Background of the research

Development of a Strategic
Knowledge Management Modelfor Thai Universities

Knowledge Management (KM) has been
defined as the process by which anorganization creates, captures, acquires,and uses knowledge to support andimprove the performance of theorganization

Jutharat Sarawanawong. Ph.D. (Candidate)in Information Studies, Khon Kaen University, Thailand.
Assoc.Prof. Dr.Kulthida Tuamsuk
Assist.Prof. Dr.Chollabhat Vongprasert
Assist.Prof. Dr.Jiraporn Khiewyoo

2Background

Background (continue)

The important of KM in Thai universities
The increase of external pressures such as: competition inhigher education, university internationalization,
university rankings, decreasing student population,
demands for high quality graduates etc., have forced
universities worldwide to seek better strategies forcompetitive advantages.
The requirement by the Office of Public Sector
Development Commission of Thailand, has listed KM as
a key indicator in measuring a university’s performance(It states that the successful level of KM practice in auniversity is a primary factor in measuring theuniversity’s performance)

Thai universities, including Khon Kaen
University (KKU), use KM as a tool for
improving university performances byfocusing on general management works
However most Thai universities have notbeen able to successfully implemented KM
due to a lack of good KM strategicplanning

3Background

4Background
This study aimed at developing a KM strategic model for
Thai university management by using KKU as a casestudy

In order to successfully implement the KM
practice within an organization
it is essential that the KM organizational
strategy is well defined
KM strategy is an operating framework orplan that describes how an organization
will effectively operate KM.

Background of KKU.
• One of the largest and best-known public universitiesin Thailand• In response to the requirements of the Office of Public
Sector Development Commission of Thailand, KKU
has put KM strategies into its corporate strategic planfor the years 2006-2009561

Background

Background
The most of the former KM strategy researches focusedon the type of KM strategies which suitable forbusiness organization
Researcher

Finding

Swan, Newell andRobertson,2000

Personalization strategy

Schulz and Jobe,2001

Hybrid or dynamic strategy

Choi and Lee, 2002, 2003

Hybrid or dynamic strategy

Keskin, 2005

Codification strategy

Wu and Lee, 2006

Hybrid or dynamic strategy

Choi,& Lee (2002) studied KM strategy that alignment withKM process
Many researches (For example Choi,& Lee, 2002; Choi,Poon,& Davis, 2008) suggested the study of KM strategy
that alignment with KSFs
Choi, Poon,& Davis (2008) suggested the essential toidentify relationship among KM factors, KM processedand KM strategies for attaining high levels oforganizational performance
78

Related literature reviews

Background (continue)
The research approach is based on the components of KM
strategic development synthesized from the written
research of several well-known scholars
Components which have been developed as objectives ofthis study are to:(1) Study the current situation and/or problems in thedevelopment of KM at KKU.
(2) Identify and analyze the KM processes and key
success factors of KM at KKU.
(3) Develop and propose an appropriate KM strategic
model for KKU that can also be applied to otheruniversities in Thailand.

Conceptual framework based on review
literature in 5 topics
1.The concept of KM strategy components
2. Types of KM strategies
3. The problems of KM implementation
4. KM process and tools
5. KM Key Success Factors

910

KM strategy components

Types of KM strategies

Linking with theorganization’s
strategy

Linking surroundings andcontext of organization (Major
potential/ Available resources)

Hansen, Nohria, and Tierney (1999) divides KM
strategies into two types

Linking with the goalof KM in organization

1. The codification strategy (or people-todocument) approach is centered on thecomputer. (to capture, store, disseminate, andallow for the reuse of knowledge)

KM strategy
The things
should not do

Removing KM
constrain

The things
should do

1. KMprocesses
2. KM Success
Factors- Information
technology- Measurement- Organization- Administratoretc.

2. The personalization strategy (or people-topeople) approach is centered on dialogue
between individuals
11122

Types of KM strategies

To construct a good KM strategy

In addition, Choi and Lee (2003) divides KM
strategies into three types
1. the system-oriented style places moreemphasis on codifying and reusing knowledge
2. the human-oriented style is on acquiring andsharing tacit knowledge and interpersonalexperience
3. the dynamic style emphasizes both explicit andtacit methods.

