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Knowledge Management

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Strategic alliances between ERP software vendors, their implementation ... Eisenhardt and Schoonhoven 1996, Hamel 1991, Lasher, Ives and Jarvenpaa 1991) ... – PowerPoint PPT presentation

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Title: Knowledge Management


1
Knowledge Management
  • Cooperative ERP Life-cycle Knowledge Management
  • ??????? ??

2
Outline
Abstract INTRODUCTION
THEORETICAL FOUNDATIONS
RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
THE RESEARCH PROPOSITIONS
RESEARCH METHODOLOGY
RESEARCH QUALITY AND SIGNIFICANCE
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3
Abstract
  • 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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4
INTRODUCTION
  • 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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5
INTRODUCTION
  • 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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INTRODUCTION
  • e.g.?

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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7
INTRODUCTION
  • All 3 key players stand to benefit from effective
    ERP
  • knowledge management.
  • Innovative clients too have developed ERP
    knowledge
  • management practices worthy of study.

??????
8
THEORETICAL FOUNDATIONS
Nonaka and Takeuchi 1995
??????
9
THEORETICAL FOUNDATIONS
Winter 1987
??????
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THEORETICAL FOUNDATIONS
Higher and Lower Level Learning
  • Double-Loop
  • Single-Loop

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THEORETICAL 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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THEORETICAL FOUNDATIONS
Kanter 1994
??????
13
THEORETICAL FOUNDATIONS
Badaracco 1991, Winter 1987
??????
14
THEORETICAL FOUNDATIONS
Benefits
??????
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THEORETICAL 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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THEORETICAL FOUNDATIONS
Consultant Engagement Success Factors
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17
RESEARCH 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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18
RESEARCH OBJECTIVES, QUESTIONS EXPECTED
OUTCOMES
Research Objective
??????
19
RESEARCH 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?

?????
20
RESEARCH 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

?????
21
RESEARCH 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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RESEARCH 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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23
The 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

?????
24
The 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

?????
25
Research 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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26
Research 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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27
RESEARCH 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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28
RESEARCH 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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29
RESEARCH 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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30
RESEARCH 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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31
RESEARCH 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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32
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