Knowledge risk and its mitigation : practices and cases

The life cycle of companies and enterprises, at present, is short-lived due to rapid social and technological changes. Despite the growing awareness on the importance of knowledge management (KM) among academic researchers, it is still not widely practiced in industry. Why is this? Most KM programs emphasize the importance of capturing, retaining, and sharing organisational knowledge amongst their stakeholders. The beneficial effect of these programs is rarely felt immediately, which often results in senior management avoiding prioritising KM initiatives. To overcome this hurdle in implementing KM an approach that includes the assessment of knowledge risk factors and the disastrous effect on the daily operation of the company is explored. This book is the first attempt of its kind to provide a pragmatic view to launch knowledge risk management at the grassroot level, with steps by steps on what should be the mission and practical skills needed for a KM practitioner. Another surprise of this book is the numerous cases, examples and data that are brough about from the real business world. For business practitioners, KM researchers and those in HR, risk management, management accounting and Leadership this work is a must for expanding their understanding of Knowledge Management and knowledge risks. Half Title Page Title Page Copy Right Page Contents Foreword by Leif Edvinsson Preface Acknowledgments Chapter 1: Introduction Is KM a Fad? On a New Understanding of Knowledge What is Knowledge? Typology of Knowledge What Should be the Core Skills of a KM Professional? References Extended Reading Chapter 2: Assessment of Knowledge Risks What is Risk and Risk Management? Major Dimensions of Knowledge Risk (i) Knowledge Leakage Risk (ii) Knowledge Loss Risk (iii) Knowledge Obsolescence Risk (iv) Knowledge Shortage Risk Assessment of the Knowledge Risk Factors Level 1 Assessment Knowledge leakage risk A. IT security: Knowledge loss risk D. Employee turnover: Knowledge obsolescence risk G. R&D intensity: Knowledge shortage risk J. Employee training: A Case Study of Level 1 Risk Evaluation Level 2 Assessment Case Study of Knowledge Risks References Extended Reading Chapter 3: Intellectual Capital Charting, Accounting and Risks Identification of Knowledge Assets An IC Management Reference Model Intellectual Capital Charting (i) Elicitation of IC Elements (ii) Assessment of the IC Elements (iii) Compilation of the IC Strategic Map The Other Side of the Balance Sheet: IC Risk The Framework: Stakeholder Values IC Value Tree Developing a Balance IC Risk Analysis Risk Factors Mitigating Risks To Publish or Not to Publish? IC Accounting References Extended Reading Chapter 4: Knowledge Audit What is Knowledge Audit? Framework of Knowledge Audit Selection of Audit Process Design of STOCKS Survey Forms The STOCKS Workshop Case Implementation at a Power Utility Company Project Execution and Implementation Building Knowledge Inventory Analysis of Audit Results (i) Stakeholder analysis (ii) Distribution of knowledge workers (iii) Knowledge mapping (iv) Ranking of industrial technology (a) Technology mapping. (b) Critical implicit knowledge. (v) Distribution of explicit knowledge Audit Recommendations References Extended Reading Chapter 5: Knowledge Elicitation for Unstructured Business Process Knowledge Discovery Journey What is Knowledge Elicitation? Direct Knowledge Elicitation Indirect Knowledge Elicitation The Application of Narratives Structured and Unstructured Business Processes Audit of SBPs Audit of UBPs Design of Audit Methodology (i) Knowledge elicitation (ii) Knowledge representation (iii) Role of the Researcher Case Study in a Gas Utility Company Observation References Extended Reading Chapter 6: Building a Learning Organization What is a Learning Organization? Organizational Learning versus Individual Learning Intrinsic Barriers to Learning Single-loop and Double-loop Learning Theory of Action Organizational Defense Routines Organizational Forgetting (i) Memory decay (i) Failure to capture and consolidate (iii) Abandon innovations (iv) Unlearning Corporate Amnesia Loss of organizational memory Flexible labor market Short and selective memory Defensive reasoning process (a) Time-based OA (b) Space-based OA Gaps in Organizational Learning References Extended Reading Chapter 7: KM Implementation Center of Excellence in Electronics Manufacture What is a CoE? Implementation Reliability Management in Airline Company Objectives of Project Implementation Use of Cognitive Maps Near Miss in Aircraft Maintenance Industry Managing Near Miss in Hospitals Dynamic Taxonomy in a Small Trading Firm Formulation of KM Strategy in SME References Extended Reading Chapter 8: Measuring Corporate Performance Measurement Models KMMM Implementation at Siemens AG KMMM Introduction KMMM Implementation KMMM Benefits Most Innovative Knowledge Enterprise Features of the MIKE as Benchmarking Tool Assessing Innovation Performance A Framework of IC Practice-Driven Innovation Findings of the First Run of Global MIKE Study Good Practices Acknowledgment References Extended Reading Epilogue Appendices Appendix 1. Knowledge Risk Assessment: Level 1 Checklist Knowledge Risk Factor Survey Background Information Survey Section I: Knowledge Leakage Risk Factor Section II: Knowledge Loss Risk Factor Section III: Knowledge Obsolescence Risk Factor Appendix 2. List of Questions to Seek Evidence for Level 2 Evidence-based Validation Knowledge Loss Risk Knowledge Obsolescence Risk Knowledge Shortage Risk Appendix 3. Evidential Reasoning Approach in Risk Assessment References Index