|
|
|
|
|
ABSTRACT:
This paper presents the facilitation of the development of a knowledge management policy in a Danish company. The analysis and studies of literature prior to the policymaking emphasized the importance of a result that was specifically designed to the company. Real-life cases are usually non-quantitative due to the complex environment, wherefore the problem solving process must be accommodated to the individual project. Due to the large number of stakeholders and aspects involved a holistics view was employed in the initial phase of the project.
The policy is the link between the strategic and operational level, and therefore all employees in the company will be affected by its content. Ownership of the policy encourage dedication, which is vital for the success. To win commitment an user orientated approach was applied focusing on the needs of the individual. The employees were involved in the process through a series of meeting and two held vision conferences. The first conference establish a general understanding of the need for a policy, and the second conference defined the content of the policy. Accomplishing this in a problematic situation required a combination of rational, critical and intuitive thinking by the facilitator.
The knowledge management policy developed, focus on four principle areas of importance, namely: networks, relevance, responsibility, and education and training. These areas are essential to the value adding knowledge for the company.
|
|
|
|
STATISTICS
|
|
Click on # to view
|
|
Citations
|
|
0
|
|
References
|
|
2
|
|
Comments
|
|
0
|
|
Quality
|
|
0/0.00
|
|
Interest
|
|
0/0.00
|
|
View(er)s
|
|
2/569
|
|
|
|
|
|
|
| Prev |
Next |
|
