How and Why to Put Knowledge on the Managerial. Agenda? Motivation, critical analysis. What are the practical steps forward?

Transcription

1 Motivation, critical analysis How and Why to Put Knowledge on the Managerial What are the practical steps forward? Agenda? Antti Lönnqvist Dean, School of Management University of Tampere Practitioner perspective: Does our message meet the needs of city managers?

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3 Introduction Knowledge cities / KBD thinking suggests that knowledge should be managed as a part of regional planning and development Knowledge is important it should be managed Who s job is it to manage knowledge within a city-region? Is knowledge really a relevant management object for regional managers? There is a lack of research describing the actual needs of the regional development professionals concerning knowledge-based management This workshop aims to provide some ideas and suggestions as well as critical observations on the topic of applying knowledge management in practice

4 Outline for the workshop How and why to put knowledge on the managerial agenda? The perspective of academic literature Case Tampere Region Conclusions and learning points Joint discussion on the key themes identified

5 Key themes on city managers agenda Economic prosperity Healthy business sector, good paying jobs High quality of life Healthly and happy citizens High quality welfare services and infrastructure Logistical functionality (no trafic jams) Entertainment and culture Clean nature Low crime rates, safety How do you get these? What is the role of cityregional knowledge as a source of development?

6 Knowledge-based value creation in cities Outcomes such as social welfare and economic prosperity Output is based on knowledge assets

7 The role of knowledge assets in regional value creation (Lönnqvist, Käpylä, Salonius & Yigitcanlar, 2014; European Planning Studies) Societal value Economic prosperity Social welfare Environmental sustainability Societal goals bring relevance to knowledge assets (i.e., determine which assets are important); On the other hand, the creation of societal value creates knowledge assets (e.g., improves region s image) Transforming the assets into value via (regional) activities Activities by regional actors, e.g. Companies, public sector organizations, associations Regional development actors Local society, families, individuals Guidance for regional activities Regional knowledge assets act as the basis of value creation Regional policy planning mechanisms Regional knowledge assets Individuals skills, knowledge, education Innovation system, governance and processes, ICT infrastructure Region s image, formal and informal networks

8 Key questions for regional planning in the knowledge era How to attract knowledge-intensive companies into the city? How to retain work in the city? How to attract knowledge workers? How to ensure that the knowledge assets in the region are world class? How to ensure the continuous in-flow of new ideas and new knowledge? How to support learning within the city? How to support the application on new knowledge? Which investments should be made to support the above mentioned issues?

9 The two key tasks of knowledge-based performance management Description Key elements Managing knowledge Including knowledge, other intangible assets and the related processes as key aspects to be influenced by the performance management practices - Concepts for understanding knowledge related phenomena - Models for designing management systems and practices - Tools for implementing and using the management systems Managing with knowledge Utilizing information and knowledge about the performance of a city or region in decision-making - Monitoring the status and development of key variables of city performance - Guiding activities towards common goals - Learning about what works and what does not

10 Knowledge-based management disciplines at regional level (Lönnqvist & Laihonen, 2013) Business intelligence: How to find the relevant information amongst the flood of information out there? How to condence information in order to facilitate efficient decisionmaking? Knowledge assets management: Which are the most valuable knowledge assets of the city / region? How to transform the assets into regional prosperity? Knowledge-based performance management Information management: How ICT tools support information sharing and storage within the city and among regional actors? Knowledge management: How regional actors interact and use knowledge to create common interpretations, e.g., about regional objectives?

11 Current knowledge on knowledge-based management practices in cities and regions There are quite a lot of studies discussing about the knowledge-based management questions in cities and their regions. There is only a limited reported evidence of the actual knowledge-based management practices that are used in cities and their regions. Some managerial models and frameworks have been proposed, for example, for measuring and managing knowledge assets at city-regional level. There is a lack of knowledge on how the existing models respond to the managerial needs and on the benefits that are gained by using the models. Based on the previous points, there is a need for empirical studies providing insights related to the application, use and benefits of knowledge-based management approaches when applied to the context of cities and their regions.

12 What s on the regional managerial agenda? Infrastructure Tunnel project Light train / tram project New ice hockey arena and the buildings in the previous slide Economy Unemployment (14,5 % in January 2014; Tampere Region) Problems with the export industries Nokia / Microsoft future Start-up companies Social and health services & the problems with the public sector Where is knowledge? Where should it be?

13 Aamulehti.2013: the decision to build the new tunnel was justified based on knowledge-based management thinking

14 Examples of knowledge-based management activities in the city-region (i.e., what they already have) Tight informal connections between city-regional actors; trusting and friendly relationships; easy to exchange information about ongoing issues Planning processes in which regional stakeholders are given the possibility to participate; e.g. collecting the views of key stakeholders by carrying out surveys or organizing ideating workshops Regional foresight portal for sharing planning information The establishment of centers of expertise, which are loci of high level research and development expertise (e.g., digital content, nanotechnology and intelligent machines) In , a development project was carried out in Tampere region regarding knowledge-based management

15 Current K-based management challenges in Tampere region (i.e., what they still need) How to obtain an overview of the regional performance in a dynamic operating environment? How to take the knowledge perspective into account in the regional management processes? How to get the relevant knowledge possessed by regional actors as an input to regional planning processes? How to mobilize knowledge-based value creation in the region, i.e., how to produce more value out of the regional knowledge assets? How to put the knowledge-related phenomena on the regional policy agenda? How to find common goals to which key regional actors can get committed?

16 Learning points from the Tampere Region case Knowledge seems to be a genuinely important issue for the city and for city managers however, the more concrete themes dominate the discussion Many of the regional knowledge-based management challenges relate to managing knowledge or managing with knowledge The knowledge-based management disciplines seem well-suited for the regional level as well However, their application must take into account the regional management context (networked environment & informal management structure) In Tampere region, knowledge-based management practices were at fairly sophisticated level (they are a natural / implicit part of sophisticated management practices)

17 Discussion What are your experiences: what s on the managerial agenda in cities? Is knowledge (management) really a relevant perspective for regional development? Is there a gap between KM/KBD research and the practical challenges faced by cities? If so, how can we help close the gap? What should the academic community do? What should practitioners do?

18 Managerial implications: steps towards strengthening the knowledge perspective in the management practices of a city or its region 1. Raise awareness of the importance of knowledge as a regional value driver and of the concepts, models and tools of knowledge-based management 2. Identify the current status of knowledge-based management practices and the areas, which should be improved 3. Visit the knowledge-based management toolbox to find suitable tools to address the selected development areas 4. Embed the knowledge-based management practices in the general management processes of the city and its region 5. Monitor and learn about the functioning of the knowledge-based management practices