Encouraging millennials to collaborate and learn on the job

2015 ◽  
Vol 14 (4) ◽  
pp. 118-123 ◽  
Author(s):  
Lauren Trees
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Social Networking ◽  
Age Groups ◽  
Lessons Learned ◽  
Retention Rates ◽  
Direct Access ◽  
Content Type ◽  
Business Outcomes ◽  
Wide Range

Purpose – The purpose of this paper is to present enterprise social networking and gamification as two potential tools to help organizations engage Millennial employees in collaboration and learning. Design/methodology/approach – The research provides general descriptions of enterprise social networking and gamification approaches, shares data on adoption of these approaches from APQC’s “2015 Knowledge Management Priorities Data Report” (based on a January 2015 survey of 524 knowledge management professionals) and includes four company examples adapted from APQC’s Connecting People to Content and Transferring and Applying Critical Knowledge best practices studies. The methodology for APQC’s best practices studies involves screening 50 or more organizations with potential best practices in a given research scope area and identifying five or six with proven best practices. APQC then conducts detailed site visits with the selected organizations and publishes case studies based on those site visits. Findings – Enterprise social networking platforms are in place at 50 per cent of organizations, with another 25 per cent planning to implement them by the end of 2015. By providing near-immediate access to information and answers, enterprise social networking helps Millennials learn the ropes at their new workplaces, gives them direct access to more knowledgeable colleagues who can assist and mentor them, and helps them improve their business outcomes by reusing knowledge and lessons learned across projects. Younger workers can also harness the power of social networking to create a sense of belonging and build their reputations in large, dispersed firms, where it is particularly difficult for them to gain visibility. A recent APQC survey indicates that 54 per cent of organizations either currently employ gamification to encourage collaboration or expect to implement it within the next three years. The rush to gamify the enterprise is, at least in part, a reflection of employers’ desire to satisfy Millennials and make them feel connected to a community of co-workers. Although games appeal to a wide range of age groups, Millennials grew up with digital interaction and tend to prefer environments that emphasize teamwork, social learning and frequent feedback – all of which can be delivered through gamification. Originality/value – The value of this paper is to introduce the value of and relationship between enterprise social networking and gamification platforms to human resource (HR) professionals looking to increase engagement and retention rates for Millennial employees.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Beginning a journey of knowledge management in a secondary school

2016 ◽  
Vol 20 (2) ◽  
pp. 364-385 ◽  
Author(s):  
Kai Wing Chu
Keyword(s):  
Knowledge Management ◽  
Secondary School ◽  
Knowledge Sharing ◽  
Knowledge Base ◽  
Lesson Study ◽  
Lessons Learned ◽  
Digital Archive ◽  
Case Study Methodology ◽  
Content Type

Purpose Despite the fact that schools should be places where learning occurs, most schools have overlooked the importance of knowledge. In contrast, commercial firms have recognized knowledge as a strategic intangible asset and a key resource of the enterprises. Therefore, enterprises have already harnessed knowledge to a great extent with wide practice of knowledge management (KM). The purpose of this paper is to show that KM could be applied to the education sector similar to the practice in the business world for leveraging intellectual assets. This paper examines how schools can kick off the process of KM implementation. This paper also reports what have been done and what should be done in KM implementation better in a school. This can give insights for schools which will try KM in near future. Design/methodology/approach The paper uses a case study in a secondary school to explore how KM can be kicked off and sustained in a school setting. A KM system called knowledge base and a document management system called Digital Archive were developed to serve as the infrastructure for knowledge sharing. Lesson study and communities of practice (CoPs) were adopted to be the platforms for knowledge sharing among teachers in the school. A case study of the processes and lesson learned was done in this paper. Multiple sources of data, including observations, questionnaires and interviews, have been collected for evaluation. Findings In this paper, KM implementation was found to be effective through dual approaches: information-based and people-/interaction-based approaches. A knowledge base and a Digital Archive as knowledge repositories and lesson study and CoPs as platforms for knowledge sharing have been successfully established to facilitate sharing information/knowledge and nurturing a sharing culture and trust. Challenges faced and the related coping strategies during the process of implementation were shared and reflected. It was also found that building sharing culture is the critical turning point of the process of KM implementation. Breaking through the barrier of sharing was found to be very essential to KM implementation. Research limitations/implications This paper adopts case study methodology to report the process of KM implementation in a school. Although these results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study will be a strong empirical evidence of research of KM implementation, especially in schools. Because of the limited number of prior studies and the importance of the pioneering work of launching KM implementation, this paper tries to address the research gap by using theory building from cases as a research strategy rather than theory testing research, especially in “how”and“why” in the steps of kicking off KM implementation in an unexplored research area. Practical implications This paper shows a case of KM implementation in a school with thoughtful procedures of implementing information-based and people-/interaction-based approaches. The paper is a showcase that will shed light on the processes and lessons learned and also helps to provide a model for schools who are interested in applying KM in their schools. Social implications Most people might think that KM can be applied only in commercial sector. This paper shows that KM can also be adopted in schools as well as other sectors. Originality/value This paper represents one of the pioneering work of implementing KM in a school. It hopes to make contributions for KM implementation also in the public sector within which are non-profit-making organizations.

