Knowledge Management in Innovative Companies 2

Оглавление

Jean-Louis Ermine. Knowledge Management in Innovative Companies 2

Table of Contents

List of Tables

List of Illustrations

Guide

Pages

Knowledge Management in Innovative Companies 2. Understanding and Deploying a KM Plan within a Learning Organization

Preface

1. Knowledge Transfer and Knowledge Sharing. 1.1. Articulation of Chapter 1

1.2. Introduction to knowledge transfer and sharing

1.2.1. Introduction

1.2.2. Factors influencing knowledge transfer

1.2.2.1. Characteristics of knowledge

Tacit knowledge versus explicit knowledge

Complexity

Specificity or degree of contextualization

Key transfer elements (ECT) [ERM 10]

1.2.2.2. Knowledge transfer mechanisms. Transfer channels

Transfer devices [ERM 10]

1.2.2.3. The absorption capacity of the receptors

1.2.2.4. Cultural and organizational contexts. Cultural and organizational factors

Intergenerational transfer: the generational profile of an organization

1.2.3. Knowledge transfer methods

1.2.3.1. Knowledge transfer by socialization versus codification

1.2.3.2. Knowledge transfer models

The SECI model

The BOISOT KM model

1.2.4. Codification by knowledge engineering methods and knowledge transfer

1.2.4.1. Multiplicity of formalisms

1.2.4.2. Heterogeneity of reader profiles

1.2.4.3. Knowledge background

1.2.4.4. Context of knowledge use

1.2.4.5. Logical structuring preferences and understanding profile

1.2.4.6. Level of description of complex knowledge

1.2.4.7. Level of description of the specific knowledge

1.2.4.8. Exchanging channels to increase diffusion and transfer

1.2.5. Methodology for effective knowledge transfer

1.2.5.1. From knowledge mapping to codification of tacit knowledge

Mapping and evaluation of knowledge areas

Capturing and codifying domains of tacit knowledge

1.2.5.2. Adaptation of knowledge repositories to readers (rewriting approach)

1.2.5.3. Sharing of the knowledge repository

A clear vision of the actors involved in the transfer process

Adequate structuring of exchanges between groups of actors

Use appropriate channels with regard to the purpose of knowledge transfer

1.3. The case of a banking company

1.3.1. Introduction

1.3.2. Project context

1.3.3. Objectives and methodology

1.3.4. Knowledge management analyses and actions. 1.3.4.1. Strategic analysis

1.3.4.2. Business analysis

1.3.4.3. Strategic business lines

1.3.4.4. Strategic skills

1.3.5. Work organization and knowledge transfer

1.3.5.1. Organization of work by “tasks” or “business”

1.3.5.2. Training mechanisms

1.3.6. Conclusion

1.4. The Sonatrach case

1.4.1. Introduction

1.4.2. Design of transfer devices

1.4.3. IMS Learning Design

1.4.4. From the knowledge book to educational engineering

1.4.5. Methodology for exploiting the results of knowledge engineering in an educational engineering process

1.4.6. Quizzes to evaluate

1.4.7. Conclusion

1.5. The CEFRIO intergenerational knowledge transfer project and the case of Hydro-Québec

1.5.1. Project context

1.5.2. Methodological approach

1.5.3. The intergenerational aspect of the CEFRIO research project in the context of Hydro-Québec

1.5.4. Main work carried out

1.5.5. Conclusion and outlook

1.6. Case study on choosing a knowledge transfer method

1.6.1. Knowledge transfer methods

1.6.2. Evaluation criteria and their ranges of variation

1.6.3. Example of evaluation (classroom training)

1.6.4. The case study. 1.6.4.1. Presentation of the case study

Organization

1.6.4.2. Case study rating table

1.6.4.3. Presentation of the case study result

1.7. Case study in agroecology

1.7.1. Introduction

1.7.2. Communities of practice

1.7.3. Dynamics of exchange between the actors of the “agricultural knowledge system”

1.7.4. Role of actors in the knowledge management tool

1.7.5. Critical knowledge capital

1.7.6. Models to represent knowledge. 1.7.6.1. Models to represent thematic knowledge

1.7.6.2. Models to represent typical cases of innovative cropping systems

