Knowledge

Management
Group 2, International Mobility and
Career Development
ARTUSO Nathan
CREAMER Brandon
FONTENAY David
JOHANSSON Oskar
LEVASSEUR Ingrid
RIDEL Edouard
SYMONS Stephanie

Introduction

What is knowledge management?

Historic Background

https://www.youtube.com/watch?v=JUZxa
Hj0FEI

Current Concepts

MAKING
TACIT
KNOWLEDGE
TANGIBLE

SHARING
KNOWLEDGE
BETWEEN
SUBSIDIARIES

Tacit Explicit
(Tacit

knowledge)...is housed in the human brain, and

originates from an experience such as intuition or

expertise (Zhang, 2013)

E.g. language, interpersonal skills, leadership skills

Resides with
individuals

Cant create
value

Easily lost

Tacit Knowledge Capture Process

Dzekashu, McCollum, (2014)

Collaboration Systems

Online Databases

Forums

Intranets

Knowledge sharing
between subsidiaries

Open knowledge exchange

Collaborative tools

HQ encourages subsidiaries to share their knowledge

Consistency for organization

Collective benefit for organization

Data quality management

Introduction

IT Company

Bhubaneswar, Eastern India

Founded in 2010

Enterprise-class cloud computing platform

Vision: []the company wants to make software a

commodity that is accessible

KM Cycle

Created peer review

Tacit to Explicit

Identified problems
saved solutions

KM Database

KM Strategy

Business Goals KM Goals

Community of Practice (COP)

Partner

Business analyst

Technical evangelist

Metrics, Eg:

number of applications made to BATOI;

number of clients through IT solution provider;

number of complaints

Employee Retention

Conclusions

Wide and Integrated

Achieved objectives

Constant improvement of processes

An integrated system such as the one used by

BATOI
enables all of the separate parts of the
organization to pull in the same direction.

ARF conseil failure

Management Counsel Group
created in 1981 in Tunisia
Activities: RH Management & Strategy studies
Client: + Bank & big companies (public and international)
Strategy: 10% seniors
40% juniors
50% consultant managers
Consulting
group of 5 to
8
and one
expert

Reasons of Changes

Too much scattered activity

Between 2000 & 2003 : 39 resignations

Recruitment of new junior executives

ARF lost a bit of its soul and its efficiency Seniors

executives

Problem of synergy & lost of involvement

Problem of communication & competences disparity

Objectives

Conserve the knowledge of the company and spread it

the larger possible

More research & innovations to improve performances

of services

KMP
KMP
Knowledge Management
Management
Knowledge
Program
Program

Reasons of Failure

Involvement of headquarters, Technological investment,

support of seniors, Innovation of structure

COGNITIVE & SOCIOCULTURAL aspects forgotten

Lack of verbal communication, adaptation to the

culture
MORE trust and complementarity
LESS competition and rivalry

Conclusions & Future

Implications

Tacit to Exlicit

Tangible

Employee Retention

KM follows IT

Semantic Web

Thank you!
Questions?

References

A light bulb in the socket is worth two in the pocket. - Bill Wolf (19502001)

Davies, J., Fensel, D. and Van Harmelen, F. (2003). Towards the semantic web. Chichester, England: J. Wiley.

Dzekashu, W, & McCollum, W 2014, 'A Quality Approach to Tacit Knowledge Capture: Effective Practice to Achieving
Operational Excellence', International Journal Of Applied Management & Technology, 13, 1, pp. 52-63

http://www.arfconseil.com/ 2014-12-07

http://www.erudit.org/revue/mi/2009/v13/n4/038587ar.html#no3 2014-12-07

Knowledge Management, Thorie et pratique de la gestion des connaissances. - Ren-Charles Tisseyre - HERMES
sciences publications 1999

Mohapatra Sanjay Thakurta Rahul , (2014),"Knowledge management practices of an IT company", Emerald Emerging
Markets Case Studies, Vol. 4 Iss 2 pp. 1 27

Shelby, K, Mazzuchi, T, & Sarkani, S 2013, 'Tacit knowledge mobilization effect due to information structure',
Information Knowledge Systems Management, 12, 2, pp. 115-133

Zhang, L, He, J, & Zhou, S 2013, 'Sharing Tacit Knowledge for Integrated Project Team Flexibility: Case Study of
Integrated Project Delivery', Journal Of Construction Engineering & Management, 139, 7, pp. 795-804