Title: Knowledge Management
1Knowledge Management
- Cooperative ERP Life-cycle Knowledge Management
- ??????? ??
2Outline
Abstract INTRODUCTION
THEORETICAL FOUNDATIONS
RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
THE RESEARCH PROPOSITIONS
RESEARCH METHODOLOGY
RESEARCH QUALITY AND SIGNIFICANCE
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3Abstract
- Strategic alliances between ERP software vendors,
their implementation partners and clients.
- Define a
- system
- architecture.
- Propose
- strategies to
- promote the
- framework.
- Explore
- alternative
- responsibility.
- Role sharing
- scenarios.
- KM facilities
- Approaches
- Technology
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4INTRODUCTION
- SAP - Enterprise Resource Planning systems (ERP).
- SAPs 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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5INTRODUCTION
- Three related problems of concern for Sapient
College?
1. Rapidly changing technology and organization
philosophy demand quite new
R/3-related roles
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
- Having made costly errors by disregarding the
importance of knowledge. - Thomas Davenport.
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6INTRODUCTION
intranet development tools
document management systems
search engines
implementation methodologies and groupware
- R/3-related work contributes the largest
proportion - of total revenues for several of the worlds
major - consulting companies.
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7INTRODUCTION
- 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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8THEORETICAL FOUNDATIONS
Nonaka and Takeuchi 1995
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9THEORETICAL FOUNDATIONS
Winter 1987
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10THEORETICAL FOUNDATIONS
Higher and Lower Level Learning
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11THEORETICAL FOUNDATIONS
Cooperative knowledge management
- 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
firms 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).
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12THEORETICAL FOUNDATIONS
Kanter 1994
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13THEORETICAL FOUNDATIONS
Badaracco 1991, Winter 1987
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14THEORETICAL FOUNDATIONS
Benefits
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15THEORETICAL FOUNDATIONS
Process management and knowledge management
- 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.
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16THEORETICAL FOUNDATIONS
Consultant Engagement Success Factors
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17RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Research Objective
- 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.
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18RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Research Objective
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19RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Research Questions?
- 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?
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20RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Expected outcomes for ERP client?
- 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
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21RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Expected outcomes for Sapient College and its
partners?
- 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
Additionally, insights may point to development
of software tools or a knowledge management
software architecture.
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22RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Expected research outcomes?
- A conceptual framework for interrelating
knowledge management concepts, tools, techniques,
and roles
- 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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23The Research Propositions
- Clients dont 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 - Australias 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
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24The 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
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25Research 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
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26Research Methodology
- Phases 5 6 7 Quantitative data collection
- Phase 8 Report descriptive statistics
- Phases 9 10 Testing
- Phase 11 Write-up
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27RESEARCH 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 SAPs 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.
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28RESEARCH QUALITY AND SIGNIFICANCE
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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29RESEARCH QUALITY AND SIGNIFICANCE
- 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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30RESEARCH QUALITY AND SIGNIFICANCE
- 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 firms 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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31RESEARCH QUALITY AND SIGNIFICANCE
- 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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32Thank you