Moving a global consulting organisation from an attitude based on individuals' "knowledge is power" to the advocated principles of knowledge sharing is a challenge that requires facilitation. This paper studies a real global consulting organisation that recognised that important firm resources like processes, technology and capital were not enough in order to drive the required attitudinal change. Details are presented about the lessons learned from a couple of unsuccessful past knowledge management programs and from a successful implementation of a knowledge enablement program involving agents as facilitators of attitudinal change. Some of the lessons learned were that (i) action research components were of help harvesting knowledge assets from tacit knowledge, (ii) perceived value moderates the motivation of associates to participate in the knowledge enablement program, and (iii) knowledge practice owners should perform their agentic task as consultants. A topic for discussion is if the prior knowledge of knowledge practice owners on a given knowledge domain is a requirement to facilitate an attitudinal change.
Keywords: driving attitudinal change, knowledge practice owners, ethnography, knowledge enablement, global consulting organisation, action research
One area of omission in knowledge intensive studies is within higher educationresearch where there is the virtuous circle of teaching, research and consulting professional work. Using a model adapted from Handzic (2001) and a survey modified from Arthur Andersen (1998) the perceived importance and perceived implementation to faculty members is explored. The discrepancy between results of the two forced the researchers to confront their own biases. Guidance was sought from ethnographic accounts which allowed allows the researcher to state personal feelings in a confessional accompaniment to the formal findings.
Keywords: Knowledge management processes, Organisational environment, Knowledge management technologies Confessional ethnography
Knowledge Management Methodologies pp141-152
Knowledge management (KM) research and practice embraces a wide range of activities and interests. The KM domain covers, on the one hand, technological interventions that aim to support knowledge dissemination and, on the other hand, to appreciation of social approaches that bring people together to share their experiences. The former represents an earlier bias in the field while the latter is more indicative of the current emphasis. Such a shift in emphasis has called for a shift in the way that the research and practice is undertaken; this paper focuses on research activities and asserts the appropriateness of a particular methodology for todays knowledge management research. This paper will firstly consider the range of research methodologies that have been employed in knowledge management research. It will move on to consider the use of one particular research methodology, ethnography, as a framework for understanding the more personal elements of knowledge. It is contended that use of ethnography, which emphasises observation within a compact cultural setting, offers a potentially ideal method of undertaking research in knowledge management because it concentrates on a community and in the provision of descriptions of how members of the community interact with each other. Utilisation of ethnography as a research method sits comfortably with theories of knowledge, which acknowledge the tacit element of knowledge and its experiential embeddedness; ethnography is therefore put forward as a meaningful methodology for contemporary knowledge management research.
Keywords: automotive industry, business models, collaborative process communal lexicon community of practice corporate strategy corpus linguistics digital economy, empirical knowledge ethnography, human capital hypertext, information communication technology insurance Industry Intellectual capital measurement, interorganisational collaboration inter-organisational relationships knowledge capitalization. knowledge construction, knowledge definition, knowledge economy, knowledge elicitation, knowledge management behaviour, knowledge management context, knowledge management environment, knowledge management practices, knowledge mapping, multivariate analysis protection of knowledge, relationship transformation special language terminology structural capital, tacit knowledge value networks virtual prototype