Enterprise Knowledge Evolves Over Time 9 Knowledge in use evolves with changing activities and priorities 9 Cyclical process that builds upon past experience, capabilities, and relationships Enterprise may draw on internal or external sources as needed to satisfy requirements 9 Experience, capabilities, and relationships are adapted as new requirements emerge Dramatic changes (increased novelty ) force equally significant changes in knowledge in use and relationships that link that knowledge together
Enterprise Knowledge Evolves Over Time  Knowledge in use evolves with changing activities and priorities  Cyclical process that builds upon past experience, capabilities, and relationships – Enterprise may draw o n internal or external sources as needed to satisfy requirements  Experience, capabilities, and relationships are adapted as new requirements emerge – Dramatic changes (increased novelty) force equally significant changes in knowledge in use and relationships that link that knowledge together
The knowledge Transformation Cycle New circumstances or requirements Retrieval Storage Transformation Source: Carlile, PR, and Rebentisch, ES Management Science, forthcoming
The Knowledge Transformation Cycle Transformation Retrieval Storag e New circumstances or requirements Source: Carlil e,PR, and Rebentisch, ES Management Science, fo r thcoming
Knowledge Management in Complex Settings Forces Focus on Boundary spanning and integration o Demands of system performance require multiple actors with specialized knowledge working in concert Boundaries differentiate the actors but also potentially inhibit communication and collaboration 9 Specialization of tasks means that no single actor has all the answers- forcing integration of activities and creating mutual dependence 9 Over multiple cycles, relationships between specialized sources of knowledge are developed to improve process performance System architectures Learning curves s Novelty from cycle to cycle potentially disrupts BOTH competence within areas of specialized knowledge and relationships between or across boundaries
Knowledge Management in Complex Settings Forces Focus on Boundaryspanning and Integration  Demands of system performance req uire multiple actors with specialized knowledge working in concert – Boundaries differentiate the actors but also poten tially inhib it communication and collab o ration  Specialization of tasks means that no single actor has all the answers — forcing integration of activities and creating mutual dependence  Over multiple cycles, relationships b etween specialized sources of knowledge are developed to improve process performan c e – S ystem architecture s – Learning curves  Novelty from cycle to cycle pote n tially disrupts B O TH competence within areas of specialized knowledge and relationships betwe en or across boundaries
Scoping the Complexity of Knowledge Transfer #2 Learning or#3 Negotiating High Adaptation and transforming Collaboration #1 Transferring E4 Market from expert to Processes Low novice LoW High Specialization From Presentation at CMU Knowledge Management Symposium by Carlile, and rebentisch, Sept 2001
Scoping the Complexity of Knowledge Transfer #1 Transferring from expert to novice #2 Learning or Adaptation #3 Negotiating and t rans forming #4 Market Processes High Collaboration Low Low High Specialization From Presentation at CMU Knowledge Management Symposium by Carlile, and Rebentisch, Sept 2001