Charts. OECD Knowledge Management project. Results from the Danish Pilot-Survey

Transcription

1 Charts OECD Knowledge Management project Results from the Danish Pilot-Survey 1

2 1. Which knowledge management practices do you use in your firm or organisation 1.1 Knowledge capture and acquisition 8 Chart 1a 73,8% 7 67,2% 62,3% 6 55,7% 52,5% 5 44,3% Share 4 39,3% 41,0% 36,1% 32,8% 3 29,5% 23,0% 24,6% 2 14,8% 11,5% 13,1% 1 8,2% 9,8% 6,6% 8,2% 6,6% 9,8% 9,8% 4,9% 4,9% 3,3% 3,3% 3,3% Captures and uses knowledge obtained from other private companies Captures and uses Dedication of time to knowledge obtained obtaining knowledge from public research institutions Dedication of budgets to obtaining knowledge Dedication of time to communicating the knowledge obtained Dedication of budget to communicating the knowledge obtained Encourages workers to participate in project teams with external experts Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer Yes, before 1999 Frequency schedule Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Captures and uses knowledge obtained from other private companies Captures and uses knowledge obtained from public research institutions Dedication of time to obtaining knowledge Dedication of budgets to obtaining knowledge Dedication of time to communicating the knowledge obtained Dedication of budget to communicating the knowledge obtained Encourages workers to participate in project teams with external experts

3 1. Which knowledge management practices do you use in your firm or organisation (continued) 1.2 Training and Mentoring 8 Chart 2a 72,1% 7 70,5% 67,2% 65,6% 6 54,1% 5 47,5% Yes, before 1999 Share 4 34,4% Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer 3 24,6% 21,3% 2 19,7% 14,8% 13,1% 13,1% 11,5% 1 6,6% 6,6% 9,8% 8,2% 8,2% 8,2% 6,6% 6,6% 4,9% 4,9% Your firm or organisation Your firm or organisation Your firm or organisation Your firm or organisation Your firm or organisation Your firm or organisation provides formal training provides informal training uses formal mentoring encourages experienced encourages workers to offers off-site training related to knowledge related to knowledge practices workers to transfer their continue education by acquisition and sharing acquisition and sharing knowledge to less reimbursing tuition fees experienced workers Frequency schedule Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Your firm or organisation provides formal training related to knowledge acquisition and sharing Your firm or organisation provides informal training related to knowledge acquisition and sharing Your firm or organisation uses formal mentoring practices Your firm or organisation encourages experienced workers to transfer their knowledge to less experienced workers Your firm or organisation encourages workers to continue education by reimbursing tuition fees Your firm or organisation offers offsite training

4 1. Which knowledge management practices do you use in your firm or organisation (continued) 1.3 Communications 7 65,6% Chart 3a 6 5 Share ,3% 39,3% 37,7% 32,8% 39,3% 39,3% 34,4% 31,1% Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer 2 18,0% 18,0% 19,7% 14,8% 1 11,5% 11,5% 9,8% 11,5% 8,2% 8,2% 9,8% AQ = Additional Question added by Centre for Management Updating databases of good work practices etc. Facilitating collaborative work by projects teams physically separated ("virtual Use of Information Technology (AQ) Frequency schedule Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Updating databases of good work practices etc Written documentation such as lessons learned etc. (organisational memory) Facilitating collaborative work by projects teams physically separated ("virtual teams") The physical organisation of the workplace (AQ) Use of Information Technology (AQ)

5 1. Which knowledge management practices do you use in your firm or organisation (continued) 1.4 Policies and Strategies 10 Chart 4a 9 86,9% 8 7 Share ,5% 37,7% 39,3% 39,3% Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer 3 24,6% 31,1% 31,1% 29,5% 21,3% ,1% 9,8% Has a written knowledge management policy or strategy 16,4% 14,8% Has a values system or culture intended to promote knowledge sharing 18,0% Has policies or programs intended to improve worker retention 13,1% 8,2% Uses partnerships or strategic alliances to acquire knowledge 4,9% 4,9% 3,3% Works with knowledge through preparation of Intellectual Capital Reports (AQ) AQ = Additional Question added by Centre for Management Yes, before 1999 Frequency schedule Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Has a written knowledge management policy or strategy Has a values system or culture intended to promote knowledge sharing Has policies or programs intended to improve worker retention Uses partnerships or strategic alliances to acquire knowledge Works with knowledge through preparation of Intellectual Capital Reports (AQ)

