Trends in Enterprise Knowledge Management

Imed Boughzala is an Associate Professor at National Institute of Telecoms, France. His field of research covers cooperative information systems and knowledge management. Jean-Louis Ermine is Head of the Department of Information Systems at INT and is also President of the French Knowledge Management Club.

• Preface 15PART 1. Introduction 21Chapter 1. Introduction to Knowledge Management 23Jean-Louis ERMINE1.1. Introduction 231.1.1. Knowledge: a strategic value for the firm 231.1.2. Objectives of KM 231.1.3. KM: a new and complex approach 241.2. The two types of approaches to KM 241.2.1. Knowledge elicitation 251.2.1.1. Tacit knowledge elicitation 251.2.1.2. Knowledge extraction 261.2.1.3. Supporting technologies for explicit (elicited) KM 271.2.2. Tacit KM 271.2.2.1. The functioning modes of knowledge communities 281.2.2.2. Knowledge community supervision 291.2.2.3. Supporting technologies for knowledge communities 301.3. The key factors of success in KM processes 311.3.1. The water lily strategy 311.3.1.1. The pilot project(s) 331.3.1.2. The federation of KM projects 331.3.1.3. Project deployment 341.3.2. Change factors 341.4. KM: an action for continuous progress 351.4.1. Knowledge cartography 361.4.2. The repository of KM processes 371.4.3. The KM actions 391.4.4. Piloting processes and actions 411.5. Conclusion 411.6. Bibliography 42Chapter 2. Can One Identify and Measure the Intangible Capital of the Enterprise? 45Patrick EPINGARD2.1. The intangible capital: an essential and elusive concept 472.2. Immaterial measurement: a theoretical enigma? 542.3. Conclusion 622.4. References 63Chapter 3. Complexity Theory: Dynamics and Non-Linearity are the Only Reason for Knowledge Management to Exist 65Walter BAETS3.1. Introduction 653.2. The knowledge era 663.3. The complexity paradigm 683.4. What should be understood by KM: the corporate view 733.5. Research perspective on KM 753.6. References 77PART 2. Academic Studies 79Chapter 4. Value Creation through Intangibles: Emerging Good Practice 81Nigel COURTNEY, Clive HOLTHMAN and Chris HENDRY4.1. Introduction 814.2. A remedy for our times 834.3. Dispensing with the mystery 844.4. Value creation in the 21st century 884.4.1. Selecting an approach 884.4.2. Taking a balanced view 904.5. Evidence of good practice 904.5.1. Theme 1: brand value 914.5.1.1. B&Q 914.5.1.2. Whitbread 924.5.2. Theme 2: knowledge 934.5.2.1. Bloomberg 934.5.2.2. The UK Fire & Rescue Service 944.5.3. Theme 3: innovation 954.5.3.1. Intercos 954.5.3.2. mmO2 964.5.4. Theme 4: reporting intellectual capital 974.5.4.1. Austrian Research Centers (ARC) 974.5.4.2. Celemi 984.6. Key messages 994.7. About the authors 1004.8. References 101Chapter 5. Learning-by-Doing Knowledge Externalization: From Boundary Objects to the Emergence of Tacit Knowledge 103Jean-Michel VIOLA and Réal JACOB5.1. Learning-by-doing KM 1045.2. A process of externalization: knowledge strategy at Power Corp 1055.2.1. Mapping as a knowledge audit and mapping as scenario planning 1075.2.2. Criticality assessment scales as decision rules 1075.2.3. Modeling as a learning tool, as co-creation of knowledge 1075.2.4. Plans as road maps addressing more specifically the need for tacitness 1085.3. The tacit output of externalization: the importance of boundary objects 1085.3.1. Externalization creates critical boundary objects 1095.3.2. Refining the classical definition of tacit knowledge 1095.3.2.1. Tinkering 1105.3.2.2. Judgment 1105.3.2.3. Connectivity 1105.3.2.4. Coordination 1115.4. Conclusions and lessons learned 1115.5. Bibliography 112Chapter 6. Approaches and Methods for Valuing Knowledge Management Performance 115Aurélie DUDEZERT6.1. KM performance: the aims of an evaluation 1166.1.1. The knowledge-based view: a theoretical relation between KM and organizational performance 1166.1.2. What is performance for KM? 1176.1.3. What is KM? 1186.2. Method of research and inquiry 1196.3. Macro-organizational approaches to valuing KM performance 