Knowledge management

2014 ◽  
Vol 14 (1) ◽  
pp. 108-134 ◽  
Author(s):  
Morteza Shokri-Ghasabeh ◽  
Nicholas Chileshe
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Research Study ◽  
South Australia ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Management Support ◽  
Content Type ◽  
Critical Success ◽  
Methodological Triangulation

Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

An Empirical Analog Benchmarking Workflow to Improve Hydrocarbon Recovery

2021 ◽  
pp. 1-18
Author(s):  
Shaoqing Sun ◽  
David A. Pollitt
Keyword(s):  
Best Practices ◽  
Lessons Learned ◽  
Production Performance ◽  
Resource Potential ◽  
Systematic Analysis ◽  
Hydrocarbon Recovery ◽  
Field Development ◽  
Development Scenarios ◽  
Recovery Potential ◽  
Wide Range

Summary Benchmarking the recovery factor and production performance of a given reservoir against applicable analogs is a key step in field development optimization and a prerequisite in understanding the necessary actions required to improve hydrocarbon recovery. Existing benchmarking methods are principally structured to solve specific problems in individual situations and, consequently, are difficult to apply widely and consistently. This study presents an alternative empirical analog benchmarking workflow that is based upon systematic analysis of more than 1,600 reservoirs from around the world. This workflow is designed for effective, practical, and repeatable application of analog analysis to all reservoir types, development scenarios, and production challenges. It comprises five key steps: (1) definition of problems and objectives; (2) parameterization of the target reservoir; (3) quantification of resource potential; (4) assessment of production performance; and (5) identification of best practices and lessons learned. Problems of differing nature and for different objectives require different sets of analogs. This workflow advocates starting with a broad set of parameters to find a wide range of analogs for quantification of resource potential, followed by a narrowly defined set of parameters to find relevant analogs for assessment of production performance. During subsequent analysis of the chosen analogs, the focus is on isolating specific critical issues and identifying a smaller number of applicable analogs that more closely match the target reservoir with the aim to document both best practices and lessons learned. This workflow aims to inform decisions by identifying the best-in-class performers and examining in detail what differentiates them. It has been successfully applied to improve hydrocarbon recovery for carbonate, clastic, and basement reservoirs globally. The case studies provided herein demonstrate that this workflow has real-world utility in the identification of upside recovery potential and specific actions that can be taken to optimize production and recovery.

Evidence-Based Best Practices Collections

2011 ◽  
pp. 280-287 ◽  
Author(s):  
Forrest Shull ◽  
Raimund Feldmann ◽  
Michelle Shaw ◽  
Michelle Lambert
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Driving Force ◽  
Best Practice ◽  
General Concept ◽  
Lessons Learned ◽  
Evidence Based ◽  
Specific Knowledge ◽  
White Board

For capturing and transferring knowledge between different projects and organizations, the concept of a Best Practice is commonly used. A similar but more general concept for knowledge capturing is often referred to as a Lesson Learned. Both best practices and lessons learned are frequently organized in the form of knowledge collections. Such collections exist in many forms and flavours: From simple notes on a white board, to paper file collections on a shelf, to electronic versions filed in a common folder or shared drive, to systematically archived and standardized versions in experience and databases, or even specific knowledge management systems. In the past few decades, many organizations have invested much time and effort in such specific knowledge collections (e.g., databases, experience repositories) for best practices and/ or lessons learned. The driving force behind all these activities is to disseminate knowledge about proven solutions to their workforce. Ultimately, the goal is to avoid mistakes and improve the overall workflow and processes to possibly save money and gain a competitive advantage.