Organizations need to study• KM constraints in organization• KM process• Key Success Factors (KSFs)
for helping develop a core area toprocess KM effectively

13

Barriers of KM success
••
•
•
•
•
•
•

KM process

Lack of supportive organizational culture
Lack of budget
ICT
Organizational administration (Organizational structure,
Functional silos, Staff turnover, Individual vice teamemphasis, Wrong personnel placed)
Lack of top management commitment
Staffs (Lack of ownership, Lack of perceives need,Resistance)
KM process (Lack of linkage between KM activities andorganizational performance, Standardized processes)
Lack of effective measuring KM tool
(Vass, 1999, Keyser, 2004, Martin, 2004 and Stankosky, ed., 2005)

14

7 KM processes are used in this research
1. K. identification
2. K. creation or acquisition
3. K. capture/codification
4. K. organization
5. K. storage
6. K. distribution
7. K. application
15

KM Key Success Factors
The 7 groups of KM success factors are used inthis research :1. Organizational culture
2. Information technology
3. 0rganizational management
4. Leadership
5. KM processes
6. KM measurement
7. KM strategy(Baldanza and Stankosky, 1999; Chait, 2000 ; Stankosky and Baldanza, 2001;
Alazmi and Zairi, 2003; Roman-Velazquez, 2004, Moslehi, 2004; Keyser, 2004;17Martin, 2004)(Demarest, 1997, Nonaka, 1994, Probst et al, 2001, Tyndale, 2002, Landaeta
Feo, 2003 and Lawsen, 2003)
16

Research methodology
Methodologies used are, mixed-research
approaches, qualitative and quantitative
research systems
3 steps in research processes
1. Study the current
situation and problems ofKM
2. Study the needs of KM
process and KSFs for KM

3. Develop andpropose the KM
strategic model for
KKU183

Target population

Research tools

1. University top managers (4)- President- Vice President for Administration- Vice President for Human Resource Affairs- Chief Knowledge Officer (CKO)
2. KM Committees (12)3. Heads of Administrative/ Supporting Departments (29)
4. Heads of Administrative/ Supporting Units (154)
5. Experts (2)• In-depth interview (structured-interviewquestions)• Questionnaires (Rating scale, ranking)Collect data from December 2007 to April
2008 (4.5 months)

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Data analysis

Result of the study• Descriptive analysis• Statistic analysis (Frequency, percentage,mean and standard deviation)••

Current operation of KM at KKU
Problems of Operating KM at KKU•

The need of the KM Process and tools
at KKU•

Key success factors for encouraging
KM at KKU
Proposed KM strategic model for KKU•
2122

Current operation of KM

Current operation of KM at KKU
KM was started at KKU at the end of year 2004. KKU by applying andoperating KM in many ways.
•University’s Policy. focuses on KM by using tools that can enhance anddevelop KKU into a learning organization•

Needs of Applying KM. KKU adopted a policy that requires every
faculty to practice KM (agreement from the dean’s meeting)•Plan of KM at KKU. focuses on improving the performance of support
staff in areas such as finance and accounts management•

Structure of KM Administration. KKU established a KM team that iscomposed of a Chief Knowledge Officer (CKO) and a KM committee.
(representatives from each faculty). They are responsible for assistingand providing advice about the KM process• Most units have applied KM in the work of support staff,
focusing on work Enhancement.
• Joined a consortium of University Knowledge
Management (UKM)

23• Enhance understanding of KM process for staff. For
example, conferences and training to create KM leaders,observation of agencies successful in implementing KM,
and sending staff to join seminars• Provide rewards to whomever joins KM activities
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Current operation of KM

