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A Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment Business School, Aston University, Birmingham, UKi.s.edwards@aston.ac.ukAbstract: Knowledge management needs to consider the three related elements of people, processes and technology. Much existing work has concentrated on either people or technology, often to the exclusion of the other two elemen 1 bai dc tho lun reading assignment ts. Yet without thinking about process - the way people, organisations and even technology actually do things - any implementation of a knowledge mana1 bai dc tho lun reading assignment
gement initiative is at best risky, and at worst doomed to failure. This paper looks at various ways in which a process view has appeared, explicitly A Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment ement in the future. Consistent With this overall viewpoint, the issues generally centre less on what a process view would suggest should be done, but rather on the way that it would be implemented in practice.Keywords: KM theory process. KM practise, KM research1IntroductionKnowledge management in 1 bai dc tho lun reading assignment organisations has been a well-documented activity for at least 15 years (Davenport & Prusak. 1997: Nonaka, 1994) and was being carried out for many ye1 bai dc tho lun reading assignment
ars - probably centuries - before that. Nevertheless, many organisations - or rather their managers - still find knowledge management somewhat of an uA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment difficulty results from an absence of theory, but even a brief review of the literature makes it clear that this is no longer the case. For example, there are now some 20 journals in knowledge management or closely related fields (Bontis & Serenko. 2009): while a search on ISI Web Of Knowledge™ for 1 bai dc tho lun reading assignment articles including the phrase "knowledge management’ returns over 10,000 items (Edwards. Handzic, Carlsson. & Nissen. 2003: Ruggles, 1998: Serenko & B1 bai dc tho lun reading assignment
ontis. 2004).While it remains true that there is no one agreed "unified theory of knowledge management", our conjecture here is rather that managers dA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment hnology is well known (Edwards. 2009). but we will argue that the emphasis has been too strongly on technology and people, with insufficient attention paid to the process element.A good analogy for trying to implement a knowledge management initiative in practice is with learning to drive a car/auto 1 bai dc tho lun reading assignment mobile. In the UK. and in many other countries, a learner driver has to pass a theory test before being allowed behind the steering wheel at all. Howe1 bai dc tho lun reading assignment
ver, there is a big difference between: doing the theory test, sitting in the front passenger seat while someone else drives and actually driving the A Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment afe. too. as long as you have a reliable driver; the passenger does not have to concentrate on steering, clutch or gears, let alone other road users, and can sit back and enjoy the ride, and perhaps the view. But if you can recall your earliest efforts at driving you 'Will surely remember the shock 1 bai dc tho lun reading assignment you received when you first had to do all these things for yourself - even if someone else was telling you where to turn, as usually happens with lear1 bai dc tho lun reading assignment
ner drivers. Becoming an accomplished driver needs practice and understanding in addition to theoretical awareness and knowledge.Knowledge management A Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment y of those more recently qualified at university will have studied a module in knowledge management. Those thinking about implementing a knowledge management initiative in an organisation will also probably have "sat in the passenger seat", by this we mean that they will have read articles or books 1 bai dc tho lun reading assignment about the experiences other organisations have had when implementing knowledge management. Indeed, overISSN 1479-4411297©Academic Publishing Internati1 bai dc tho lun reading assignment
onal LtdEdwards. J. "A Process View of Knowledge Management: It Ain't What you do. its the way That you do it’ The Ffarrmnir .Inurnai nfUanMii>nu>nt VA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment r ‘reading" about what others have done have expanded to include message boards, forums, and blogs such as KnowledgeBoard and the activities coordinated by David Gurteen. although we do not recall having seen any knowledge management initiatives on YouTube - yet’ Nevertheless, whatever the medium, w 1 bai dc tho lun reading assignment hen the knowledge management initiative is in another organisation, then someone else is still doing the drivingThat third stage, implementing knowled1 bai dc tho lun reading assignment
ge management initiatives yourself, presents a step change in difficulty. General awareness of knowledge management theory IS one thing, but understanA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment th Service library on knowledge management at http://www.library.nhs.uk/KNOWLEDGEMANAGEMENT/) that ‘we know about knowledge management as a concept, but how do we do it?" That final phrase is really the focus of this paper -how we. or they, do it.The paper is structured as follows: we first look at 1 bai dc tho lun reading assignment knowledge management theory and explain in more detail the reasons why managers should think more about process - the 'way things are done, rather tha1 bai dc tho lun reading assignment
n what is done - when implementing knowledge management initiatives. We then go on to consider what process thinking means in knowledge management terA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment unusually, take a somewhat backward chronological perspective in order to explain the place of process thinking in knowledge management theory. By backward', we mean that we will look at the present situation first and then describe how it came to be that way. Knowledge management is still a relativ 1 bai dc tho lun reading assignment ely young field, and despite the thousands of publications there remain many areas of disagreement between different knowledge management specialists.1 bai dc tho lun reading assignment
Nevertheless, there has long been general agreement that "doing" knowledge management is not easy (Ruggles. 1998) and that there is no "one size fitsA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment ams at Aston over the past ten years or so bears this out. In that time we have seen:•© Organisations where knowledge management has been successful•© Organisations where an ongoing knowledge management initiative has had little or no impact■o Organisations where knowledge management has gone well f 1 bai dc tho lun reading assignment or a time and then stopped■G Organisations where knowledge management can't get startedFor example, we found in Edwards (2005) that over a two-year pe1 bai dc tho lun reading assignment
riod, of 16 organisations examined, eight had made progress in their knowledge management initiatives, four were at about the same stage, three had goA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment has included organisations where knowledge management has become part of the fabric of the way the organisation works, such as the Mortgage Code Compliance Board (Shaw, Hall. Baker. & Edwards. 2007) and those where it has suffered badly because of the departure of key individuals, such as the organi 1 bai dc tho lun reading assignment sation referred to as Restaurants in Shaw & Edwards (2005). We have also been talking to at least one organisation about the possibility of ‘doing som1 bai dc tho lun reading assignment
ething in knowledge management' for more than five years without any concrete initiative resulting.Let us see how this might have come about. Our diagA Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do itJohn EdwardsOperations & Information Management Group, Aston 1 bai dc tho lun reading assignment isolation but they have trouble in applying the ideas to their own organisation. In addition, it is not just a problem for managers: knowledge management is everyone's problem (Edwards, Shaw, & Collier. 2003). We have, for example, found that the workforce may have difficulty in doing what the knowl 1 bai dc tho lun reading assignment edge management initiative recommendations suggest that they should In one case we were working with a manufacturing organisation referred to as Manuf1 bai dc tho lun reading assignment
lndProd in Edwards et al (2005) and Edwards & Shaw (2004). This organisation had been formed by a management buyout not long before Previously it hadGọi ngay
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