The power of partnerships

2019 ◽  
Vol 47 (2) ◽  
pp. 193-202
Author(s):  
Christy Groves
Keyword(s):  
High School ◽  
High Schools ◽  
Best Practices ◽  
Information Literacy ◽  
Academic Libraries ◽  
Lessons Learned ◽  
College Level ◽  
Content Type ◽  
Formal Assessment ◽  
The Impact

Purpose A large, predominantly undergraduate university in Tennessee partnered with a local magnet school aiming to assist high school seniors with their college-level research assignment. The partnership began as a pilot, but quickly expanded to include other high schools as a result of initial successes. This paper aims to describe the development of the partnership and its importance in fulfilling a key component of college preparedness for gifted high school students. Design/methodology/approach This paper describes how the Library partnership commenced as a service to a local high school that required its students to access college-level research materials. The paper details how both the Library and the high school recognized the impact of collaborating to expose these students to the information literacy skills needed for college readiness. Findings The paper presents the challenges encountered when attempting to provide college-level information literacy instruction to large groups of students visiting a college campus. It concludes with best practices and lessons learned, as well as plans for formal assessment and future initiatives. Originality/value The author has presented at Library Instruction West, July 2018. A review of the professional literature demonstrates that other academic libraries have partnered with local schools for a variety of library-related initiatives. Therefore, the concept of partnerships between the Library and local high schools is not unique. However, this paper aims to describe challenges encountered, best practices, lessons learned and suggestions for future directions, including formal assessment, all of which could be adapted by other academic libraries as applicable.

A comparative perspective of knowledge management via social media: India and China

2015 ◽  
Vol 22 (2) ◽  
pp. 93-114 ◽  
Author(s):  
Michelle Liu ◽  
Pramila Rao
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Management Practices ◽  
Current Knowledge ◽  
Global Market ◽  
Comparative Perspective ◽  
Content Type ◽  
Wide Range ◽  
Depth Analysis ◽  
India And China

Purpose – This research paper aims to showcase current knowledge management (KM) practices via social media that is being adopted by organizations in India and China. India and China are considered leading economies in today’s global market. Any understanding of management practices in these countries will help practitioners in doing businesses in these nations. Design/methodology/approach – This conceptual paper analyzes KM practices in India and China using an in-depth analysis of the extant literature to provide a comparative perspective of KM policies in these two economies. This paper has used a wide range of scholarly and non-scholarly databases from ABI Global Inform to Business Source Complete to Google Scholar among others. Findings – This research offers valuable insights into characteristic KM trends followed by Indian and Chinese firms. This paper also highlights different approaches adopted by these two cultures in managing their KM practices. The study also provides hypotheses that can be tested by potential scholars. This paper also offers theoretical models to understand this concept better. Practical implications – This paper also provides implications for practice by identifying guidelines for global managers. These frameworks might serve as preliminary parameters for practitioners planning to establish KM practices in India and China. Originality/value – This paper compares and contrasts KM practices in one of the two largest BRIC (Brazil, Russia, India and China) economies which have not been addressed in the literature before. It also combines two theoretical frameworks from different fields (information technology and human resource management) providing a richer viewpoint on the subject.

Best Practices in Data Warehousing from the Federal Perspective

2011 ◽  
pp. 94-99
Author(s):  
Les Pang
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Data Warehousing ◽  
Federal Agencies ◽  
Lessons Learned ◽  
Organizational Success ◽  
Important Concept ◽  
Successful Approach ◽  
Enterprise Level ◽  
Military Institutions

Data warehousing has been a successful approach for supporting the important concept of knowledge management — one of the keys to organizational success at the enterprise level. Based on successful implementations of warehousing projects, a number of lessons learned and best practices were derived from these project experiences. The scope was limited to projects funded and implemented by federal agencies, military institutions and organizations directly supporting them.