6 1. Which knowledge management practices do you use in your firm or organisation (continued) 1.5 Leadership 9 Chart 5a 8 80,3% 7 67,2% 6 55,7% Share ,6% 39,3% Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer 3 23,0% 2 16,4% 14,8% 14,8% 1 4,9% 3,3% 9,8% 4,9% 4,9% 11,5% 6,6% Management practices - a responsibility of managers and executives Management practices - a responsibility of nonmanagement workers Management practices - a responsibility of the knowledge officer Management practices - explicit criteria for assessing worker performance Yes, before 1999 Frequency schedule Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Management practices - a responsibility of managers and executives Management practices - a responsibility of nonmanagement workers Management practices - a responsibility of the knowledge officer Management practices - explicit criteria for assessing worker performance

7 1. Which knowledge management practices do you use in your firm or organisation (continued) 1.6 Incentives 8 Chart 6a 7 72,1% 70,5% 6 5 Share 4 Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable/don't know/no answer ,0% 13,1% 1 9,8% 9,8% 4,9% Specifically rewards knowledge sharing with monetary incentives 1,6% Specifically rewards knowledge sharing with nonmonetary incentives Frequency schedule Yes, before 1999 Yes, after 1999 No, but in the next 24 months No, not applicable Don't know No answer Specifically rewards knowledge sharing with monetary incentives Specifically rewards knowledge sharing with non-monetary incentives

8 2. Are there any knowledge management practices that your firm or organisation uses that we have not included in question 1? No answer 15% Yes 23% Chart 7 Yes No No answer No 62% If yes, please state which: Participation in national and international knowledge sharing groups Advisory Boards, internal knowledge sharing meetings, knowledge database (intranet based) Procedure for acquiring inter-disciplinary knowledge for the sake of the holistic, preventive aim of the task, insight in the time for hand over of the task or involvement of other staff groups From parent company Trade journals Extensive extranet Internal workshops in connection with staff meetings Internet, purchased information Experience sharing group, trade council, local management forum, other types of companies, accountant Systematic neighbour training, systematic introduction programs, inter-disciplinary training group All employees are responsible for the acquisition and sharing of knowledge. In order to ensure that this is optimised we have an inter-disciplinary control group for knowledge sharing, which is responsible for the continuing development and maintenance of the physical settings for knowledge sharing Inter-disciplinary project groups Guide for work processes and ethics 8

9 3. Why do you use the knowledge management activities indicated in question 1? Chart 8 Reason - to improve the competitive advantage of your firm or organisation 3,17 Reason - to help integrate knowledge within your firm or organisation Reason - to train workers to meet strategic objectives of your firm or organisation Reason- to increase efficiency by using knowledge to improve production processes Reason - to profile the firm or organisation as a up-to-date knowledge organisation (AQ) Reason - to protect from loss of knowledge due to workers' departures Reason - to improve worker retention Reason - to increase worker acceptance of innovations Reason - to identify the silent/unspoken knowledge of the employees (AQ) Reason - to promote sharing or transferring knowledge with clients or customers Reason - to improve the capture and use of knowledge from sources outside 2,83 2,72 2,66 2,62 2,61 2,57 2,57 2,55 2,55 2,55 Reason - to identify and/or to protect strategic knowledge 2,36 Reason - to ease collaborative work of projects og teams that are physically separated Reason - to improve knowledge sharing with suppliers (AQ) Reason - to improve sharing or transferring of knowledge with partners in strategic alliances etc. 1,96 1,91 2,02 Reason - to improve the ability to and possibility of taking out patent (AQ) 1,36 1,00 1,50 2,00 2,50 3,00 3,50 4,00 4: Critical, 3: Important, 2: Somewhat important, 1: Not at all important AQ = Additional Question added by Centre for Management 9