Problems of Operating KM at KKUTools and KM Process• Most staff did not understand KM process(56.3%+Interview) since it was new to staff.
They had little or no training and did not know
how to apply KM.
• does not have a well-established KM policy(37.7%+ Interview)• Lacks a systematic and standardize KM process
to guide staff. (Interview)• Some staff lack of learning and sharing culture.
(41.9%+ Interview)

KKU now encourages staff to create and acquire
knowledge by knowledge sharing amongindividuals and groups through the use ofvarious KM tools, For examples: CoPs, Staff
meetings, Best practice
But lack of operate in storage, organization,capturing and codifying the working knowledgeof staff
Although, KKU does have the potential for an IT
infrastructure to support the storage anddissemination of k.
25

26

Problems of Operating KM at KKU

The need of the KM Process at KKU• Lack of a qualified KM team to advise staff onpracticing KM. (in-depth interview)

7 steps are necessary for a KM process tosucceed at KKU.

• Staff had heavy workloads. (40.1%+ Interview)
lead to ignored and resistance KM practice• Problem regarding IT that lacks a KMS for
knowledge storage. (35.9%+ Interview)• Lack in the operation of KM measures. (56.3%+Interview)

The highest rank, based on in-depth
interview and survey needs are
1. Knowledge shared among staff
2. Preserve the organizational k. by
capturing and codifying, storing, andorganizing k.

27

The need of the KM Process

28

The need of the KM Process K. capture / codification.

The details of each KM processes are as follow:• Establish mechanisms to absorb and transfer k. of staff,
particularly retirees (R.2 (32.9%) + interview• to preserve meaningful ideas of staff and document themfor further development (R.1 (37.1%) + interview

 K. identification.
• Identify and correct the knowledge gaps that arenecessary to support staff daily work successful (R.1(61.1%)

K. storage.

 K. creation / acquisition.
• Encourage and allow for the exchange of ideas andknowledge among individuals and groups (R.1 (62.3%)+
interview• Reward staff for new ideas and knowledge. (R.3 (23.4%)+ interview
29• Gather and formalize existing internal enterprise andexternal k. such as policies and procedures, bestpractices (R.1 (56.3%) + interview• Should utilize databases, repositories and IT applications
store knowledge for easy access by all staff (R.2 (31.3%)+ interview

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The need of the KM Process

The need of the KM Process K. organization.
• Have mechanisms for filtering, cross listing andintegrating different sources and types of k. (R.1 (50.3%)+ interview• Applying the k. learned from experiences and match
sources of k. to problems and challenges (R.2 (32.3%) +interview

 K. distribution.
• Establish methodologies for distributing k. to staff(interview)• Have k. in the form that is readily accessible to staff whoneed it (intranets and internet) (R.1 (49.7%) + interview• Send out timely reports with appropriate information tostaff (R.2 (35.3%) + interview

 K. application.
• Establish different methods for staff to further
develop their knowledge and apply it to newsituations (R.1 (50.9%) + interview• Staff can quickly link sources of knowledge toproblem solving (R.2 (43.1%) + interview

31The need of the KM tools

32KSFs for encouraging KM at KKU

2 types of tools for creation/acquisition and transfer ofknowledge.

KKU needs various critical factors in order todevelop a successful KM plan within theuniversity

IT tools: Online discussion via Web blog (interview) Datamining (R.1,30.5%) Directory of expertise (R.2,24.6%)
Document management (R.3,27.5%) Lesson learned
systems (R.4,39.5%)
Process tools: Best practices (R.1,28.1% +interview) CoPs
(R.2,31.7% +interview) KM Forum (interview) Storytelling(interview)

3 factors, ranked highest to lowest, based on indepth interview and survey, are:• Organizational culture (R.1,37.1% +interview)• KM measurement (R.2,29.3%)• IT (R.3,25.1%)

33

34

The details of 9 KSFs for encouraging KM

The details of 9 KSFs for encouraging KM
Organizational culture.
• Encourage a strong knowledge sharing culture(R.1,50.3% +interview)• Motivate staff to learn and share. (R.2,43.7%+interview)