1.7.7. KOFIS tool (Knowledge for Organic Farming and Its Innovation System)

1.7.7.1. Structure of the knowledge management tool for organic farming

1.7.7.2. Innovation and knowledge space

1.7.7.3. System implementation

1.7.8. Conclusion

1.8. Lessons learned from the case studies

2. Innovation from the Knowledge Base. 2.1. Articulation of Chapter 2

2.2. Introduction to knowledge-based innovation. 2.2.1. Knowledge evolution and innovation

2.2.2. Two tools to implement the evolutionary hypothesis

2.2.2.1. The Innovation Maturity Model (IMM)

2.2.2.2. Knowledge engineering for innovation

2.2.3. Knowledge-based innovation. 2.2.3.1. Introduction

2.2.2.2. Creativity is not only based on imagination

2.2.2.3. Analysis of inventive knowledge to constitute a cognitive stimulus likely to activate a creative state

2.3. The case of ONERA

2.3.1. Description of the system under study

2.3.2. Models

2.3.3. Interpretation of models: research of laws and factors of evolution

2.3.3.1. Evolutionary factors

2.3.3.2. Process

Adaptation

2.3.3.3. Law

2.3.4. Assessment and outlook

2.4. The case of an automotive company, PSA Peugeot Citroën

2.4.1. Context of the study

2.4.2. Knowledge associated with the industrial object. 2.4.2.1. Structural and functional knowledge

2.4.2.2. Classification of door frames

2.4.3. The axes of the evolution’s analysis

2.4.4. Diachronic representation of knowledge: historical models. 2.4.4.1. Model construction

2.4.4.2. Using history models

2.4.5. Synchronic representation of knowledge: antagonism models. 2.4.5.1. Model construction

2.4.5.2. Use of antagonism models

2.4.6. Method of integrating knowledge capitalization into innovation approaches

2.4.7. Conclusion

2.5. The case of a defense company

2.5.1. Introduction

2.5.2. Creativity processes

2.5.3. The step of building cognitive stimulus by analyzing the inventive intellectual corpus

2.5.4. The step of individual stimulation of creativity

2.5.5. The stage of collective co-constructing foresight

2.5.6. Conclusion

2.6. Introduction to knowledge-based surveillance

2.6.1. Knowledge management and environment surveillance

The “internal” point of view

The “external” point of view

2.6.2. The process of interaction between an organization’s knowledge capital and its environment

2.6.2.1. The confrontation of the organization and its environment

2.6.2.2. Feedback from the environment on the organization

2.7. An example for environmental monitoring

2.7.1. Phase 1: the projection

2.7.2. Phase 2: the distortion

2.7.3. Phase 3: identification

2.7.4. Phase 4: feedback

2.7.5. Phase 5: representation

2.7.6. Phase 6: knowledge creation

2.7.7. Conclusion

2.8. A case of CEA monitoring in the nuclear field

2.8.1. Context

2.8.2. Interest of the case

2.8.3. The classic approach

2.8.4. The MASK approach

2.8.5. Outcome

2.9. The case of a Renault monitoring unit

2.9.1. Methodology. 2.9.1.1. Introduction

2.9.1.2. General approach

2.9.1.3. The knowledge book-oriented watch

2.9.1.4. Production of a knowledge book oriented towards surveillance

2.9.2. Example of Renault’s surveillance cell activity

2.9.2.1. Phase 1: Structuring existing knowledge

2.9.2.2. Phase 2: Construction of information research axes

2.9.2.3. Phase 3: Preparation of surveillance requests

2.9.2.4. Final phase: the surveillance specifications

2.9.3. Conclusion

2.10. A methodology for capitalizing on reasoning

2.10.1. Background

2.10.2. Introduction to the methodology

2.10.3. Illustration of the methodology by an example. 2.10.3.1. Question asked

2.10.3.2. Traditional approach

2.10.3.3. Use of experts’ reasoning

2.10.4. Description of the approach

2.10.4.1. Three-layer database structure

2.10.4.2. Overall approach

2.10.5. Conclusion

2.11. Lessons learned from the case studies

3. Case Study of a Global KM Project. 3.1. Articulation of Chapter 3

3.2. Introduction

3.3. From awareness to the launch of an ambitious professional activity project. 3.3.1. The global awareness and birth certificate of the KM project