10 4. Please indicate the achieved results of the activities you indicated in question 1? Chart 9 Result - improved skills and knowledge of workers Result - increased our adaptation of products or services to client requirements Result - increased our knowledge sharing horizontally Result - helped us add new products or services Result - improved client or customer relations Result - improved worker efficiency Result - increased our knowledge sharing vertically Result - improved our corporate or organisational memory Result - improved involvement of workers in the workplace activities Result - new supplier relations (AQ) Result - other new cooperators (AQ) Result - increased flexibility in production and innovation Result - increased our ability to capture knowledge from other business enterprises, technical literature, etc. 2,78 2,75 2,75 2,73 2,64 2,63 2,60 2,58 2,51 2,44 2,39 2,38 2,35 Result - increased our ability to capture knowledge from public research institutions Result - increased our number of markets (more geographic locations) Result - prevented duplicate research and development 2,00 2,07 2,14 1,00 1,50 2,00 2,50 3,00 3,50 4,00 4: Very effective, 3: Effektive, 2: Somewhat effective, 1: Not at all effective AQ = Additional Question added by Centre for Management 10

11 5. Who is in charge of the knowledge management practices in your firm or organisation No answer 4% Chart 10 Other unit 22% Don't know 7% Human Resources 4% Information Technology 4% Knowledge Management Unit 2% No answer Don't know Human Resources Information Technology Knowledge Management Unit Executive Management Team Other unit Executive Management Team 57% If other unit, which: All inter-disciplinary employees are responsible Physiotherapy, ergotherapy, nursing, psychologist, social adviser, doctor The management group in general + individuals The individual project managers The person responsible for the environment The development department The consultant department The sales department The managers in charge of business All employees The entire organisation The secretariat of the regional manager The technical department 11

12 6. Do you measure the effectiveness of the activities you indicated in question 1? No answer 2% Yes 22% Chart 11 Yes No No answer No 76% If yes, how: Through guides and instructions Some activites are included in the company s Balanced Scorecard and satisfaction barometer Employee satisfaction surveys, customer satisfaction surveys Weekly follow-up meetings Through budgets Through specific sales results and marketing activities Target fulfilment qualitative/quantitative (reported in our Intellectual Capital Report) Through various measures, such as employee satisfaction, custome r satisfaction, supplier satisfaction, no. of inter-disciplinary improvement groups per year, the development of the employee s competencies, no. of days spent on education/supplementary training It needs to be launched The more knowledge we have about new raw products for new ideas recipes the better information the customer gets and the more we sell. So we have learned from experience, who supplies the best knowledge for the various areas. Through continuing control Through systematic use of the EFQM concept 12

13 7. Which source(s) triggered your firm or organisation to put into effect the knowledge management practices you indicated in question 1? Internal sources (7) Chart ,0% ,2% ,6% 2 18,9% 1 Source - Management Source - Nonmanagement workers 1,9% Source - Union(s) active in the workplace(s) Source - the board (AQ) Source - owners and shareholders (AQ) Source - advisory board (AQ) AQ = Additional Question added by Centre for Management 13

14 7. Which source(s) triggered your firm or organisation to put into effect the knowledge management practices you indicated in question 1? (continued) Eksternal sources (7) Chart 13 45,0% 4 41,5% 39,6% 35,0% 3 Share 25,0% 2 20,8% 15,0% 13,2% 13,2% 15,1% 15,1% 11,3% 1 7,5% 5,0% Source - unions (AQ) Source - Firm or organisation with which you have a strategic alliance, joint venture or consortium Source - Competitors Source - Suppliers Source - Professional, trade or industrial associations or federations Source - Universities, technical colleges, public laboratories or business schools Source - Consultants Source - Regulatory agencies Source - Customers or clients Source - Other If other sources, which: AQ = Additional Question added by Centre for Management Common sense The Danish Ministry of Economic and Business Affairs 14

15 8. Do you have dedicated budgets or spendings for the activities? Chart 14 No 42% Yes No Yes 58% 15

