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by Pierre Saulais (Author), Jean-Louis Ermine (Author)
About the Author
Pierre Saulais is Associate Researcher at the Institute of Knowledge and Innovation South East Asia (IKI SEA, Bangkok University), Thailand. His research interests focus on knowledge-based innovation, as well as on the generation and extraction of inventive knowledge. Jean-Louis Ermine is Honorary President of the Club “Gestion des Connaissances” (Knowledge Management), which he founded in Paris in 1999. He is also Honorary President of “Gestion des Connaissances dans la Société et les Organisations” (Knowledge Management in Society and Organizations), which he founded in 2014, as well as Emeritus Professor of Mines-Télécom Institute, University of Paris-Saclay.
About this Book
The status of knowledge management (KM) as a mature science has long been recognized in the academic world. However, in the economic arena, its connection with companies and organizations has been more gradual. Jean-Louis Ermine established a theoretical and practical framework for KM in Knowledge Management: The Creative Loop, which was also published by Wiley. In this second volume, practical examples are illustrated with real case studies. Modeled on the four-step operational approach inspired by “the creative loop”, this book includes four sets of real case studies – each one following the basic presentation of the fundamental material. Knowledge Management in Innovative Companies 2 is especially useful for practitioners, as there are numerous illustrations based on best practices for each specific KM step and for global project implementation. Indeed, the last chapter is dedicated to the implementation of a global KM corporate project.
Brief Contents
Chapter 1. Knowledge Transfer and Knowledge Sharing 1
1.1. Articulation of Chapter 1 1
1.2. Introduction to knowledge transfer and sharing 1
1.2.1. Introduction 2
1.2.2. Factors influencing knowledge transfer 3
1.2.3. Knowledge transfer methods 10
1.2.4. Codification by knowledge engineering methods and knowledge transfer 12
1.2.5. Methodology for effective knowledge transfer 15
1.3. The case of a banking company 19
1.3.1. Introduction 19
1.3.2. Project context 20
1.3.3. Objectives and methodology 21
1.3.4. Knowledge management analyses and actions 22
1.3.5. Work organization and knowledge transfer 27
1.3.6. Conclusion 30
1.4. The Sonatrach case 31
1.4.1. Introduction 32
1.4.2. Design of transfer devices 33
1.4.3. IMS Learning Design 35
1.4.4. From the knowledge book to educational engineering 36
1.4.5. Methodology for exploiting the results of knowledge engineering in an educational engineering process 41
1.4.6. Quizzes to evaluate 43
1.4.7. Conclusion 45
1.5. The CEFRIO intergenerational knowledge transfer project and the case of Hydro-Québec 45
1.5.1. Project context 45
1.5.2. Methodological approach 46
1.5.3. The intergenerational aspect of the CEFRIO research project in the context of Hydro-Québec 48
1.5.4. Main work carried out 50
1.5.5. Conclusion and outlook 51
1.6. Case study on choosing a knowledge transfer method 51
1.6.1. Knowledge transfer methods 51
1.6.2. Evaluation criteria and their ranges of variation 53
1.6.3. Example of evaluation (classroom training) 55
1.6.4. The case study 56
1.7. Case study in agroecology 60
1.7.1. Introduction 60
1.7.2. Communities of practice 62
1.7.3. Dynamics of exchange between the actors of the “agricultural knowledge system” 64
1.7.4. Role of actors in the knowledge management tool 65
1.7.5. Critical knowledge capital 66
1.7.6. Models to represent knowledge 67
1.7.7. KOFIS tool (Knowledge for Organic Farming and Its Innovation System) 70
1.7.8. Conclusion 75
1.8. Lessons learned from the case studies 77
Chapter 2. Innovation from the Knowledge Base 79
2.1. Articulation of Chapter 2 79
2.2. Introduction to knowledge-based innovation 80
2.2.1. Knowledge evolution and innovation 80
2.2.2. Two tools to implement the evolutionary hypothesis 81
2.2.3. Knowledge-based innovation 83
2.3. The case of ONERA 90
2.3.1. Description of the system under study 90
2.3.2. Models 91
2.3.3. Interpretation of models: research of laws and factors of evolution 93
2.3.4. Assessment and outlook 95
2.4. The case of an automotive company, PSA Peugeot Citroën 95
2.4.1. Context of the study 95
2.4.2. Knowledge associated with the industrial object 96
2.4.3. The axes of the evolution’s analysis 97
2.4.4. Diachronic representation of knowledge: historical models 99
2.4.5. Synchronic representation of knowledge: antagonism models 102
2.4.6. Method of integrating knowledge capitalization into innovation approaches 103
2.4.7. Conclusion 105
2.5. The case of a defense company 105
2.5.1. Introduction 105
2.5.2. Creativity processes 106
2.5.3. The step of building cognitive stimulus by analyzing the inventive intellectual corpus 108
2.5.4. The step of individual stimulation of creativity 110
2.5.5. The stage of collective co-constructing foresight 113
2.5.6. Conclusion 114
2.6. Introduction to knowledge-based surveillance 114
2.6.1. Knowledge management and environment surveillance 115
2.6.2. The process of interaction between an organization’s knowledge capital and its environment 116
2.7. An example for environmental monitoring 118
2.7.1. Phase 1: the projection 119
2.7.2. Phase 2: the distortion 119
2.7.3. Phase 3: identification 120
2.7.4. Phase 4: feedback 121
2.7.5. Phase 5: representation 121
2.7.6. Phase 6: knowledge creation 122
2.7.7. Conclusion 123
2.8. A case of CEA monitoring in the nuclear field 123
2.8.1. Context 123
2.8.2. Interest of the case 123
2.8.3. The classic approach 124
2.8.4. The MASK approach 124
2.8.5. Outcome 126
2.9. The case of a Renault monitoring unit 127
2.9.1. Methodology 127
2.9.2. Example of Renault’s surveillance cell activity 133
2.9.3. Conclusion 139
2.10. A methodology for capitalizing on reasoning 140
2.10.1. Background 140
2.10.2. Introduction to the methodology 140
2.10.3. Illustration of the methodology by an example 141
2.10.4. Description of the approach 143
2.10.5. Conclusion 145
2.11. Lessons learned from the case studies 145
Chapter 3. Case Study of a Global KM Project 147
3.1. Articulation of Chapter 3 147
3.2. Introduction 148
3.3. From awareness to the launch of an ambitious professional activity project 150
3.3.1. The global awareness and birth certificate of the KM project 150
3.3.2. A first approach to the project: mastering the process of building collective knowledge around the knowledge chain 152
3.3.3. Choice of method 153
3.4. Operational deployment of the project 157
3.4.1. The approach adopted for deployment 157
3.4.2. Project management 157
3.5. The implementation of the KM plan 164
3.5.1. Strategic analysis of knowledge capital 164
3.5.2. Analysis of the reference system 169
3.5.3. Knowledge capitalization 172
3.5.4. Knowledge transfer and sharing 176
3.5.5. Application to innovation 182
3.6. Conclusion – key success factors and perspectives 183
References 187
Index
Pages: 213
Publisher: Wiley-ISTE; 1 edition (April 9, 2020)
Language: English
ASIN: B086Z7CQWY
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