Mark Chun

Facilitating new knowledge creation and obtaining KM maturity

Purpose – The purpose of this paper is to describe a framework designed to assess the capacity of a knowledge management (KM) system to facilitate new knowledge creation.Design/methodology/approach – A longitudinal case study methodology, in a single company, Pratt Whitney Rocketdyne (PWR), was used to test the framework.Findings – New knowledge creation is best supported through mature KM systems that include all four modes of knowledge creation: combination, externalization, socialization, and internalization. KM systems and environments as a whole reach maturity by progressing through stages, which is presented as a KM maturity model.Research limitations/implications – By combining Nonakas knowledge creation theory with Wittrocks generative learning activities, the paper illuminates both the why and how of new knowledge creation, in a way that can be applied to KM technological initiatives. One of the limitations of this study is the generalizability of the findings, which may be limited by the singl...

Aligning Business Strategies and IS Resources in Japanese SMEs: A Resource-Based View

Abstract The alignment between business strategies and IS resources is widely believed to aid firm performance. In this research, we review the historical development and current technological status of small and medium size enterprises (SMEs) in Japan over the past 50 to 60 years. Through the lens of the Resource-Based View of the Firm (RBV), we explored the role of information systems in Japanese SMEs and found that the adoption of information systems in Japanese SMEs consisted of extensive subcontracting networks which formed the basis of the Japanese production system and was an essential resource for contributing to successful implementation of global business strategies. This research also found that Japanese SMEs formulated and enacted strategies which leveraged information systems resources to enhance operations and strategic relationships and to establish dynamic capabilities.

Applying Systems Thinking to Knowledge Management Systems: The Case of Pratt-Whitney Rocketdyne

This paper describes PrattWhitney Rocketdynes (PWR) use of a systems thinking methodology to define and improve knowledge management (KW within the firm. Using systems thinking, the company identijed and changed key behaviors within the KM environment and effectively established a generative learning environment. This manuscript is one of the first papers that analyzes and reports a real-world application of the systems thinking methodology to improve KMpractices. We first review systems thinking concepts and adapt them to the KM context. We then present the case study of the application of systems thinking to KM at PWR. Finally, we use an inductive approach based on an analysis of the case to develop propositions on how and why the KM systems thinking methodology at PWR can be transferred to KMpractices in other organizations.

Systems Theory and Knowledge Management Systems: The Case of Pratt-Whitney Rocketdyne

Despite a growing body of research on knowledge management (KM) systems, many managers are still unsure how they can implement a KM system that will effectively contribute to the firms competitive advantage. A common framework is one that breaks down KM into four main activities: knowledge creation, storage, transfer, and application. This paper describes one companys use of an alternative perspective-a systems thinking approach-to define and improve KM within the firm. Pratt-Whitney Rocketdyne moved away from viewing KM as separate processes, to view the organization holistically as a system of people, processes, and technology. Based on this perspective, the company identified and changed key behaviors within the KM environment that led to undesirable states, effectively establishing a generative learning environment. Based on this case study we derive a set of concepts and propositions that can be used by both academic and practitioners to improve KM practices.

Knowledge management: Integrating social networking technologies and a generative learning environment

Social networking technologies have commanded a lot of recent attention because they have changed the manner in which individuals have traditionally and historically accessed and shared knowledge. Although these technologies provide individuals with the opportunity to access and to utilize a plethora of knowledge created by others, the knowledge still needs to be organized, interpreted, and incorporated by the user in order for it to be useful. This research sought to better understand how social networking technologies can aid a firms efforts to establish a knowledge management and a generative learning environment. The study closely followed one of the United States leading aerospace and defense firms efforts to utilize new information and communication technologies to facilitate knowledge exchange and communications within the organization. This investigation provided a rich source of evidence for how social networking technologies can aid a firms ability to encourage knowledge exchange, as well as networking and communication within the firm. We provide four key research-related findings and offer practitioners several key strategies, tactics, and pitfalls to avoid that they should consider when attempting to use SNT to aid in the establishment of a knowledge management and a generative learning environment.

One Country, Three Types of CIOs: The Emergence of Technology Executives in China

In this research, we investigated the differences in the roles and responsibilities across the CIOs job across three main regions of one country - China. In particular, we studied how CIOs of Hong Kong, mainland China, and Taiwan varied across the regions. We found that the roles and responsibilities of Chinas CIOs were influenced by the regions government strategy and the maturity of its technology infrastructure. Our second finding was that the degree to which a CIOs ability to evolve his/her roles and responsibilities is constrained/supported by the ability to collaborate with the governments infrastructure and to access technological resources. And our third finding was that a CIOs exposure to global business partners operations, technologies, and processes facilitated the need for the executive to further develop and mature their roles and responsibilities. CIOs roles have evolved to reflect the information systems (IS) infrastructure and strategy of their own firms, leading to two versions of the role: one, an executive-level manager who is focused on the firms strategy and processes; the other a technical manager focused on minimizing costs by rationalizing and leveraging the existing IS infrastructure. The degree to which a firm has standardized its IS architecture infrastructure and the degree to which IS enables core products, services, processes, or competitive advantage of the firm impacts the nature of the role.

Weighing the Tradeoffs of Knowledge Management Systems Implementation: The Case of Pratt-Whitney Rocketdyne: Case Series (A) & (B)

Abstract As of January 2007, approximately 50% of the workforce in the United States aerospace defense industry was eligible for retirement. This translated to a potential significant loss of knowledge and posed a significant threat to the longevity of, and competitiveness in, the defense industry. At the turn of the century, Aerospace firms began to use information systems to develop, retain, transfer, and reuse knowledge - a practice referred to as Knowledge Management (KM). In this case study, we highlight the KM efforts of Pratt-Whitney Rocketdyne. The firm invested

Social constraints to integrating information systems, knowledge, and firm capabilities following a corporate merger

2.5 million to minimize knowledge drain in the organization, resulting in an immediate

CIO roles and responsibilities: Twenty-five years of evolution and change

25 million cost savings. However, the firm’s Chief Knowledge Officer (CKO) needed to determine the extent to which the company should reengineer and change the firm’s existing IT infrastructure to support the KM Team’s objectives. Several best practices for knowledge management practiced by the Southern California Aerospace Industry are presented.

THE PROBLEMS OF EMBEDDED INFORMATION SYSTEMS AND EMBEDDED KNOWLEDGE: IMPLICATIONS FOR SYSTEMS INTEGRATION AND KNOWLEDGE MANAGEMENT

Purpose – The purpose of this paper is to contribute to a better understanding of how socially‐embedded information systems (IS), knowledge, and firm capabilities can impact the post‐merger integration efforts of a firm. In particular, this research seeks to identify, describe, and analyze how socially‐embedded resources hindered the integration of the procurement function following the merger of two telecommunications firms.Design/methodology/approach – This research was designed as a longitudinal exploratory study of a single case. The design involved multiple interviews, participant observation, and an evaluation of multiple data sources. Data were collected to develop a comprehensive and reliable understanding of events and outcomes related to the systems integration effort. Process models are used to show the development of phenomena over time.Findings – The findings of the research are twofold. First, in line with previous findings on socially‐embedded resources, the research shows that socially‐emb...