Classification and selection of tools for quality knowledge management

Abstract

Knowledge managers need to select which knowledge management tool to use for any given problem and problem environment. The graphical tool, named the "House of Knowledge Management Tool Selection" is proposed, based on the House of Quality Matrix used in the quality function deployment methodology. A simple case study is described that acts as a proof of concept to show the House of Knowledge Management Tool Selection can systematically evaluate potential tools to solve a knowledge management problem.To help identify the tools to populate the house, an examination was undertaken of how knowledge management tools had previously been listed and classified, but these existing classifications were found to be of little help. No classification existed that categorised the tools in terms of the knowledge problems they helped resolve, yet this classification would seem more useful for knowledge managers.To meet this need, knowledge problems were divided into ten subtypes and the knowledge management tools where then categorised according to their effectiveness at solving each subtype. This new classification was flexible enough to include all types of knowledge management tools and could also change with each problem environment. It was found to give a greater understanding of the knowledge management tools in the context of a particular knowledge problem and it could therefore help populate the house tool.The House of Knowledge Management Tool Selection is a promising development of a tool that should be able to become an essential part of a manager's decision making toolkit.

Model of Method Selection for Managerial Problem Solving in an Organization

“…Therefore, below there is a brief review of some methodological proposals that seem to be appropriate to apply for selecting methods for problem solving in organizations. Holland and Dawson (2011) have developed two interesting approaches to selection of tools for quality knowledge management. Their first model is based on the "house of quality matrix" that is rooted in quality function deployment (Akao 1983; QFD 2013), a tool for helping managers in decision-making when selecting product options.…”

“…The house of knowledge management tool selection presented in Figure 1 seems to be a simple graphic instrument enabling managers to assess the available management tools to solve a specific problem with regard to their organization's environment. According to the pilot study conducted by Holland and Dawson (2011) the model may be used to consistently evaluate the potential methods to solve a knowledge management problem. In spite of the fact that more research is needed to explore the use of the model in different conditions and by different users, it seems to be a good basis for further development in the context of selecting management methods for problem solving in an organization.…”

“…The problem identification phase is of high importance and requires a decisionmaker to have good knowledge of potential managerial problems in an organization. It is important to break down the management problem into sub-problems so that the methods could be matched against a specific managerial problem that they help to solve (Holland, Dawson 2011). It is not so easy to do in practice due to the lack of an appropriate and exhaustive classification of the managerial problems.…”

“…Moreover, Holland and Dawson (2011) have proposed another methodological approach of method selection for problem solving in quality knowledge management called the knowledge management problem-tool classification grid. This model gives a clear picture of tools appropriate for every type of knowledge problem, and proposes the manager alternatives to choose from, including four categories of methods: IT tools, non-IT tools, recent tools and tools that are not always related to knowledge management problems.…”

Analysis of the interplay between knowledge and performance management in industrial clusters

“…According to Nonaka's theory, KM is about iteratively converting tacit into explicit knowledge in a spiral model using processes of socialization, internalization, combination and externalization. Recently, there has been an emphasis in the use of information technology (IT) to create, store and disseminate knowledge (Holland & Dawson, 2011;Turban et al, 2011), though it is believed that KM practices should not be limited to IT efforts, but also use social tools for human interaction (Mohamed & Mohamed, 2008).…”