Knowledge Management ECM 34KM Summ 2016

Knowledge Management Ecm34km Summ 2016 Ecm34km Knowledge Managemen

Analyze the case study of Microsoft Norway focusing on its knowledge management strategies within the context of small and mid-market sectors. Use SWOT analysis and Porter's Five Forces Model to evaluate the organisational issues and how knowledge management has been employed to resolve them. Discuss the challenges faced prior to implementation, the types and sources of knowledge captured, and the benefits of Microsoft Norway's knowledge networking initiatives. Critically assess the strategies used to encourage knowledge sharing among employees and explore alternative strategies that could enhance knowledge management in this context. Additionally, examine the specific strategies Microsoft Norway has adopted to manage valuable organisational knowledge (KMLC) with concrete examples. Summarize key points of the analysis highlighting their relevance to effective knowledge management practices. Support your discussion with credible academic and industry sources.

Paper For Above instruction

Microsoft Norway exemplifies a strategic approach to knowledge management (KM) within a large multinational corporation operating in a competitive landscape. The adoption of KM strategies has been pivotal in resolving operational challenges, enhancing efficiency, and fostering a culture of continuous learning, especially in the small and mid-market segment. This paper investigates Microsoft Norway's KM approach through SWOT analysis and Porter's Five Forces to elucidate how external and internal factors influence KM initiatives and organizational success.

Understanding Knowledge Management at Microsoft Norway

At the core, knowledge management entails creating, sharing, utilizing, and managing the organizational knowledge to achieve strategic objectives (Davenport & Prusak, 1998). For Microsoft Norway, KM is critical given its sales and support-oriented structure, heavily reliant on the dissemination of timely and accurate product and service information across diverse departments and partner networks. The company’s emphasis is on providing partners with up-to-date knowledge to improve sales performance and customer service (Nonaka & Takeuchi, 1996).

SWOT Analysis of Microsoft Norway’s Knowledge Management Strategies

Strengths of Microsoft Norway’s KM initiatives include a structured training and development program, utilize SharePoint repositories, and a comprehensive role-guide and career plan system that promote continuous learning (Alavi & Leidner, 2001). Its well-established internal communication channels, including Friday breakfasts and learning sessions, foster an environment conducive to knowledge sharing. Weaknesses include potential information overload, and dependency on formal channels which may inhibit informal knowledge exchange (Polanyi, 1966).

Opportunities for enhancing KM involve leveraging emerging technologies such as artificial intelligence and analytics to personalize learning and knowledge delivery. Threats include competitive pressures that may limit the time available for informal knowledge sharing and rapid technological changes that could Outpace existing KM systems (Zack, 1999). The external forces identified through Porter's Five Forces such as supplier power (technology providers), buyer power (partners and clients), and competitive rivalry influence Microsoft’s KM strategies by requiring adaptable, responsive knowledge systems.

Challenges and Solutions

Prior to KM implementation, Microsoft Norway faced difficulties in ensuring consistent knowledge sharing, updating partner knowledge bases efficiently, and fostering a culture of continuous learning among employees. The introduction of standardized training programs, extensive online courses, and real-time communication tools addressed these issues. New employees benefit from onboarding programs, role guides, and career planning tools that facilitate quick integration and knowledge acquisition (Nonaka & Toyama, 2003).

Knowledge Types and Sources

Microsoft Norway captures explicit knowledge through structured training, online repositories, and documentation, and tacit knowledge via mentorship programs, on-the-job learning, and informal interactions. Knowledge sources include internal employees, product managers, external trainers, partners, and customer feedback data. For example, technical experts in the Special Technical Unit contribute specialized knowledge that enhances the sales process and customer support (Boisot, 1998).

Benefits of Knowledge Networking Initiatives

The knowledge networking efforts yield multiple benefits: For individuals, they facilitate skill development and career growth; for communities of practice, they enhance collaboration and innovation; and for Microsoft, they improve organizational agility, reduce redundancy, and foster a culture of shared expertise (Wenger, McDermott, & Snyder, 2002). The inclusive environment encourages employees to proactively contribute and access relevant knowledge, creating a competitive advantage.

Strategies to Promote Knowledge Sharing

Microsoft Norway implements strategies such as recognition programs, mandatory training, and collaborative platforms to incentivize knowledge contribution. The company could further employ social media integration and gamification to motivate employees, and establish communities of practice that cross departmental boundaries to foster informal learning (Kuhn, 2007). These strategies align with theories that suggest social capital and intrinsic motivation are vital for effective knowledge sharing.

Managing Valuable Knowledge (KMLC)

Microsoft’s approach to Knowledge Management Lifecycle Components (KMLC) includes knowledge creation through training and innovation, storage in SharePoint libraries, dissemination via internal networks, and application during sales and support processes. For instance, their online courses and regular learning sessions ensure knowledge remains current, while career planning and performance appraisals embed KM into employee development (McElroy, 2003).

Summary and Key Points

In sum, Microsoft Norway’s KM strategies exemplify a systemic approach integrating technology, human capital development, and organizational culture. The alignment of KM initiatives with strategic objectives has facilitated efficient knowledge transfer, skill enhancement, and innovation. Challenges such as information overload and ensuring informal knowledge exchange are acknowledged, with ongoing efforts to incorporate emerging digital tools. The case underscores that effective KM is fundamental for maintaining competitive advantage in technology-driven markets and necessitates continuous adaptation to external forces and organizational needs.

References

• Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
• Boisot, M. (1998). Knowledge assets: Securing competitive advantage in the information economy. Oxford University Press.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
• Kuhn, T. S. (2007). The Structure of Scientific Revolutions. University of Chicago Press.
• McElroy, M. W. (2003). Knowledge management systems: Information and communication technologies for knowledge workers. Routledge.
• Nonaka, I., & Takeuchi, H. (1996). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
• Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: Knowledge creation as a synthesizing activity. In R. E. Boyatzis et al. (Eds.), The competent manager: A model for effective performance. Wiley.
• Polanyi, M. (1966). The tacit dimension. Routledge & Kegan Paul.
• Wenger, E., McDermott, R., & Snyder, W. (2002). Cultivating communities of practice: A guide to managing knowledge. Harvard Business Press.
• Zack, M. H. (1999). Developing a knowledge strategy. California Management Review, 41(3), 125–145.