Company Logo Knowledge Management Cooperative ERP Life-cycle Knowledge Management 指導教授：歐陽超教授

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Knowledge Management

Cooperative ERP Life-cycle Knowledge Management

指導教授：歐陽超教授

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Abstract & INTRODUCTION

Outline

1

THEORETICAL FOUNDATIONS2

3

THE RESEARCH PROPOSITIONS4

RESEARCH METHODOLOGY5

RESEARCH QUALITY AND SIGNIFICANCE6

RESEARCH OBJECTIVES, QUESTIONS & EXPECTED OUTCOMES

主講人 : 戴孟浩

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Abstract

• Strategic alliances between ERP software vendors,

their implementation partners and clients.

Phase 1Phase 1 Phase 2Phase 2 Phase 3Phase 3

KM facilities

Approaches

Technology

Explore

alternative

responsibility.Role sharing

scenarios.

Define a

system

architecture.Propose

strategies to

promote the

framework.


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INTRODUCTION

• SAP - Enterprise Resource Planning systems (ERP).

• SAP’s client/server software package - R/3.

• The international director of Education and Learning was promoted to head a new business unit titled “Knowledge Management.”

• A major SAP development regionally has been the

advent of Sapient College.

• R/3 sales in Australia have grown from $33M in 1995

to $175M in 1997.

• Turnover and poaching of staff is rampant - ERP

‘knowledge drain’.


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INTRODUCTION

• “Having made costly errors by disregarding the importance of knowledge.

• Thomas Davenport.

1. Rapidly changing technology and organization philosophy demand quite new R/3-related roles

• Three related problems of concern for Sapient College ︰

2. There exists a serious dearth of R/3 expertise internationally and for Australia in particular

3. The market size for R/3 is constrained by the people costs of implementation


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INTRODUCTION

• R/3-related work contributes the largest proportion of total revenues for several of the world’s major consulting companies.

intranet development tools

search engines

implementation methodologies and groupware

document management systems

• e.g. ︰


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INTRODUCTION

• All 3 key players stand to benefit from effective ERP knowledge management.

• Innovative clients too have developed ERP knowledge

management practices worthy of study.


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THEORETICAL FOUNDATIONS

Nonaka and Takeuchi 1995：

主講人 : 陳朝政

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Winter 1987：


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Double-Loop Single-Loop

Higher and Lower Level Learning：


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• Knowledge links, are a form of strategic alliance that give organizations access to the skill and capabilities if a partner and opportunity to create new capabilities together(Badaracco 1991).

• The purpose of a partnership is to improve a firm’s capabilities and resource when there is a perceives deficiency or opportunity(Badaracco 1991, Borys and Jemsion 1989, Eisenhardt and Schoonhoven 1996, Hamel 1991, Lasher, Ives and Jarvenpaa 1991).

Cooperative knowledge management：


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Kanter 1994：


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Badaracco 1991, Winter 1987：


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Benefits：


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• Published work includes books, refereed journal

articles, refereed conference proceedings, and a large

number of practitioner articles.

• In addition, Professor Davenport has authored

refereed conference proceeding and practitioner

articles on ERP systems.

Process management and knowledge management：


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Consultant Engagement Success Factors：


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• Facilitate reciprocal value adding by SAP and its

partners and clients to client R/3 implementations.

• Develop a cooperative framework for ERP knowledge

management across SAP, its partners and its clients.

• Diffuse “best practice” ERP knowledge management

throughout SAP, its clients and consulting partners in

the Australasian region.

Research Objective：


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Research Objective：


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• How can improvements in knowledge management contribute to ERP success?

• What ‘new’ knowledge do clients and consultants rein a dynamic ERP environment?

• What respective roles can clients, consultants and SAP play in capturing, transferring and managing this knowledge?

Research Questions ︰

主講人 : 聞毅

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• Reduced costs of ERP implementation

• Increased independence with the installed ERP

• Increased satisfaction with ERP implementations

• Improved ability to ‘evolve’ the installed ERP system in line with a changing environment

• Important prescriptions to firms adopting ERP on how to introduce knowledge management practices in order to meet future organizational challenges

Expected outcomes for ERP client ︰

主講人 : 聞毅

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• Realignment and clear definition of the three main players’ roles in R/3 implementation

• Revised Sapient College curriculum and methods in line with the changing roles of key players

• Revised Sapient College University Alliance members’ curriculums in sync with the evolving Sapient College curriculum and strategy

Expected outcomes for Sapient College and its

partners ︰

Additionally, insights may point to development of software tools or a knowledge management software architecture.

