Organizational Knowledge Practices Survey (KPS) : Thanks For Your Assistance

Organizational Knowledge
Practices Survey (KPS)

The objective of this survey is to help you build a better understanding of the knowledge and
innovation culture, content, infrastructure and processes in your organization.
DEFINITIONS:
Culture represents the behaviors that express the core values and beliefs that drive the
organizations knowledge management and innovation. Knowledge is the integration of
information, ideas, experience, intuition, skill and lessons learned that can create added value for a
business, its employees, its products, its services, and its customers. Innovation is the
process by which knowledge is transformed into new or significantly modified products and/or services
that establish an organizations competitive edge.
Explicit knowledge is the stuff of books, manuals and reports. It is easily identifiable and easy to
articulate and communicate. However, much of the key knowledge within organizations is tacit it resides in the heads of people and includes intuition, insight, perception, feelings and personal beliefs.
By definition, it is elusive, difficult to capture and communicate.
But what about data and information? We define data as raw and unprocessed facts and
observations. Information is data which has been assigned meaning - that is, data which has been
given relevance and purpose. Information is always linked to a specific situation and has only limited
validity. Finally, knowledge is what enables people to assign meaning to data and thereby generate
information. It is the cumulative set of beliefs, insights, experiences and
procedures that guide people's thoughts, behavior and communication. Knowledge enables people to
act and to deal intelligently with information.
Please reflect on each of the knowledge and innovation management practices

described on the following pages and give us your estimation of:
the extent to which the statements describe the situation and practices in
your organization today; and
the importance your organization places on the situation or practices
described.
Thanks for your assistance.

Professor George Tovstiga, PhD
Henley Business School, School of Management
University of Reading
Greenlands,, Henley-on-Thames
Oxfordshire, UK
e-mail: george.tovstiga@henley.reading.ac.uk
Tel.: +44 (0)1491 454 523
TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)
Page 2 of 8
CULTURE
1. FOCUS ON CUSTOMER VALUE CREATION: The major purpose of using existing
knowledge and generating new knowledge is to create added value for customers.
(please circle appropriate choices!)
To what extent does this statement describe the situation in your organization today?
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
How much importance does your organization place on the situation described?
irrelevant
1
not important
2
moderately
important
3
2. LEARNING FOCUS: Beliefs about current approaches to problem solving are constantly
questioned, challenged and subjected to scrutiny.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
3. EXPERIMENTATION: Experimentation is encouraged, supported and facilitated.

not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
4. TRYING AND FAILING: This organization accepts trying and failing as a necessary cost in
the effort to innovate.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Page 3 of 8
5. PARTICIPATION: This organization seeks to involve employees at every organizational level in

the process of decision making.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
6. REWARDS AND INCENTIVES: Individuals are rewarded for contributing to the

development and sharing of knowledge.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
7. ORGANIZATIONAL STRUCTURE: Organizational structures and boundaries are loosely

defined and are modified in order to adapt to changing conditions.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
8. FLUID RESPONSIBILITIES: Individual and/or team responsibilities are fluid and change
in response to new organizational needs.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Page 4 of 8
9. OPENNESS AND TRUST: A climate of openness and trust permeates the organization.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
10. TACIT KNOWLEDGE TRANSFER: The firm has in place processes and structures that
encourage and facilitate the exchange of tacit knowledge.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
11. DISEQUILIBRIUM AND CHANGE: The status quo is continually disrupted in order to
stimulate new ways of looking at problems.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
CONTENT
12. WHERE KNOWLEDGE RESIDES
individuals.
Knowledge is collectively shared, not retained by

not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Page 5 of 8
13. KNOWLEDGE SOURCES: The organization spends a lot of effort looking outside its own
boundaries for new knowledge.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
14. KNOWLEDGE DISSEMINATION: Knowledge dissemination occurs mostly through

informal communication in which data and information, experiences, feelings, hunches, intuitions
and insights are openly shared.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
15. KNOWLEDGE FLOWS: There is a constant flow of knowledge throughout the organization
even though much of this knowledge may not be directly relevant to day-to-day operations.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
INFRASTRUCTURE
NOTE: Knowledge infrastructure includes both "hard" and "soft" elements. "Hard" refers to the hard-wired
technology that enables the storage and transfer of information - including e-mail, databases, technology
supporting electronic meetings, group ware, the Internet and intranets. By "soft" we are referring to
systems, structures and mechanisms that support the interpersonal sharing of knowledge - these may
include coaching/mentoring, networking and learning across projects, on-the-job-training, etc.
Page 6 of 8
16. KNOWLEDGE ACCESSIBILITY: This firm's infrastructure (as defined above) enables easy
access to key knowledge for members of the organization.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
17. KNOWLEDGE SHARING: The infrastructure, hard and soft, facilitates the sharing of
knowledge throughout the organization.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
18. NETWORK INTEGRATION: Members of this organization rely heavily on interpersonal

networking with customers, suppliers, consultants, etc.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
19. BUSINESS DEPENDENCE ON NETWORKING: A substantial part of the firm's business

is currently being generated through the transfer of knowledge across internal and external
organizational boundaries using vehicles such as the internet, regional economic alliances, and/or
other business networks.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Page 7 of 8
20. KNOWLEDGE METRICS: The organization implements a well-balanced mix of financial and
non-financial ways of measuring the benefits of its knowledge management effort.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
PROCESS
NOTE: There are two major approaches to strategy. The first, the "emergent" approach, is largely
unstructured and responds to the complex, rapidly changing competitive environment of the firm. The second,
traditional approach to strategy making is largely structured and assumes that the competitive environment is
predictable.
21. STRATEGY PROCESS:
(unstructured and ad hoc).
This organization's strategy process is largely emergent

not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
22. LEARNING PROCESS: This organization has well-defined programs to support existing core
competencies and to create new ones. These programs can include technical skill training,
management development, and team problem-solving.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Page 8 of 8
23. GAP MANAGEMENT: Well-defined processes are implemented for systematically identifying and
closing gaps in the firms knowledge.
not at all
1
to a little
extent
2
to a moderate
extent
3
to a great
extent
4
to a very
great extent
5
important
4
very
important
5
irrelevant
1
not important
2
moderately
important
3
Your responses will be anonymous, but would you assist us in processing this data
by providing some general information:
Name of your organization:
Your position:
Today's date:
Thanks again for your time!

Organizational Knowledge Practices Survey (KPS) : Thanks For Your Assistance

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Organizational Knowledge

Practices Survey (KPS)

Please reflect on each of the knowledge and innovation management practices

Thanks for your assistance.

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

3. EXPERIMENTATION: Experimentation is encouraged, supported and facilitated.

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

5. PARTICIPATION: This organization seeks to involve employees at every organizational level in

6. REWARDS AND INCENTIVES: Individuals are rewarded for contributing to the

7. ORGANIZATIONAL STRUCTURE: Organizational structures and boundaries are loosely

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

Knowledge is collectively shared, not retained by

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

14. KNOWLEDGE DISSEMINATION: Knowledge dissemination occurs mostly through

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

18. NETWORK INTEGRATION: Members of this organization rely heavily on interpersonal

19. BUSINESS DEPENDENCE ON NETWORKING: A substantial part of the firm's business

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

This organization's strategy process is largely emergent

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

Thanks again for your time!

TOVSTIGA: ORGANIZATIONAL KNOWLEDGE PRACTICES SURVEY (V5.0)

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