Knowledge Integration and Organizational Learning -

Opportunities and Challenges forInformation Professionals

Dr Grace Cheng

June 2005

Abstract

This paper explores how the knowledge generation process is seen in the complementary and parallel concepts of organizational learning (OL) and knowledge management (KM). It then focuses on knowledge integration concepts and practices that are relevant to information professionals. The author Identifies and highlights opportunities and challenges for information professionals in organizational settings in their support of knowledge integration.

Why Organizations need to CHANGE?

• Information explosion• Shorter knowledge cycle• Knowledge-centric economy• Knowledge – tacit• Current demographics• Global competitiveness• Traditional Taylorist paradigms for

management not suitable for rapidly changing and highly complex environments (McDaniel 1997).

Knowledge Generation

In OL and KM

OL & KM

• Parallel development of both – knowledge generation through learning

• No single, unified theory for either

• Broad-based perspectives on concepts and organizational practices

• Insufficient agreement on definitions, approaches, for both etc.

OL & KM (cont.)

• OL focuses the process through which an organization creates or recreates knowledge.

• KM is often seen as structural management of K creation, transfer & use to support learning by an organization

What is Organizational Learning?

• Emerged in ’80s• OL referred to as “changes in the state of

knowledge”..Lyles 1992, 1988)• A metaphor derived from individual learning &

applied to whole organization• Integrate individual learning into organizational

learning – constructivist approach to knowledge, an institutionalization process (Berger and Luckmann 1966; Gergen 1994; Schutz 1971)

The Learning Cycle

• Organizations, like individuals, learn through a cycle

• Cycle starts through a sequence (Candy 1991):– discrepancy, discomfort, challenge & conflict– Identify problem/s– Explore causes– Research and analyze– Develop solutions & implement– Re-orientate & reform

• Reinforced by continuous conversations & practices (McDaniel 1997)

Focuses of OL

1. Individual & collective learning

2. Process / system

3. Culture / metaphor

4. Knowledge Management

5. Continuous improvement

Source: Wang CL, Ahmed PK 2003. Organisational Learning: a critical review.

Where Does Knowledge Reside?

• Knowledge of an individual is reflected in his actions, behaviours, decisions

• In organizations, knowledge is represented or embedded in policies, routines and processes.

Personal & Organizational Learning

• Individual learning does not necessarily lead to organizational learning (Ikehara 1999)

• Knowledge between individual and organization may be complementary, but also incongruent to each other

What is KM?

Emerged in mid-80s, KM is:– Systematic generation, capture and transfer of

knowledge and learning1

– For the application and benefit of the whole organization1

– Centred on knowledge required to perform the organization’s critical processes & tasks1

– For creating new products & services2

– Sustainable competitive advantage for individual & organisation2

Sources: 1Elayne Coakes (2003); 2Harvard Business Review 1999

Focuses of KM

• From many fields: sociology, psychology, philosophy, information science, etc

• Interrelated focuses: – people– information/ content management– IT– organizational learning – processes

People Management

• Culture– Who controls and supports knowledge– Who creates/adapts knowledge

• Competencies – To filter and manage information– To master ever changing technologies– To keep up-to-date

KM Organisational Processes

• Knowledge generation processes– Acquisition– Dedicated resources– Fusion– Adaptation/innovation– Knowledge networking

• Knowledge strategies – Dependent on degree of sense-making & structured

or unstructured information processing– Largely two tracks

• technological (support K creation and sharing capabilities)• People (support competencies to process & apply

information)

Knowledge Integration

KM views of knowledge creation/ application

1. Structured linear view• Data ->Information->Knowledge• Information processing activity

2. Integration, interaction and communication of tacit (expertise/insight in knowledge worker’s mind) and explicit knowledge (in document, databases, etc)

Knowledge integration -

Synthesis of best available evidence with

expertise of individuals and

customer values

Learning and KM

• Workers learn & manage knowledge within the communities of practice

• Learning and KM are most effective when problem-centred

• Effective KM involves visible & traceable learning process

Source: Penuel B, Cohen A. Coming to the Crossroads of Knowledge, Learning and Technology: Integrating Knowledge Management and Workplace Learning. In: Ackerman, Pipek, Wulf eds 2003. Sharing expertise: beyond knowledge management. Cambridge, Mass.: MIT Press, chapter 3.

Opportunities and Challenges

For Information Professionals

Opportunities for Information Professionals (1)

• Information literacy – educator & be educated

• Facilitate social networks, human connections, team building

• Facilitate learning (novice; experts)

• Information infrastructures • Research and produce evidence &

empirical guidance to build systems that integrate with critical process

Capabilities- People

- IT

Opportunities for Information Professionals (2)

• Add value to information

• Directories & expert-locators

• Knowledge representation

• Strengthen knowledge base for decision support

Information & contentManagement

Opportunities for Information Professionals (3)

• Evaluate KM needs & implementations

• Client focused viewpoint

• Trusted source for sharing

Research & development

KM Tools to Facilitate Interaction

• Communities of practice – Support K creation/innovation activities – Formal or informal; – virtual or face-to-face; – intra-organization or inter-organizational

• Relevant information technologies for sharing & virtual work– Intranets/ webs– Portals– Taxonomies & ontologies– Open technology standards – Access management– Collaboration software (e-mail management, TeamWare/

Groupware, Instant messaging, Voting, Web Conferencing, Wiki, blogs, etc.)

– Search engines…

What are the barriers to Knowledge Integration?

• Organizational culture barriers– Trust– Motivation

• Technology (eg. Explicit writings, databases) cannot replace human interface

• Time constraint– Normal business activities– KM activities

• Achievable? Costly?• Is connectivity enough?• Measuring benefits of knowledge integration work

Critical Success Factors

• Up-to-date, relevant, readily useable information, easily accessible by those in need

• Open communication & knowledge sharing• Respect for intellectual property• Motivation (incentive, reward)• Continuous learning /training opportunities• Work with culture, rather than change it• Instill sense of trust• Demonstrate real tangible results• FOCUS ON CRITICAL PROCESS or PROBLEM that

contributes to IMPORTANT GOAL/S OF YOUR ORGANISATION

• Top management support

Essence of Knowledge Integration

“Knowing is not enough;

we must apply…

Willing is not enough;

we must act.”Johanne Wolfgang von Goethe

Conclusion

• Change alone is unchanging.

• The same road goes both up and down.

• The beginning of a circle is also its end

…adapted from HERAKLIETOS OF EPHESOS

The end

is the beginning

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Cambridge, Mass.: MIT Press.Candy PC 1991. Self-direction for lifelong learning. San Francisco: Jossey-Bass.Berger P, Luckmann T 1966. The Social Construction of Knowledge. London: Penguin. Coakes E 2003. Knowledge management: current issues and challenges. IRM Press.Gergen KJ 1994. Realities and Relationships: Soundings in Social Construction.

Cambridge, Mass.: Harvard UP.Harvard Business Review on knowledge management 1998. Boston: Harvard Business

School Press.Harvard Business Review on organizational Learning 1999. Boston: Harvard Business

School Press.Ikehara HT 1999. Implications of Gestalt theory and practice for learning organisation.

The Learning Organisation, 6(2), 63-9.Nonaka I, Takeuchi K 1995. The knowledge Creating Company: How Japanese

Companies Create the Dynamics of Innovation. Oxford: Oxford UP.Schutz A 1971. Collected Papers. 2 vols. The Hague: Nijhoff.Sinotte M 2004. Exploration of the field of knowledge management for the library and

information professional. Libri v. 54, 190-8