主講人 : 聞毅

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• A conceptual framework for interrelating knowledge management concepts, tools, techniques, and roles

Expected research outcomes ︰

主講人 : 聞毅

The conceptual framework will serve as an aide in better anticipating and reacting to a changing environment and to facilitate agreed levels of：

• Client independence• Ongoing involvement of the implementation partner• Ongoing support from SAP [page 3]

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The Research Propositions

• Clients don’t effectively capture vendor and consultant knowledge during implementation

• Clients are suffering ‘knowledge drain’ during ERP implementation which is impairing the installed ERP

• Australia is suffering from serious ERP knowledge drain

• Australia’s competitiveness and ability to react to a changing competitive environment is constrained by static ERP installations

• Clients and consultants pay insufficient attention to knowledge transfer in their proposals

主講人 : 聞毅

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The Research Propositions

• The vendor, in their quality control role, is not paying sufficient attention to the need for knowledge transfer to the client from the vendor and from the consultant during ERP implementation and beyond

• Vendor education and training (Sapient College) does not address all relevant client knowledge requirements for implementation

• Systematizing ERP knowledge management is complex and expensive and beyond the capabilities of most individual clients

• Vendors and consultants can aid clients to systematize their ERP knowledge management

• Knowledge management is more beneficial when undertaken formally

• Knowledge management projects are more likely to succeed when they change motivational practices

主講人 : 聞毅

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Research Methodology

• Phase 1 Refine strategy and study context

• Phase 2 Delphi study of ERP implementation issues and perceived knowledge management potential

• Phase 3 Pilot case study of SAP knowledge management practices

• Phase 4 Multiple case study: knowledge management practices of key players

主講人 : 聞毅

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Research Methodology

• Phases 5 6 7 Quantitative data collection

• Phase 8 Report descriptive statistics

• Phases 9 10 Testing

• Phase 11 Write-up

主講人 : 聞毅

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RESEARCH QUALITY AND SIGNIFICANCE

• The research is novel in that ︰

1. The team has unusual access to relatively sensitive data from the cooperating vendor, consulting companies and their clients, through SAP’s substantial market influence.

2. SAP and several of their implementation partners are at the forefront in related areas of current business practice.

3. ERP implementations tend to be highly structured, well defined and well documented in order to manage the potentially substantial costs and complexity. By studying a single package (R/3) the sample is relatively more homogeneous. Also,R/3 by itself is a significant phenomenon in the marketplace.

主講人 : 楊鎰隆

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4. The study seeks to leverage an already strong teaching & learning alliance with industry into research.

5. The package implementation process has been largely neglected to date and represents an important research niche.

6. The process of packaged software implementation and support is inherently multidisciplinary and applied, both increasingly important research dimensions at ISMRC, nationally and internationally.

7. The research proposes to triangulate qualitative and quantitative findings through a multi-method involving multiple methods of data collection multiple sources of data , multiple methods of analysis and multiple perspectives in analysis and interpretation.


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• The proposed research will advance our knowledge of the structure, formation and development processes of knowledge management for ERP life-cycle support.

• The research has national significance. It seeks to address intra- and inter-organisation

knowledge management capabilities in a significant component of the economy: the engagement of software vendors and external consultants to provide for improved IT solutions.


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• While findings are expected to be particularly valuable to organisations implementing R/3 and other ERP, the tripartite knowledge management framework is expected to have value for other types of systems and the complete range of a consulting firm’s services.

• The study will identify and make recommendations for the transfer of ‘best practice’ ERP knowledge management practices from around the globe to Australian subsidiaries.

• Identify limitations of current ERP knowledge management practices.


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• Identify methods of introducing ‘best practice’ ERP knowledge management into Australian organisations, thereby addressing the serious ERP resource shortage plaguing the country.

• Produce recommendations regarding the recruitment of consultants with appropriate experience to take on demanding roles required in transforming organisations and managing and transferring knowledge.

• Provide clear staff development objectives for improving knowledge management skills of vendor, client and consultant staff; and Facilitate better matching of expertise with ERP projects.


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Thank you

Documents

Company Logo Knowledge Management Cooperative ERP Life-cycle Knowledge Management 指導教授：歐陽超 教授

Company Logo Knowledge Management Cooperative ERP Life-cycle Knowledge Management 指導教授：歐陽超教授