1196.3.1. The competitive performance of KM 1206.3.2. The financial performance of KM 1216.4. Micro-organizational approaches to valuing KM performance 1226.4.1. The process-based approach to the performance of KM 1226.4.2. The systemic approach to the performance of KM 1236.5. Conclusion 1246.6. References 124Chapter 7. ICIS for Knowledge Management: The Case of the Extended Enterprise 131Imed BOUGHZALA7.1. Introduction 1317.2. Concepts and definitions 1327.2.1. Inter-company co-operation and the extended enterprise 1327.2.2. ICIS and KM 1327.3. MeDICIS 1357.4. Models for ICIS design 1387.4.1. The business model 1387.4.2. The co-operation model 1397.4.3. The agent model 1407.4.4. The communication model 1417.4.5. The co-ordination model 1427.4.6. The CPS model 1437.5. Discussion 1447.6. MeDICIS life cycle 1457.7. Conclusion 1467.8. About the author 1477.9. References 147Chapter 8. Knowledge Management and Environment Scanning: A Methodological Guide to Improving Information Gathering 149Thierno TOUNKARA8.1. Introduction 1498.2. Modeling of the interaction process between the corporate knowledge of the firm and its environment 1508.3. General approach 1518.3.1. Requirements specification for environment scanning 1518.3.2. Description of the approach 1518.4. Knowledge book 1538.4.1. Methodological tools 1548.4.1.1. Methodological tools for MASK application 1548.4.1.2. Classification of the knowledge to be modeled according to the type of environment scanning 1558.4.2. Case study: Renault 1578.5. Construction of axes 1578.5.1. Construction of a partition 1598.5.1.1. Methodological tools for the elaboration of a partition 1598.5.1.2. The grid of criteria for the grouping of the models into classes 1598.5.1.3. The grid of semantic links 1618.5.1.4. Renault case study: an example of grouping by connectivity 1628.5.2. Extraction and grouping of information into classes 1628.5.3. Identification of themes 1638.5.3.1. Qualitative evaluation grid for the criticality of themes 1638.5.3.2. Approach and illustration 1638.5.4. Construction of the visual synthesis 1648.6. Elaboration of the “environment scanning focus” 1658.7. Evaluation of our approach 1678.8. Conclusion 1678.9. References 168Chapter 9. The Concept of “Ba” within the Japanese Way of Knowledge Creation 171Pierre FAYARD9.1. A Japanese concept 1729.2. “Elementary, my dear Watson!” 1739.3. The Human Health Care (HHC) program 1769.4. Shaping a new way of functioning for organizations 1789.5. References 1799.6. Further reading 179PART 3. Club Workshop Studies 181Chapter 10. The Knowledge Maturity Model 183Jean-François TENDRON10.1. Introduction 18310.2. Work methodology of the commission on “Aspects économiques de la gestion des connaissances” (economic aspects of KM) 18410.3. The Knowledge Maturity Model (KMM) 18610.4. Use of the KMM 18810.4.1. Raising consciousness about KM 18810.4.2. Evaluation of a community’s maturity in terms of KM 19010.4.2.1. Example of evaluation 19010.4.2.2. Example of reactions 19210.5. Perspectives 19310.6. Conclusion 19410.7. References 195Chapter 11. Knowledge Mapping: A Strategic Entry Point to Knowledge Management 197Gérard AUBERTIN11.1. Why map corporate knowledge? 19711.2. What knowledge and competencies should be mapped? 19911.3. How is knowledge/competency mapping performed? 20211.3.1. Defining the mapping goal 20211.3.2. Identifying knowledge 20211.3.2.1. Conceptual approach to identifying knowledge 20311.3.2.2. Process-based approach to identifying knowledge 20411.3.2.3. Identifying knowledge using automatic mapping tools 20511.3.3. Building the areas of the knowledge map 20511.3.4. Representing knowledge: the area-based mapping model 20611.3.4.1. Formal model 20611.3.4.2. The graphical model 20811.4. What are the operational uses and mapping tools? 