ORGANISATIONAL INTELLIGENCE MODEL FOR

wildlifeplaincityManagement

Nov 6, 2013 (3 years and 5 months ago)

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A

KNOWLEDGE

MANAGEMENT

AND

ORGANISATIONAL

INTELLIGENCE

MODEL

FOR

PUBLIC

SECTOR

ADMINISTRATIONS


CRISTIANO

TRINDADE

DE

ANGELIS


Life

is

not

primarily

a

quest

for

pleasure,

as

Freud

believed,

or

a

quest

for

power,

as

Alfred

Aldler

taught,

but

a

quest

for

meaning

in

work

(doing

something

significant),

in

love

(caring

for

another

person)

and

in

courage

(during

difficult

times)

(
Frankl
,

2006
)
.


-

RESEARCH
BACKGROUND & RESEARCH SCOPE

-

RESEARCH METHODOLOGY

-

QUANTITATIVE RESEARCH

-

DISCUSSION OF RESULTS

-

CONCLUSIONS

-

STRENGHTS
&
LIMITATIONS



2




The governance based on networks & KM produces an overload of
information Van Wart et al., 2012; OECD, 2003)


knowledge becomes
intelligence
when it is used (
Cetisme
, 2002)






The changes in the models of governance
follow
the changes in the
society and the
changes
in technology
.


Linked Data



transformation of
knowledge into
intelligence



adoption of KM, OI & Web Semantic


Web
1.0 & X generation:
the
era of information revolution


Web

3
.
0

&

Z

generation

:

the

era

of

semantic

&

connected

intelligence


Web
2.0 & Y generation :
the era of networks & too
much information

Bureaucratic

NPM

Network

Gov

3.0






.



Tapscott

et al. (2008) emphasize that
we are
moving into an era in which the
power and authority of government, and the legitimacy of public policy, will
become even more dependent upon interactive democracy.


.

The New Public Administration ( adapted from
Bourgon
, 2009)


Research scope








Investigate

the

relationship

between

Organisational

Culture,

KM

and

OI

through

a

34

item

questionnaire

sent

to

101

civil

servants
.


Construct

the

KMOI

model,

based

on

the

Halal

model

(
1998
)

and

MIT
90
s

Framework

(
1991
),

and

empirically

tests

9

hypotheses
.



Validation

by

a

survey

(constructed

on

the

basis

of

seven


research

efforts)

in

two

public

administrations
:

(
i
)

the

Brazilian

Planning

Ministry,

(ii)

Germany’s

Bundesanstalt
.


Research Methodology









1.
Theoretical research
approach

2
.
KM
-
OI model : conceptualisation,
operationalisation

and
measures.

4. Data c
ollection & web
s
urvey

6
. Sample design and sampling
procedures

RESEARCH PHILOSOPHY: Post
-
positivism ( Wright, 2011)








1.
The

research

is

influenced

by

the

theoretical

framework

employed
.


2
.

Recognises

the

potential

influence

the

researcher

can

have
.


3
.

I

am

trying

to

understand

different

views

of

social

reality

and

to

be

open

to

different

perceptions
.

From knowlege to intelligence

To

what

extent

do

policies

and

practices

of

KM

impact

Organisational

Intelligence?






9

1
st
: radical culture change

2
nd

:KM Practices

Organisational Culture

Knowledge Management

Organisational

Intelligence

values, beliefs, norms,
meanings,
and procedures

Share, transfer, storage, and
create knowledge

Analyse
, interpret, combine, and
use knowledge to make decisions.

3
rd
: experts & intelligent
systems

KM

is

a

set

of

practices

aimed

at

the

interaction

between

tacit

and

explicit

knowledge

to

acquire

and

create

new

competences

(knowledge

+

skills

+

attitude),

which

allow

an

organization

to

act

intelligently

in

different

environments

(

Angelis

&

Despres
,

2012
)
.


OI

is

defined

as

the

ability

of

an

organization

to

adapt
,

learn

and

change

in

response

to

environmental

conditions

through

the

use

of

relevant

knowledge

(
Angelis

&

Despres
,

2012
)
.








