Knowledge Management in

Practice: An Exploratory Case Study

by Shan L. Pan & Harry Scarbrough

Presented by: Jonathan Cullum Kelly Powell &

LaPortia James

Case Study of Buckman Laboratories

Introduction: Researchers have outlined the theoretical case for knowledge management.

Claim: with product life-cycles shortening and technologies becoming more imitable, organizational knowledge emerges as a competitive advantage by virtues of its tacitness, difficult in being copied, and immobility.

Problem: Difficult to relate to business

Partly due to the very qualities of tacitness which lend this importance is an elusive item for practitioners.

Absence of a framework for managing knowledge is becoming a more critical problem for managers

An attempt to shed some light

2 Specific objectives: Develops an analysis of knowledge management

from an integrated socio-technical perspective.

Study uses case study of Buckman Laboratories to examine the dynamics of successful knowledge management practices, and to consider the extent to which these practices can be used by other companies.

Towards a Socio-technical Perspective on Knowledge Management

In proposing the socio-technical perspective there are some considerations.

1- number of studies recognizes holistic view (more than sum of parts) between social and technical factors.

2- refocuses attention on the work process itself 3- compatibility between social and technical

subsystems is the key to meeting the needs of customers

4- provides a suitably synthetic analytical space to consider all factors in a even-handed way.

Socio-technical perspective (aka STS) defined

Describes a method of viewing organizations emphasizing the interrelated functioning of the social and technological subsystems of the organization and the relation of the organization as a whole to the environment in which it operates.

Analyzing Knowledge Management

Socio-technical thinking originated from the “systems perspective” on organization.

More recently analyses stress the interplay between technology and the organization.

Relevancy Need to distinguish between different types

of knowledge- tacit and explicit

Explicit knowledge is systematic and hard data.

Tacit knowledge- resides in the heads of those working

Structuring of Knowledge Management Systems

Three major layers or interaction: Infrastructure: hardware/software enabling

contact Infostructure: formal rules governing

exchange of network Infoculture: stock of background knowledge

Method of Research Qualitative approach

Single Case Study Semi-structured Interviews On-site Observations (6 Weeks) Secondary Data

Case Study:Buckman Laboratories

Organizational Background Manufacturer of specialist chemicals

for aqueous industrial systems $300 million company (Sept 1999) International – 102 countries 1000 specialty chemicals

K’NETIX® Customer knowledge Competitive intelligence Process knowledge Product knowledge

Corporate Knowledge Factual corporate knowledge

Technological know-how Market know-how

Behavioral corporate knowledge Social interaction of individuals and organizations

Proprietary knowledge Codified

KM Development Historical (1945-1991)

International expansion Problem-solving Knowledge vision

Transformative (1992-1998) Knowledge sharing Organizational learning

Analysis of Infrastructure Knowledge Architecture

Elements: humans, organizational entities, documents, books, other knowledge repositories, and operating entities

Process: Knowledge Management Transfer Department

K’Netix®: connecting knowledge suppliers and users worldwide

Organizational Knowledge Repository (Memory) K’Netix®: electronic forums, bulletin boards,

virtual conference rooms, libraries, and e-mail

Analysis of Infostructure Knowledge sharing process

Customer Questions/Concerns

Technical-sales People/Field-based associates

Posted to forum Subject matter expert

Forum Specialist

Volunteer SectionLeaders

Analysis of Infostructure Global Access

Region-focus Forums TechForum (US) EuroForum (Europe) LatinoForum (Latin America) AAAForum (Asia, Australia, & Africa)

Analysis of Infoculture Culture promotes knowledge sharing Knowledgeable experts at all levels of the

corporation can interact, share new ideas, and problem solve

Remember!!!!

For a knowledge management project to be successful, an organization MUST have a knowledge-enterprising culture.

Infoculture cont…. A knowledge-enterprising culture is difficult

to build from scratch, but at Buckman management was proactive in the effort

There was a 90% cultural change

Re-Learning Buckman used a process of re-learning to

achieve a knowledge enterprising culture Employees who share knowledge are the

most influential and others would seek their advisement

Trust…

A top executive in the company explained that trust is a huge part of knowledge sharing. Stop hoarding knowledge and start sharing it within the company (369).

According to this executive, “The most valuable employee is one who becomes a source of knowledge and actively shares that knowledge with other people.”

Infroculture final thoughts Everyone is encouraged to become

knowledge entrepreneurs Encourages employees to take risks,

innovate, and quit asking for instructions Knowledge Entrepreneurship is rewarded Innovations and inquiry are promoted

Top Management in Knowledge Entrepreneurship

MUST have a shared vision Management must coordinate this vision This provides focus and energy Gives meaning to everyone (individual role) Provides a picture of the company’s future

Implementing Vision A combination of perceptions and employees’

attitudes are necessary in conjunction with leadership.

The study showed that Buckman top management acted as role models for learning and knowledge sharing

“Facilitating changes in the area of knowledge management requires proactive entrepreneurial support from the top.”

About Bob… Pioneering figure in knowledge

management Trained in chemical engineering and

business Joined his father’s company Fascinated by organizational dynamics and

the challenges computers could present

Trust Bob Buckman accredits trust as being a

main ingredient to successful knowledge sharing

“You cannot empower someone that you do not trust and who does not trust you” (370).

Use rewards and sanctions to overcome resistance

Communities of Practice at Buckman Evolved informally by those using virtual

systems to solve problems Small sub-groups of people, built around

participation Sharing knowledge outside the community

is difficult to enforce Managers have a hard time understanding

and building a system around this process

Buckman’s Strategy Part One- Efficiently deliver a solution to

increase customer satisfaction and confidence in a supplier.

Part Two- Employees’ should be empowered with knowledge in order to satisfy customer needs better than the competitor

If you work at Buckman…. Learn as much as possible Contribute Knowledge to the system Participate in distributing knowledge to

customers In the long run, customers receive the

benefit

Knowledge Management Strategy For success, a clear and conscious

strategy is necessary Since the 1980’s Buckman has consciously

decided to compete in terms of knowledge

Today’s Challenge New arrangements and roles of the

company, not technology, challenge knowledge management

Conclusion Knowledge management involves more

than technology Must have a culture with new roles and

constructs Changes the structure of the organization,

including communication patterns Integrate knowledge with business

objectives

Locations North America Europe/Middle East Latin America Africa Pacific Rim

Products

Pulp, Paper, Tissue Repulping and deinking Products targeted to the middle market

water treatment segment Breakthrough chemistries for the leather

industry

K’Netix A single communications network which

incorporates all of Buckman’s knowledge and experience, and allows employees to focus all capabilities on customer’s challenges (buckman.com).

Thanks For Listening!!

Any Questions?