【正文】 egree of learning amp。 49 ?Lack of awareness ?Notinventedhere ?Lack of incentive ?Time constraint ?Knowledge is power ?Lack of understanding ?Lack of incentive ?Time constraint What are some barriers to successful knowledge management? 169。 57 …and most importantly, management cannot mandate social relationships Jan Lars Pia Anna Nils Bill Erik Mike Al Alex John Eva Hans Miguel Paul 169。 selfevaluations 3 2 1 0 1 2 3 Corporate management39。 Davidsson 2022 169。 71 …..you “hire” his or her work. When you hire someone… 169。General Manager, Tetra Pak Hoyer China Fey, Pavlovskaya, amp。 82 Why encourage socialization? Trust, mitment, and an open environment are essential for knowledge exchange in works 169。 86 Improve connectedness and unplug bottlenecks internally ? Reevaluate design of teams, roles, etc. ? Rethink work processes and provide support ? Reassign tasks, rotate individuals, etc. ? Shift responsibilities Department 1 Department 2 169。 90 1) Why we exist and what we stand for Core values ? A small set (often no more than 5) of guiding principles with intrinsic value and importance to those inside the anization ? Stand the test of time, even when circumstances around change ? Cannot be forced upon people – must be shared at the outset Merck Corporate social responsibility Sciencebased innovation Honesty and integrity Excellence in all aspects of the pany Profit, but profit from work that benefits humanity Collins amp。 Tang 2022 169。 99 Interested in learning more or better yet, participating in a research study? ? Contact me at ? Selected publications by others ? Hustad, E. amp。 97 ? Profitable growth through higher efficiency and innovation – Preventing the waste of valuable resources avoid reinventing the wheel – Ensuring the use of leadingedge technology and thinking across the firm – Increasing customer satisfaction through shorter leadtimes and consistent behavior – Creating a petitive cost structure – Facilitating breakthrough and incremental innovations through bination of technologies and ideas from across and outside the firm ? An attractive workplace that encourages crossfunctional cooperation across the globe – Attracting and retaining key individuals What are the benefits of knowledge management? 169。 94 Cultural differences add yet another challenge An important role of HR is to teach employees the Ericsson way of doing things. In Finland, most people have a similar mindset so this happens naturally. In Russia and China, more attention is needed to using more formal practices to make sure this acculturation occurs. 187。 89 1) Why we exist and what we stand for Mission / purpose ? The anization’s reason for being – not a goal or a strategy ? Captures the soul of the anization and should last “a 100 years” ? Can never be fully realized – but inspires change and progress ? Is the star on the horizon – seen and to be chased forever 3M To solve unsolved problems innovatively Merck To preserve and improve human life Walt Disney To make people happy WalMart To give ordinary folks the chance to buy the same things as rich people Collins amp。 85 Leverage and understand internal and external works ? Identify which works are important to understand – ., product development, merger integration, etc. ? Collect work data – ., observe, interview people, conduct questionnaire, track , etc. – Ask appropriate questions, ., advice, trust, innovation, etc. – Pretest survey on employee sample for reactions ? Determine causes of fragmented works – ., physical layout, workflow, job description, leadership style, knowledge attitudes, etc. Adapted from Cross, Nohria, amp。 80 A variety of tools ? Competence system ? Recruiting ? Incentives ? Networks ? A visionary anization Competence Management Motivation Management 169。 learning Global efficiency National responsiveness 169。 69 A variety of tools ? Competence system ? Recruiting ? Incentives ? Networks ? A visionary anization Competence Management Motivation Management 169。 65 A variety of tools ? Competence system ? Recruiting ? Incentives ? Networks ? A visionary anization Competence Management Motivation Management 169。Researcher, Xerox California 169。 55 But here we see the reverse A high degree of participation in dispersed electronic munities Ontime performance + Creative performance 169。 47 Biggest difficulties to knowledge transfer 91528344043560 10 20 30 40 50 60Changing people’s behavior Measuring value/performance of knowledge assets Determining what knowledge should be managed Justifying use of scarce resources for KM initiatives Making knowledge available Attracting and retaining talented people Mapping anization’s existing knowledge Ruggles 1998 169。 Govindarajan 2022 Number of subsidiaries providing and receiving knowledge and skills 169。l” – one who burned for munity and walked the talk – High level of reciprocity 169。 consumers Virtual and facetoface Ericsson System Architect Program, ESAP Intraanizational 20 members from 14 countries Facilitate interproject learning and innovation Retain key individuals Primarily facetoface Magnusson amp。 28 Helping Bestpractice Knowledge stewarding Communities can have a different primary purpose 169。 27 Role of munities of practice ? Create: Own amp。 21 Where do individuals go for help in solving problems? Colocated colleagues Intra Nonelectronic documents Internal electronic works Contacts in other offices External electronic works Inter Nonelectronic documents Other contacts 1