Macro process of knowledge management for continuous innovation

2010 ◽  
Vol 14 (4) ◽  
pp. 573-591 ◽  
Author(s):  
Jing Xu ◽  
Rémy Houssin ◽  
Emmanuel Caillaud ◽  
Mickaël Gardoni
Keyword(s):  
Knowledge Management ◽  
Systems Thinking ◽  
Hierarchical Model ◽  
Lessons Learned ◽  
Successful Implementation ◽  
Knowledge Assets ◽  
Content Type ◽  
Meta Model ◽  
Continuous Innovation ◽  
Knowledge Usage

PurposeThe purpose of this research is to explore the mechanisms of knowledge management (KM) for innovation and provide an approach for enterprises to leverage KM activities into continuous innovation.Design/methodology/approachBy reviewing the literature from multidisciplinary fields, the concepts of knowledge, KM and innovation are investigated. The physical, human and technological perspectives of KM are distinguished with the identification of two core activities for innovation: knowledge creation and knowledge usage. Then an essential requirement for continuous innovation – an internalization phase – is defined. The systems thinking and human‐centered perspectives are adopted for providing a comprehensive understanding about the mechanisms of KM for innovation.FindingsA networking process of continuous innovation based on KM is proposed by incorporating the phase of internalization. Three sources of organizational knowledge assets in innovation are identified. Then, based on the two core activities of innovation, a meta‐model and a macro process of KM are proposed to model the mechanisms of KM for continuous innovation. Then, in order to operationalize the KM mechanisms, a hierarchical model with four layers is constructed by integrating three sources of knowledge assets, the meta‐model and the macro process into the process of continuous innovation.Practical implicationsAccording to the lessons learned about KM practices in previous research, the three perspectives of KM should collaborate with one another for successful implementation of KM projects for innovation; the networking process of innovation provides a new way to integrate KM process in innovation; the hierarchical model provides a suitable architecture to implement systems of KM for innovation.Originality/valueThe meta‐model and macro process of KM explain how the next generation of KM can help the value creation and support the continuous innovation from the systems thinking perspective. The hierarchical model illustrates the complicated knowledge dynamics in the process of continuous innovation.

Flexible approach to apprenticeship education

2019 ◽  
Vol 10 (1) ◽  
pp. 16-31
Author(s):  
Tharindu R. Liyanagunawardena ◽  
Nicholas Moore
Keyword(s):  
Lessons Learned ◽  
Senior Leadership ◽  
New Approach ◽  
Content Type ◽  
Novel Approach ◽  
Wide Range ◽  
Compliance Requirements ◽  
Level 3 ◽  
Apprenticeship Education ◽  
Delivery Approach

Purpose Apprenticeship education in England has undergone dramatic change following the “Richard Review” (Richard, 2012), trailblazer apprenticeship standards development and the introduction of the apprenticeship levy. University College of Estate Management’s (UCEM) new Level 3 Surveying Technician Apprenticeship programme was developed using a novel approach of flipped-blended learning, with assessment by e-portfolio and computer-marked assessments. The purpose of this paper is to investigate the challenges faced by UCEM as it moved into Level 3 provision with a new delivery approach and explains the lessons learned. Design/methodology/approach A wide range of programme stakeholders – including UCEM’s senior leadership team, apprentice-management team, academic delivery team, surveying apprenticeship trailblazer group and learning designers – were interviewed to gather data for the study. Findings A considerable volume of work was needed to implement the envisioned flipped-blended approach in the first phase of delivery. This was due to time constraints, unforeseen challenges of the new approach and compliance requirements. In addition, difficulties around communicating learning expectations with the apprentices regarding the flipped-blended model added an extra level of pressure in the delivery phase. Originality/value UCEM has undergone several internal reorganisations to adapt to the uncertain political and educational landscape surrounding apprenticeship education. UCEM was the first provider of the new standard-based surveying apprenticeship and has the largest number of apprenticeship students on its programmes. The journey UCEM has taken and the problems it has overcome will be valuable to individuals and institutions looking to enter this market segment.

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