational
Characteristics on KM Processes
Identification of Appropriate
KM Solutions
Assess the contingency factors.
Identify the KM processes based on each
contingency factor.
Prioritize the needed KM processes.
Identify the existing KM processes.
Identify the additional needed KM
processes.
Assess the KM infrastructure.
Develop additional needed KM systems,
mechanisms, and technologies.
Appropriate Circumstances for
Various KM Processes
Prioritizing KM Processes for
Doubtfire Computer Corporation
Becerra-Fernandez, et al. -- Knowledge Management 1/e -- © 2004 Prentice

References
 Irma Becerra-Fernandez and Rajiv Sabherwal

(2010). Knowledge Management Systems and
Processes. M.E. Sharpe, Inc. ISBN: 978-0-7656-
2351-5
 Elias M. Awad, Hassan M. Ghaziri (2004).
Knowledge Management. Prentice Hall. ISBN: 0-
13-034820-1.
 Madanmohan Rao (2004). Knowledge
Management Tools and Techniques: Practitioners
and Experts Evaluate KM Solutions. Butterworth-
Heinemann. ISBN: 0750678186.
 Amrit Tiwana (2002). The Knowledge
Management Toolkit: Orchestrating IT, Strategy,
and Knowledge Platforms (2nd Edition). Prentice
Hall. ISBN: 013009224X

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Chapter 11

Explain how various KM solutions may

There is a single best approach of

Contingency view suggests that no one

KM Infrastructure KM Systems KM Processes

KM processes that are appropriate for an

Task uncertainty is argued to reduce the

Indicates the extent to which the subunit’s

Explicit vs. tacit

Procedural or Declarative Procedural

 Procedural knowledge focuses on the processes

Becerra-Fernandez, et al. -- Knowledge Management 1/e -- © 2004 Prentice

 Irma Becerra-Fernandez and Rajiv Sabherwal

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