KM, HRM, and Higher Ed

KM, HRM, and Higher Ed
Oct 11, 2010 12:21 AM) - Read by: 11Reply to MessageReply

The theory proposed by this article which suggests the involvement of business schools that teach human resource managers who in turn can imbed a formalized knowledge transfer mechanism into organizational processes is unrealistic. First, there is the greater matter of getting the executive support on something that is difficult to measure. Second, it is just plain theory, which is difficult to sell to a businessperson. I find that in organizations that by nature have an operational mission to deliver a service or product that could place lives at risk place a high priority on having knowledge management policies. The physician’s group contracted to deliver healthcare to Kaiser Permanente members in Hawaii has formalized policies regarding continuing educational requirements and utilize communities of practice where tacit knowledge is shared through dialogue. This supports the logic of “expert economics” where soft knowledge is needed to solve complex or unique problems. (Edvardsson, 2007) The policies in the physician’s group support their aim to provide the best quality healthcare possible.

In my personal experience in the business world, however, we are at the mercy of the budget. Communities of practice, especially in Hawaii, are frequently spread in many states and countries. The current project I work on has members in Ohio, Maryland, Colorado, California, Hawaii and India. I am frustrated that the executives who underestimate the value of knowledge transfer that occurs in face to face sessions because it cannot be fiscally quantified. Members of my community regularly hold conference calls just to make up for the deficit of communications.

As Brewer and Brewer state, there are limitations to the paper as it is still in the conceptual stages. I believe that the successful implementation of this model would require a supportive organizational culture that hardwires this as a standard of practice.