A Note on Culture-sensitive Knowledge Management in OE-sales
Area of Robert Bosch GmbH
Marc Kuhn
(Robert Bosch GmbH
70049 Stuttgart, Germany
Marc.Kuhn@de.bosch.com)
Abstract: A knowledge oriented culture is often considered as
a basic infrastructure for successful Knowledge Management. Decentralized
knowledge activities at Bosch follow the given company culture and do not
try to affect cultural aspects at short notice. The internal analysis of
knowledge culture bases on a Bosch-specific three-level model. This model
is used for research activities on Bosch internal 'knowledge markets'.
As result, a specific 'Knowledge Culture Index' can be defined. This Index
helps to show the potentials of knowledge management solutions in one single
organizational context.
Keywords: Decentral Knowledge Management, Knowledge Culture,
Knowledge Culture Index, Bosch
Categories: A.1, A.m
1 Introduction
In the automotive equipment area of Robert Bosch GmbH, information and
knowledge represent strategic determinants for enterprise-success. Internationalization
and branched out organizational structures complicate the development of
methods and tools. Therefore, Bosch renounces the construction of a central
'Corporate Knowledge Management'. Rather knowledge management takes place
in the context of specific enterprise functions. Experiences show that
the reasons for the different success of 'lessons-learned-databases' or
'knowledge-communities' can be found in significantly different partial
cultures of the respective organization areas. This statement confirms
Bosch with their pursued strategy to anchor decentralized knowledge management.
At the same time it reinforces the need to consider more cultural aspects
during the conversion of knowledge management.
2 Knowledge Orientation of Different Cultures, a Methodology for Analysis
The question of 'measurability' of cultures is frequently rejected due
to its reference to qualitative factors or soft facts. However, it is crucial
to limit such cultural aspects in the approach of a measurement that refer
only to a certain partial segment of the buzzword 'corporate culture'.
In the case of Bosch, separate fragments are examined which fix the
degree of the knowledge-orientation of a corporate culture or a sub- or
partial culture.
2.1 Basic considerations for the determination of a knowledge culture
By the use of the notion of corporate culture, both the system of corporate
standards and the system of corporate values are described and marked in
their effects. According to Schein there exists a visible corporate culture
in the form of a symbolic system as well as a basic 'set' of 'acceptances'
fundamental of a corporate worldview. These are underpinned by his three
culture levels [Schein, 01].
All three levels are also decisive with the statement of a knowledge
oriented corporate-culture. To build an ideal working model, it is necessary
to define criteria within the separate culture levels and categories. These
must be measured whether they affect the handling of knowledge.
Are there, for example some rituals which are typical for a culture
of structured knowledge-documentation within a department or an enterprise
area? Which guidance principles and behavioral directives lead to a culture
in which employees consider their knowledge not as individual power factor?
2.2 Model of knowledge-oriented corporate culture
The execution of knowledge-audits with the enterprise areas which carry
out an intense and conscious contact with knowledge according to own information
and the first impressions of the knowledge managers, formed a basis for
the formulation of the knowledge culture criteria.
Symbolic system (clipping) |
r
i
t
u
a
l
s
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- There are regular formal and informal meetings for the
exchange of information within and between the departments. [Cornelissen, 00]
- Conversations and meetings with superiors distinguish themselves
not by political maneuvering and reserve, but are stamped by: openness,
courage to the expression of feelings, speak ' the other one's language
'. [Frey, 00]
- Company internal requests after information and knowledge are
treated on the background of an internal customer orientation. [Krohmer, 99]
- Knowledge workers do not hold to their habits and skills (we have
always worked in this way...) [Weggeman, 99]
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Table 1: model of a knowledge-culture at Bosch - clipping
from: symbolic system
This criteria classification was supplemented with research results
from the areas of corporate culture and knowledge management. In the result
Bosch defines for OE-Sales area a three-stage model of knowledge oriented
corporate culture.
2.3 Investigation of a knowledge culture in Bosch OE-sales
To grasp the potentials of knowledge management solutions on the background
of divergent cultural presuppositions, an efficient integration of the
knowledge culture model in an internal marketing research measure is necessary.
The quantification of the knowledge culture criteria makes possible the
definition of indexes and the comparison of different knowledge cultures.
In a pilot phase, the responsible knowledge manager investigates different
departments that are considered as potential target groups regarding the
introduction of knowledge management and relevant tools. He modifies the
knowledge culture criteria to statements which are valued by the investigated
person by means of the Likert-scale (5 - full agreement with the statement,
1 - no agreement). The single scale values are settled to a Knowledge
Culture Index (KCI). This Knowledge Culture Index accepts values between
5 and 1.
3 Results of the Culture Analysis
3.1 Informative capability of indexes
The use of characteristics in connection with cultural factors provokes
the legitimate reproach to cause a false exactness by a quantification
of a qualitative subject. How efficiently is KCI on the background
of the knowledge management topic? The KCI does not possess
the quality to consolidate cultural characteristic to a decisive size specified
on comma places. There is also no mathematical dependence between the index
and the measurable success potentials of separate knowledge management
instruments in the investigated departments.
Rather the KCI can be called a heuristic characteristic number
which does not substitute the decision-making processes in the knowledge
management, certainly, but actively supports this processes. Pilot projects
in OE-sales area at Bosch show:
- Between the height of the determined KCI and the success of
implemented knowledge management instruments consists a significant positive
connection.
- The statement of the KCI prevents 'unprofitable' investments
in knowledge management technology. Employee groups with low KCI distinguish
themselves often by rejecting attitude opposite these technologies.
- A detailed analysis of the KCI gives an explanation of strengths
and weaknesses of the investigated areas in handling their knowledge. Specific
implementation bases can be separated for situation-individual knowledge
management solutions.
3.2 Application
In OE-sales area, Bosch develops knowledge management activities for
different organization areas in differentiated range and intensity. Therefore
culture-sensitive knowledge management can also mean to exclude separate
departments entirely from the methods and tool implementing.
One of the main challenges will be to find solutions to influence different
knowledge cultures. The company areas which are not suitable in accordance
with KCI-statement for the contact with knowledge-datawarehouses and the
participation in networks, must be taken on a long-term basis to an active
knowledge work. The application of enterprise-internal communication instruments
and the managers policies are success-critical to cause a positive attitude
in the heads of the employees and with it a partial 'knowledge-cultural'
change.
References
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