Page 347 - Crossing Cultural Boundaries - Cees den Teuling

- How is the organisation’s reward scheme directed? i.e. orientation on individual or team performance, or maybe a combination?
- Are you aware of the organisation’s objectives and strategic goals?
- What are the needed processes, identified by the organisation, to achieve long-
term goals?
- Can you present a single reason, why knowledge transfer processes could not
work in the organisation?
- Is the organisation’s senior management solely focussed on the financial
performance, the planning and organisation of the growth in future or both?
- Is the organisation responsible for obtaining and creating additional value in the
work processes? Are employees rewarded if they do so?
- Are you aware of the organisation’s limitations of the available equipment and
software infrastructure?
- Is the organisation willing and able to invest in needed additional infrastructure?
Part A2: Alignment of Knowledge Management and Knowledge Transfer processes with the Organisation’s Strategy.
- There is no single or exclusive One Right Way to implement KM and KT. Effective KM and KT depends on the adaptation to the organisational context.
- To agree first on a working definition of knowledge. A consensual definition, agreed on by all employees involved in the organisation is essential for a common understanding and adaptation.
- Process focus instead of a technology focussed orientation is critical to the processed information and knowledge, both explicit and tacit. Clearly defined business problem or project is essential. In some situations you have to live with the fact that there are no hard data available to measure the results of KM and KT, then, accept the more soft approaches like balanced scorecard and benchmarking to come to a certain Return on Knowledge Investment (RoKI) to qualify the effectiveness of KM and KT.
- A major part of the explicit knowledge can be stored and embedded in repositories, manuals, documents, databases, processes and audio and video materials. The tacit knowledge available in the minds of the employees is also essential to complete the full picture of all knowledge. It will include Values, Perspectives, Experiences, Beliefs and Perceptions. To derive and to capture the
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