Change Paradigms In The Setting Of Knowledge Management Systems

Change Paradigms in the Setting of Knowledge Management Systems

1. 1 Research Problem and Relevance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 l. 2 Key Concepts and Significant Prior Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1. 2. 1 Definitions and Basic Concepts in Knowledge Management . . . . . . . . . . . . . 6 1. 2. 2 Refining the Research Question . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 l. 3 Research Objectives and Expected Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . l3 1. 4 General Research Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1. 4. 1 Research Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1. 4. 2 Site Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 1. 4. 3 Unit of Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 l. 4. 4 Data Collection, Analysis, and Exposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 2. Conceptual Foundations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 2. 1 Change Paradigms Guiding KMS Implementations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 2. 2 Linear,Staged Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2. 2. 1 Lewin-Schein's Conceptualization of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 2. 2. 2 Unfreezing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 2. 2. 3 Cognitive Restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 2. 2. 4 Refreezing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 2. 3 Circular, Continuous Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 2. 3. 1 Sathe's Conceptualization of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 2. 3. 2 Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 2. 3. 3 Justifications of Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 2. 3. 4 Cultural Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 2. 3. 5 Hiring, Socializing, and Replacing Employees . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 3. Case Study: Siemens ShareNet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 3. 1 Project Prologue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 3. 2 Definition and Proto typing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 3. 3 Setup and Piloting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 3. 4 Global Rollout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 3. 5 Operation, Expansion, and Further Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 3. 6 Shifting to a Multi-Community Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 4. Case Discussion: Change Paradigms Revisited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 4. 1 A Linear, Staged Perspective to Explain Success and Failure . . . . . . . . . . . . . 81 VIn Content 4. 1. 1 Revealing Critical Success Factors for Unfreezing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 4. 1. 2 Revealing Critical Success Factors for Cognitive Restructuring . . . . . . . . .

Change Paradigms in the Setting of Knowledge Management Systems

Coping with Continuous Change in the Business Environment

Aimed at knowledge management professionals and students in the field of knowledge management, information science, information systems and software engineering, the book provides answers to the 'what-is' and 'why-is' questions with regard to knowledge management. It investigates the concepts and elements, the drivers, and challenges involved in knowledge management. In the second part of the book the 'how' and 'with-what' characteristics of knowledge management are covered. Although knowledge management is primarily concerned with non-technical issues, this book concentrates on the technical issues and challenges. A new technology framework for knowledge management is proposed to position and relate the different knowledge management technologies as well as the two key applications of knowledge management, namely knowledge portals and knowledge discovery (including text mining). - Best practices for a number of knowledge management issues are discussed - A new technology framework for knowledge management is proposed to position and relate the different knowledge management technologies - Written by internationally acknowledged KM researchers and practitioners