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Chapter 9 Developing an Effective Knowledge Service

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  1. Chapter 9Developing an Effective Knowledge Service

  2. Introduction • In many knowledge communities, the philosophy and expectations of knowledge management are not achieved in practice • This session explores the use of a knowledge service as a major strategy to create a strong support for knowledge management across the organizational community • Knowledge services provide an integrated and strategic approach to supporting knowledge growth and development

  3. Knowledge Services(1/4) • Support knowledge users and contributors • Encourage knowledge sharing and best practices • Encompass professional, social and technical services • Accommodate labor intensive, customer orientated processes and self-managed technical solutions

  4. Knowledge Services (2/4) Features • Customers • Simultaneous support to the user • Perishability • Customization • Service mix is an important consideration

  5. Knowledge Services (3/4) Functions • Promotes/publicizes the benefits, examples and outcomes of desirable knowledge practices • Facilitates knowledge management across the community • Enables common understandings • Supports communities of practice • Monitors and responds to new issues/needs

  6. Knowledge Services (4/4) Philosophy • User-focused • High quality outcomes which reflect the user expectations • Range of services that facilitate knowledge management across the community • Reliable, dependable and credible • Responsive and willing • Professional

  7. Major features of effective knowledge services

  8. Knowledge Service Contributors(1/2)

  9. Knowledge Service Contributors (2/2) Service activities • Encourage social interaction • Identify and nurture community knowledge potential and talent • Leadership support and development • Organizational development • Capacity building • Promote and stimulate the social dimension of knowledge management

  10. Models of Service Provision(1/4) • Centralized or devolved • Ensure awareness of the knowledge community and its activities • Monitor issues from local subgroups • Dissemination of central policies and strategies to local units, individuals and networks

  11. Models of Service Provision (2/4) The centralized service • Work outwards into the community • Contributes to strong dissemination of the knowledge management strategy • Monitors knowledge implementation • Assists peer collaboration, leadership interchange • Provides a range of community building tools • Builds a knowledge presence

  12. Models of Service Provision (3/4) The local service • Members are integral to the business of the local unit • Stakeholders are regularly interacting with the knowledge service • Can isolate the knowledge service from the overall corporate strategy • Potentially reduced influence, reach and capacity to collaborate with other units

  13. Models of Service Provision (4/4) The blended service • Central + local • Visible and encompassing knowledge service • Hands-on responsive local service • Higher investment, higher return • Requires significant management of interactions to maintain connectedness and common understanding

  14. Knowledge Service Staff(1/2) • Confidentiality • Individuals, groups, systemic support • Systems versus human factors • Knowledge of service priorities and goals • Ongoing communication with colleagues • Sharing of effective strategies

  15. Knowledge Service Staff (2/2) • Knowledge service competencies: • Familiarity with knowledge technologies • Organizational development • Project management • Consultancy expertise • Interpersonal skills • Analytical and conceptual skills • Management and leadership skills

  16. Funding and Promoting the Knowledge Service • Free service • Fee for service • Service level agreements

  17. Supporting the Organization • Evaluative focus • Benchmarking and external review • Promulgate discussion/debate • Clarify core knowledge competencies • Promote knowledge concepts, culture and value • Encourage knowledge enterprise, communities and engagement

  18. ORGANIZATIONAL OPERATIONAL UNITS Knowledge service focus COMMUNITIES OF PRACTICE INDIVIDUALS Knowledge service levels

  19. Evaluating the Effectiveness of the Knowledge Service • Efficiency • Effectiveness • User satisfaction surveys • Benchmarking • Qualitative reviews

  20. Concluding Points • A formally constructed knowledge service can be a significant influence across the knowledge community • While the structure and funding arrangements may vary, the underlying focus on supporting the organization, operational units, communities of practice and individuals is a core focus • Efficiency and effectiveness are important

  21. Today’s focus questions: • How does a knowledge service work? • Do organizations really need a knowledge service? • If firms do develop knowledge services, how might that impact on other organizational activities? • Lecture reference: Debowski, Chapter 9

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