Knowledge Management, Collaboration, and Innovation: Key to ...

coilcruelManagement

Nov 6, 2013 (3 years and 7 months ago)

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Enabling
Collaboration
:
A

next mega trend in knowledge
management and Internet applications

紀文章

Wen
-
Jang (Kenny) Jih

kjih@mtsu.edu


Jennings A. College of Business

Middle Tennessee State University

Murfreesboro, Tennessee, U.S.A.

December 2008

The 2nd Cross
-
Strait Technology, Humanity Education and Academy
-
Industry
Cooperation Conference

“Communications is human nature;

Knowledge Sharing is human nurture!”

-
Alison Tucker



In a hypercompetitive environment, the primary
success determinant is innovation, innovation, and
innovation.


Big innovations often come from good collaborations.


Collaboration in various forms is the key driver of
technological and economic advancements.




The Goal: Competitive Advantage


External criteria


Quantitative


Qualitative


Internal criteria


Tangible


Intangible

Sustainability of Competitive Advantage


Continuous learning and innovation


Proprietary (unique) innovation


Customer
-
centric value innovation


Systemic, not ad hoc innovation


Innovative business model


Disciplined execution of smart strategies

In an overly supplied economy, what’s really in short
supply is a solid
foundation

that supports, nurtures
and sustains competitive advantage
.


Social Architecture

Technological Architecture

Proprietary Applications

Knowledge and Insights

Top two layers are sources of competitive advantage.

Bottom two are foundations.


Technological


Innovation

Business

Possibilities

New Business

Model

Increased

Expectations

Social

Architecture

In the knowledge economy, collaboration lies at the
core of organizational knowledge management
.

Socialization

Process



Corporate Learning

Externalization

Process

Internalization

Process


Individual
Learning



Integration



Combination

Process

From Tacit
Knowledge

To

Tacit Knowledge

To

Explicit Knowledge

From Explicit
Knowledge

Collaboration

Collaborative Advantage

Value Creation:

1.
Innovation resulting from cross
-
pollination and
combination

2.
Best
-
practice transfer

3.
Problem solving

4.
Productivity

5.
Quality

6.
Cost and time efficiency

7.
Increased revenue through the sharing of expertise and
products among subunits

Barriers to Collaboration



Hansen and Nitin, 2004,
MIT Sloan Management
Review

Not
-
invented
-

here problem

Needle
-
in
-
a
-
haystack
Problem

Hoarding
-
of
-

expertise
problem

“Stranger”
problem

Unwilling to
help

Unable to
help

Knowledge
seeker

Knowledge
provider

Collaboration at all levels


National
,
Enterprise, Individual

Six significant forces simultaneously reshaping societies and
governments around the world:


1.
Changing demographics

2.
Accelerating globalization

3.
Rising environmental concerns

4.
Evolving societal relationships

5.
Growing threats to social stability and order

6.
Expanding impact of technology


Source: IBM Institute for Business Value

Perpetual collaboration


the core capability
governments will need
(Source: IBM Institute for Business
Value)

Organization,
culture and
governance

Partnerships,
intermediaries
and exchanges

Personalized
interaction and
services

Knowledge
creation and
sharing

Perpetual
Collaboration

“The Power of Many: ABCs of collaborative Innovation
throughout the extended enterprise”

by IBM Institute for Business Value


Fifty percent of strategic alliances fail.


CEOs are increasingly looking beyond their internal
R&D department for ideas and innovations


17% of CEOs were relying R&D


41% of CEOs were relying on employees


38% on business partners


37% on customers

The Power of Many: ABCs of collaborative
Innovation throughout the extended enterprise

by IBM Institute for Business Value




http://www.partners.org/



http://www.hallmark.com



http://www.nucor.com/



http://www.buckman.com

(
http://www.knowledge
-
nurture.com

)

Open innovation (Discover


Connect


Solve)


http://www.ibm.com



http://www.innocentive.com/



http://www.ninesigma.com/



http://www.yourencore.com/about
-
yourencore/


Some Real world examples

Alignment of strategy, structure, and processes

Well
-
defined boundaries, relationships, and information flow

Ongoing efforts to nurture abilities to collaborate for
innovation

Collaborations in Academia

Scope


Within an institution


Same department, program, college


Across departments, programs, colleges


Between academic institutions


Same culture


Across cultures


Academic institution




Industry (Business) and/or Government

Duration


Project


Long
-
term

Approach


Ad hoc or


systemic

ABCs Test


Alignment: Strategy, Structure, and Process



Boundaries: Relationship and Technology



Commitment: Ongoing leadership, learning, performance
measurement, and incentives


People


Cultural Development


Organization’s Knowledge Base


Where new knowledge is created


where the most current

knowledge is stored


Embracing a common set of values drives trust


Creates a bonding effect


Trust drives a willingness to learn and to expand the

knowledge of the whole


Processes


Skills Development


Best practice disciplines


Account Management

Programs


Teaming/community disciplines


Technology


Increase Efficiency


Provide anytime/anywhere access


Supporting communication, collaboration, coordination

The “Levers” in Leveraging

Knowledge

Collaboration
:

more

art than science

http://marthagraham.org/company/

Collaboration: A great virtue in the knowledge economy;
A critical capability of knowledge workers











Collaboration at the personal level


THANK YOU



kjih@mtsu.edu