Research questions and supporting works

Using
Structural
Equation Modelling (SEM)








1
.

PLS
-
PM

is

less

"demanding"

than

the

covariance
-
based

SEM

(LISREL,

AMOS,

EQS

etc
.
)

and

it

is

the

preferred

method

when

the

research

objective

is

theory

development

and

prediction

(Hair

Jr
.

et

al
.
,

2011
)
.


2
.

PLS
-
PM

is

more

general

than

Principal

Component

Regression

and

Canonical

Correlation

because

it

is

able

to

handle

path

analysis

(path

diagram

+

decomposition

of

effects)

of

latent

variables
.


3
.

SEM

encompasses

two

components
:

(a)

a

measurement

model

(essentially

the

CFA)

and

(b)

a

structural

model
.





The

Structural

Model

-

Path

Coefficients












The

structural

Model

-

Bootstrap











KM
-
OI model



Discussion of results


1.
The

culture

of

knowledge

sharing

is

paramount

when

the

organisation

seeks

to

implement

changes

at

any

level,

strategic,

structural

or

technological

or

to

learn

with

the

environment
.


2.

A

knowledge

strategy

encourages

the

emergence

of

a

level

of

understanding

that

facilitates

an

organisation's

best

creation

and

use

of

knowledge
.

3
.

The

process

of

transformation

of

knowledge

coming

from

KM

practices

is

based

on

the

process

of

analysis

done

by

experts

and

intelligent

systems
.



results
vs. existing
literature






Ex
2

.

H
7
:

KMSTR

influences

KMPPT

positively

There

are

other

channels

for

structure

to

influence

organisational

effectiveness

other

than

KM

(
Zhang

et

al
.

,
2010
)
.

A

decentralized

structure

has

often

been

seen

as

facilitative

to

knowledge

management

success

(
Damanpour
,

1991
;

Deal

&

Kennedy,

1982
;

Gold

et

al
.
,

2001
)
.


Ex
1
.

Culture

eats

strategy

for

breakfast


(
Drucker
,

1993
)

Culture

eats

strategy

for

breakfast

and

leadership

for

lunch,

and

governance

for

dinner

(Pritchard,

2011
)



Conclusions




1
.

The

availability

of

the

collective

knowledge

corresponds

to

almost

2
/
3

of

the

decision
-
making

process,

the

rest

is

the

capacity

to

analyse

the

knowledge

before

applying

it
.


2
.

KM

and

OI

can

help

governments

to

shift

from

Gov

2
.
0

(open

government

+

social

media

+

open

data

)

to

Gov

3
.
0

(collaborative

Innovation

+

public

engagement

+

customized

intelligence

service
)
.


3
.

The

first

step

is

a

radical

culture

change

in

the

public

sector

toward

a

person
-
to
-
person

approach,

taking

advantage

of

personal

competences
.





Limitations

of

the

research


1.
The

sample

size

(
101

civil

servants)

and

the

analyses

of

the

results

considering

Brazil

and

Germany

together

can

be

considered

a

weakness

of

the

study
.



2.
The problem of what either country can learn from the other is not
addressed : a comparative study in terms of KM and OI will be helpful.


3
.

The

response

rate

and

the

fact

that

correlations

among

the

dimensions

are

as

high

as

.
60

or

more

may

have

contributed

to

the

fact

that

all

the

9

hypotheses

are

supported
.




Recommendations

for

future

research




Further

investigate

the

KMOI

model

with

a

larger

sample,

and

From

different

national

contexts




Further

refinement

of

the

KMOI

variables

in

order

to

reduce


Correlations

and

render

the

variables

more

robust




Further

theoretical

development

of

the

link

between

KM


a
nd

OI

THANKS FOR YOUR
ATTENTION

Questions & Recommendations

Issues in the two first reviews of the Thesis









1
.
What is the bearing the response rate might have on
findings of the
Thesis?


2.
What is special about the data sample especially if you claim to be a
post
-
positivist?


3
.


How about a comparison between knowledge researchers for private
firms


with those for public administration?


How about to exchange knowledge and publish together
(intelligence)?