POKOK BAHASANPertemuan 26

Matakuliah : Sistem Informasi ManajemenTahun : 2008

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Chapter 10

Information Technology For Management 6th EditionTurban, Leidner, McLean, Wetherbe

Lecture Slides by L. Beaubien, Providence College

John Wiley & Sons, Inc.

Knowledge Management

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Learning Objectives

• Define knowledge and describe the different types of knowledge.

• Understand the concepts of organizational learning, memory, and the impact of organizational culture

• Describe the activities involved in knowledge management.

• Describe different approaches to knowledge management.• Describe the issues associated with implementing

knowledge management in organizations.

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Learning Objectives (Continued)

• Describe the technologies that can be utilized in a knowledge management system.

• Describe the activities of the chief knowledge officer and others involved in knowledge management.

• Describe benefits as well as drawbacks to knowledge management initiatives.

• Understand the valuation approaches to KMS, as well as its successes and potential failures.

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IT and Knowledge Exchange• What information needed in Organization ?• How Often ? • How Many times the data exchange in your

organizaton ?• How you choose the technology that fit on your

need ?

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The CTO’s Growing To-Do-List• Provide the most up-to date tools and connectivity for internal system

access to every deskstop• Configure, maintain, and upgrade the software used by every employee• Select, secure, install and fix all of the company’s computer technology• Provide system security, backups, internet access, firewall configuration,

and virus protection• Program in-house solution to business problems• Work with outside technical consultant on a wide variety of projects

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IT Culture in The Organization

1. Integration

2. Scaling ( configuring technical system to expand to meet growing demands)

3. How the culture Can Be Change ?

4. What is the obstacle ?

Two Key goal in the CEO work now are

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IT Culture and Knowledge-Sharing Culture

1. Knowledge sharing is about dynamic information exchange and communication

2. The key players who way range from specialized teams to cross-discipline experts to entire department, must be enabled to interact through the network with one department, must be enabled to interact through the network with one another and with information resources.

3. How to the organization sharing their new culture in the organization ?

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Integrating Knowledge Resoures

• The prodominant goal of software vendors is unifying and automating the entire e-business operation. There are roughly speaking, two ways to achieve that goal:

• Deploying a suite of products that offer “ all-in-one” e-business functionality of knitting together “ the best of breed” digital tools into a unified platform.

-Knowledge Organization

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Knowledge Organization• David Snowden, of IBM and the Institute for Knowledge

Management says that three assumption about human and what they know determine whether a technology will work to help spread knowledge:

• 1. Knowledge can only be volunteered• 2. People always more than they can tell and can tell more

than they can write• 3. People only know what they need to Know when they

need to know it• He also advises”Use the simplest technology you can for

the purpose at hand.

-Knowledge Organization

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Culture Conflict• Three Essentials of A Sharing Culture:• Trust :Share will not exploited or used against me• Tolerance: What I contribute will not be criticized

unfairly or bring personal attack• Reward: I will benefit from the exchange if I

contribute to it

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Culture Conflict

Artifacts

Espoused Values

Basic Underlying Assumptions

Seen, heard, felt

Style, language, decor, myths, stories

Original values begin with founders, prevailing leaders, evolve into shared assumptions

Learned behaviors, attitudes,

Source of stability of beliefs,

Defines reactions

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Knowledge Audit• Carl Frappaolo, executive vice president of the

Delphi Group Inc. explain “ a benchmark of where the organization is from a technical standpoint, a leadership standpoint, a work habit standpoint, a cultural standpoint, a communication pattern standpoint, a team structure standpoint.

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Conversational Tendencies

• The varying important of core interest ( or focus) in community relationship

• A community focus on content of common interest such as a corporate intranet of Website

• The social interaction itself, rather than the knowledge gained from the conversation, may be the prime focus.

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Leadership: Energy from the Top• Unless the top tiers of the leadership hierarchy recognize

the importance of knowledge exchange in the culture, there is little hope that grass-roots will transform the entire organization.

• Cisco has years deliberately shared know-how through its Web sites, intranet, extranet, you may see many reference to solutions, training, e-learning and guidance

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Performance as a Motivator• Carrot and Stick• Key Performance Indicator• Periodically evaluation