Accelerators for subject awareness

Obstacles to awareness

A KM project that must be credible, visible and sustainable

3.3.2. A first approach to the project: mastering the process of building collective knowledge around the knowledge chain

3.3.3. Choice of method. 3.3.3.1. The search for a method

3.3.3.2. The approach adopted

3.3.3.3. Adaptation of the MASK method to IRSN

Carry out the strategic knowledge analysis

Structure and enrich the knowledge repository

Implement key knowledge transfer and sharing tools

Evolving the knowledge capital and innovating

Organization and management

3.4. Operational deployment of the project. 3.4.1. The approach adopted for deployment

3.4.2. Project management. 3.4.2.1. Introduction

3.4.2.2. Steering and animation

3.4.2.3. Missions of the Knowledge Management Coordinator

3.4.2.4. Complementarity of actions between the HRD and the DKM

3.4.2.5. Dashboards and indicators

3.5. The implementation of the KM plan. 3.5.1. Strategic analysis of knowledge capital. 3.5.1.1. The choice of an approach by pilot experience

3.5.1.2. Presentation of the strategic analysis of knowledge capital

3.5.1.3. Procedure of the method

3.5.1.4. Assessment of the strategic analysis of knowledge capital

3.5.2. Analysis of the reference system. 3.5.2.1. Introduction

3.5.2.2. Objectives of the knowledge repository analysis

3.5.2.3. Assessment of knowledge repository analyses

3.5.3. Knowledge capitalization

3.5.3.1. Adding documents from know-how

3.5.3.2. Capitalization of tacit knowledge

3.5.3.3. Assessment of the action on knowledge books

3.5.4. Knowledge transfer and sharing

3.5.4.1. The knowledge portal

3.5.4.2. The semantic search engine

3.5.4.3. Reference works

3.5.4.4. Implementation of knowledge transfer and sharing tools

3.5.4.5. External knowledge networks

3.5.4.6. Domestic knowledge network

3.5.5. Application to innovation. 3.5.5.1. Working approach on “Research-Expertise Interface” documents

3.5.5.2. Ongoing reflections

3.5.5.3. Foresight

3.6. Conclusion – key success factors and perspectives

References

Index. A, C

H, I, K

M

S, T, V

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Smart Innovation Set

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To go further and satisfy even more KM practitioners in organizations, it seemed useful to Pierre Saulais and myself to illustrate this first book with real cases, which I experienced with other actors in research, industry and/or the Club Gestion des Connaissances. This was not an easy task. It was necessary to search for documents sometimes well buried in the corners of hard disks, in storage places more or less improbable or to call upon more or less recent memories (including mine)! It was necessary to compile, reread, rewrite and structure the content according to the plan in Part 2 of the book [ERM 18a], in order to ensure its true illustration. Two tools have helped us considerably in this task. The first tool is the basis of the CNRS’s open HAL archives, where I have deposited the original writings concerning the corresponding cases included in this book. Thus, the reader will be able to freely consult the additions desired by referring to the HAL identifiers provided in the bibliography. The second tool is, of course, the KM methodological reference framework for Club Gestion des Connaissances, which includes many case studies and from which we have extracted some of the most significant studies.

To make the link with [ERM 18a], we have written an introductory chapter using the KM framework and, at the beginning of each chapter dedicated to a case study theme, we have taken it upon ourselves to provide a brief introduction to the subject dealt with in that theme.

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