16 8. Do you have dedicated budgets or spendings for the activities? (continued) Hvis 8 = Yes, in the next 24 months, do you anticipate the knowledge management practices' share of the budget to: 6 Chart 15 54,8% 5 45,2% 4 Share %-Increase %-Stay the same %-Decrease 6 Hvis 8 = No, in the next 24 months, do you expect knowledge management practices to have dedicated budgets or spending 55,0% Chart Share 3 25,0% %-Yes %-No %-Don't know 16

17 9. Did your firm or organisation experience significant resistance to implementing any of the activities you indicated in question 1? Yes 9% Chart 17 Yes No No 91% Only 9% of the companies have experienced considerable opposition against implementation of knowledge management activities. In all cases the opposition has been from employees outside of management. Furthermore two companies have experienced opposition from sales/marketing and production respectively. 17

18 10. What would motivate your firm or organisation to implement or to increase knowledge management practices? ,5% Chart 18 Share ,9% Motivation - improved image (AQ) 13,1% Motivation - ease globalisation (AQ) Motivation - improved competitiveness (AQ) 54,1% Motivation - attract workers (AQ) 19,7% Motivation - information overload 42,6% Motivation - capturing workers' undocumented knowledge (know-how) 6,6% Motivation - use of knowledge management tools or practices by competitors 44,3% Motivation - avoid loss of key personnel and their knowledge 32,8% Motivation - avoid loss of market share 11,5% Motivation - incorporating external knowledge 1,6% Motivation - other AQ = Additional Question added by Centre for Management 18

19 11.a How many are employed in your firm or organisation? Full-time employees in Denmark Chart Full-time employees outside Denmark Chart

20 11.b What is the turnover of your firm or organisation? Figures in millions DKK < 10 6 Ej besvaret 15 Chart < Ej besvaret

21 12.a What is the trade of your firm or organisation? Chart 22 Other 15 Agriculture, fishing industry and primary product development No answer 1 3 Manufacturing 12 Energy and water supply 1 Agriculture, fishing industry and primary product development Manufacturing Energy and water supply Building and construction Hotel and restaurant industry Services 2 Advisory and finance services 7 Transportation, mail and telecom industry 3 Commercial firm 13 Building and construction 4 Hotel and restaurant industry 0 Commercial firm Transportation, mail and telecom industry Advisory and finance services Services Other No answer 21

22 12.b Where is your firm or organisation based? Jutland 20 Chart 23 Sealand 33 Jutland Funen Sealand Funen 8 22

23 12.c Where are the owners of your firm or organisation based? Foreign country 12 Chart 24 Denmark Foreign country Denmark 49 23

24 Question 1 vs. question 12b: Knowledge capture and acquisition in relation to the geographic base of your firm or organisation 3,5 Chart 25 3 Average 2,5 2 1,5 1 Sealand Funen Jutland Total 0,5 0 Knowledge capture and acquisition Training and Mentoring Communication Policies and Strategies Leadership Incentives 24

25 Question 1 vs. question 11a: Knowledge capture and acquisition in relation to the size of the firm or organisation (no. of employees) 3,5 Chart ,5 Average 2 1,5 Small (1-19) Medium (20-49) Large (50+) Total 1 0,5 0 Knowledge capture and acquisition Training and Mentoring Communication Policies and Strategies Leadership Incentives 25

26 Question 1 vs. question 12a: Knowledge capture and acquisition in relation to the trade of the firm or organisation 3,5 Chart ,5 Average 2 1,5 Manufacturing Commercial area Service sector Total 1 0,5 0 Knowledge capture and acquisition Training and Mentoring Communication Policies and Strategies Leadership Incentives 26

27 Question 1 vs. question 12c: Knowledge capture and acquisition in relation to the geographic base of the owners of the firm or organisation 3 Chart 28 2,5 Average 2 1,5 1 Foreign country Denmark Total 0,5 0 Knowledge capture and acquisition Training and Mentoring Communication Policies and Strategies Leadership Incentives 27