Staff• Develop in staff an understanding KM tools and processes.
(interview)• An able staff who understand KM so that the tool can improve
performance. (interview)

Information technology (IT).
•KMS to build a knowledge database and repository(R.3,50.3% +interview)• Financial and human resources to support Information
systems, software and networks (R.5,33.5% +interview)
35

Organizational administration.
• Flat structure (R.3,50.3% +interview)• Reward staff who are consistent with learning and knowledge
sharing (R.1,50.3%)• Empowerment (R.2,30.1%)• Teamwork (interview)• Sufficient time to share information (interview)

366

The details of 9 KSFs for encouraging KM

The details of 9 KSFs for encouraging KM

KM Administration Structure.
• A qualified and ideal KM team to lead and develop effective KM
operation (R.1,51.5% +interview)• The structure of KM administration should be composed of a CKO,
KM members from different faculties, and KM faculty members withexpertise in the method of KM processes (interview)
Administrators.
• Understand, support, and participate in KM achievements (interview)• Strong commitment to KM initiatives (interview)• Establish clear KM strategies, and vision (R.1,51.5% +interview)• Maintain an environment that motivates and enables staff to createand share knowledge (R.2,49.7% +interview)

KM process.
• A standardized KM process that is designed to provide
guidelines for staff. (R.1,44.3% +interview)• Easy to use and understand (interview)• Encourage staff to integrate KM into their work.
(R.2,43.7% +interview)
KM measure.
• Measure the impact of KM activities for performance,including benefits (R.1,39.5% interview)

37

The details of 9 KSFs for encouraging KM

38Proposed KM strategic model for KKU

KM strategy.

The important points of the result show that:• Establish a clear vision and strategic planfor use of a KM approach. (R.1,51.5%+interview)

1. Need of KM process is focus on sharing k.
(tacit knowledge) between staff
and capture, storage k. (explicit k.)
2. Need of KM KSFs is focus on learning andsharing culture, IT (KMS)• Should address a KM structure thatcombines IT, process, measures, androles and responsibilities. (R.2,49.7%+interview)

CKO and top managers state that “culture is more
important than technology”
39

Proposed KM strategic model for KKU

40

Proposed KM strategic model for KKU
The relationship between KSFs and KM strategy

The relationship between KM process and KMstrategy• KM strategic model for KKU is hybrid strategy or
dynamic strategy which focus on both apersonalization (people-to-people) and a
codification (people-to-document)• A personalization strategy is leading role and a
codification strategy is supporting role41

• Personalization strategy requires KM factors
including organizational culture (Learning & sharing),
Staff (Perception & understand) and Organizational(Flat organization, teamwork, empowerment, rewards,time)• Codification strategy requires IT (KMS), KM team (Tobuild a knowledge database and repository)• These strategies still need more factors including
leadership, KM process, measurements, KM strategy
and KM team427

Proposed KM strategic model for KKU

Hybrid strategy or dynamic style
The personalization
strategy/ Human-orientedstyle

The codification
strategy/ Systemoriented styleK. identification

K. capture/
codification

CultureConclusionThis model developed at KKU can beviewed as a KM strategic model for other
Thai universities in their quest for aworking KM model.
Because Thai universities have the samesurroundings and contextITK. creation/Acquisition

K. storage

Staff

Organization

Leadership

IT Tool
Blog
Process Tools
Benchmarking/Best practice
CoPs
Forum
Storytelling
BrainstormingK. organization

KM
team

K. distribution
IT Tools-Data warehouse-Expert map-Content/
Document
management-Lesson learned

K. Application

Measurement

CKO &KM teamKM
StrategyKM
Process4344Conclusion
The highlight of this study
The research approach is based on thecomponents of KM strategic development
Purpose KM model that alignment with KM
processes and KSFs (suggested by the recent
research of KM strategy)
The limitation of this study
Lack of the process of implementation of the KM
strategy (suggest for future research)

THANK YOU FOR YOUR ATTENTION

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