20911.5. Knowledge mapping and criticality study 21011.5.1. Defining criticality 21011.5.2. The criticality study as risk assessment 21011.5.3. Defining critical factors 21111.5.4. Preparing an assessment schedule and performing the criticality study 21211.5.5. Calculating area criticality 21311.5.5.1. Different critically average values 21311.5.5.2. Assessments differences 21411.5.5.3. Non-discriminating criterion 21411.5.6. Analyzing results 21511.6. How to manage a mapping project 21511.6.1. Opportunity study 21511.6.2. Managing change 21511.6.3. Action principles 21611.7. Conclusion 21611.8. Bibliography 216Chapter 12. Knowledge Management and Innovation (Innovation Maturity Model) 219Jean-Marie BEZARD12.1. Introduction 21912.2. The evolution and path dependence hypothesis 22012.3. Innovation factors 22112.3.1. Case studies 22112.3.2. The Innovation Maturity Model (IMM) 22112.4. Conclusion 22412.5. References 225Chapter 13. Technology and Knowledge Management (Technology Maturity Model) 227Olivier LEPRETRE13.1. Introduction 22713.2. Knowledge diffusion vehicle 22813.3. The limits of the diffusion of knowledge 23113.4. The need for global vision 23513.5. The Technology Maturity Model (TMM) 23613.6. Following a TMM approach 23713.7. Application of TMM 23913.5. References 242PART 4. Case Studies 243Chapter 14. Once-upon-a-time Knowledge Management at Mann+Hummel Automotive France 245Nathalie LE BRIS14.1. The increasing importance of knowledge sharing for Mann+Hummel France 24514.2. An approach based on core knowledge cartography 24614.2.1. What are the needs of the employees? 24614.2.2. A cartography that allows us to build an action plan 24714.2.3. Actions from the Nonaka virtuous circle 25014.2.4. A well appreciated approach 25214.3. Implementation of lessons learned 25214.4. Knowledge explicitation 25314.5. Sharing of explicit knowledge 25414.6. Direct transfer of knowledge 25514.7. KM: an everyday task based on people more than on technology 255Chapter 15. Thales System Engineering Community of Practice: A Knowledge Management Approach 257Cécile DECAMPS and Michel GALINIER15.1. Introduction 25715.2. The knowledge sharing approach 25815.3. The Systems Engineering Community of practice at Thales 25915.4. Why is there a KM portal dedicated to the Systems Engineering Community? 26015.5. The Systems Engineering portal 26215.5.1. Functionalities supporting SE community animation and management 26215.5.2. Functionalities supporting access to SE community people and competencies 26315.5.3. Functionalities supporting access to documents and other kinds of content 26315.6. Rolling out/organization 26515.7. The associated support organization 26515.8. Balance and perspectives 26615.9. Bibliography 267Chapter 16. Appraising the Knowledge in a Radio-pharmacy Center based on Process Mapping and Knowledge Domain Cartography 269Rita Izabel RICCIARDI and Antonio Carlos DE OLIVEIRA BARROSO16.1. Introduction 26916.2. The importance of knowledge identification and evaluation within organizations 27016.3. The case study 27016.3.1. History and context of the Radio-pharmacy Center 27016.3.2. The Center profile and key comments on its knowledge issues 27216.4. The KM project 27516.4.1. Study of processes 27516.4.2. Knowledge identification (“enabling knowledge”) 27516.4.3. Construction of the knowledge cartography 27616.4.4. “Criticality” analysis 27716.4.5. Setting up a KM plan of action 27916.5. References 279Chapter 17. Case Study: Knowledge Preservation for a Nuclear Reactor 281Marta EPPENSTEIN17.1. Introduction 28117.1.1. Atucha-type reactors 28217.2. Practical approaches 28217.2.1. Strategy analysis 28217.2.1.1. Different approaches to the map 28317.2.1.2. Identification of knowledge axes 28417.2.2. Identification of the critical knowledge: approaches 28517.2.2.1. Rare or unable of replacement 28517.2.2.2. Usefulness for the company 28517.2.2.3. Difficult to obtain 28617.2.2.4. Difficult to use 28617.2.3. Building the knowledge map 28717.2.4. Knowledge server 28717.3. Technical development: analysis factors 28917.3.1. Knowledge transfer and capitalization 28917.3.2. Human resources 29017.4. Conclusion 29117.5. References 29117.6. Further reading 292The Authors 293Index 295