Back / Enkel / Krogh Knowledge Networks for Business Growth

1. Auflage 2007
ISBN: 978-3-540-33073-8
Verlag: Springer Berlin Heidelberg
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 226 Seiten

The first part of this book contains three case studies which illustrate the idea of knowledge networks for growth. The step-by-step methodology of the second part shows the reader how to build up and maintain these networks. The templates in the last part of the book ease the adaptation of networks for the reader's own company or his or her specific business needs.

Autoren/Hrsg.

Back, Andrea

Enkel, Ellen

Krogh, Georg Von

Inhaltsverzeichnis

1;Preface;6
2;Table of Content;10
3;1 The Concept of Knowledge Networks for Growth;14
3.1;Abstract;14
3.2;Introduction;15
3.3;Knowledge Networking as a Strategy for Company Growth;16
3.3.1;Leveraging Companies’ Internal and External Growth Potentials;16
3.3.2;Forms of Governance for Knowledge Sharing and Integration;20
3.3.3;Clarifying the Concept of Intra-organizational Knowledge Networking;24
3.3.4;Framework for Knowledge Networks for Growth;29
3.3.5;Methodology;30
3.3.6;Knowledge Networks for Growth in Practice: Following an Internal Strategy through Innovation;31
3.3.7;Knowledge Networks for Growth in Practice: Following an External Strategy through M& A;37
3.3.8;General Factors to Be Adapted for Knowledge Networks for Growth;40
3.4;Discussion and Conclusion;42
4;2 Supporting Integration after M&A through Knowledge Networks within RWE Net;46
4.1;Abstract;46
4.2;Knowledge Integration after M&A in RWE Net;47
4.2.1;Conceptual Background;47
4.2.2;Approach Taken by the Research Project;50
4.2.3;Historical Background;51
4.2.4;The Demand for Knowledge Integration after M&A;52
4.3;The Development of an M&A Integration Network;54
4.3.1;Finding the Appropriate Structure for Knowledge Integration;54
4.3.2;Management Commitment;56
4.3.3;Selection of Knowledge Network Participants;58
4.3.4;Involvement of Knowledge Network Participants;60
4.3.5;Establishment of Social Ties;62
4.3.6;Further Development of the Knowledge Network;64
4.3.7;Supporting the Performance of a Knowledge Network;66
4.4;Lessons Learned;67
4.5;General Recommendations;68
5;3 The Customer – an Untapped Source of Innovation. Developing a Customer Integration Network in HP;72
5.1;Abstract;72
5.2;Customer Involvement in Internal Processes;73
5.2.1;Conceptual Background;73
5.2.2;The Company Background;76
5.2.3;HP’s Way to Customer Involvement;76
5.2.4;The Demand for a Customer Knowledge Network;78
5.2.5;Challenges Faced by the HP Support Center;78
5.2.6;The Approach of the Research Project;81
5.3;Addressing the Challenges of a Customer Knowledge Network;82
5.3.1;Overcoming Companies’ Internal Challenges;82
5.3.2;Delivering Facilitating Conditions;83
5.3.3;Initializing the Customer Knowledge Network;84
5.3.4;Further Development of the Customer Network;85
5.3.5;Supporting the Performance of the HP Customer Network;86
5.4;Lessons Learned;86
5.5;General Recommendations;87
6;4 Supporting Growth through Innovation Networks in Unilever;90
6.1;Abstract;90
6.2;The Launch of the Innovation Network;91
6.2.1;Conceptual Background;91
6.2.2;Company Background;93
6.2.3;The Need for an Innovation Network;95
6.2.4;Approach Taken by the Research Project;97
6.3;The Development of the Innovation Network;100
6.3.1;Alignment with the Company’s Vision and Corporate Strategy;101
6.3.2;Top Management Commitment;101
6.3.3;Selection and Motivation of the Network Members;102
6.3.4;Supportive Environmental Factors for Knowledge Processes;102
6.3.5;Distinct Success Factors and Barriers;103
6.3.6;Tasks of the Innovation Network;103
6.3.7;Integration of Performance Measurement;104
6.3.8;Organizational Tools;104
6.3.9;The Dynamics of Innovation Network Development;105
6.3.10;The Corporate Advantage of a Web of Innovation Networks – Taking a Future Perspective;106
6.4;Lessons Learned;106
6.5;General Recommendations;108
7;5 A Methodology for Adapting Knowledge Networks – Managerial Guidelines;112
7.1;Introduction;112
7.2;Vision and Strategy;115
7.2.1;Vision;115
7.2.2;Creating a Knowledge Vision;117
7.2.3;Identify Your Knowledge Strategy;119
7.3;Develop a Roadmap;121
7.3.1;Select a Process or Task that You Want to Support and Understand;121
7.3.2;Perform a Stakeholder Analysis;123
7.4;Understand the Different Types of Knowledge Needed;126
7.4.1;Decide on the Network Option;128
7.4.2;Select the Appropriate Network Reference Model;131
7.4.3;Identify Deliverables and Choose the Appropriate Knowledge Network;133
7.5;Set Up the Selected Network Type;136
7.5.1;Identify Your Specific Goals, Tasks and Activities;136
7.5.2;Composition of the Knowledge Board;139
7.5.3;Justification Process and Communication Plan;141
7.5.4;Facilitate Top Management Commitment and Find Sponsors;143
7.5.5;Facilitate the Relationships within the Network;147
7.5.6;Determine the Roles and Responsibilities;149
7.5.7;Organize the People and the Meetings;152
7.5.8;Organize the Specific Processes;157
7.5.9;Facilitate Relationships with the Outside World;169
7.6;Establish Internal Measurement;173
7.6.1;Choose and Organize Appropriate Rewards or Incentives;173
7.7;Methodology at a Glance: The Project Plan;175
8;6 Integrated Performance Measurement System for Knowledge Networks for Growth;178
8.1;Introduction;178
8.2;Discussing Selected Performance Measurement Approaches;179
8.2.1;Indirect Measurement Methods;180
8.2.2;Direct Measurement Methods;180
8.2.3;Balanced Scorecard (BSC);183
8.2.4;Discussion of Approaches;185
8.3;The Integrated Performance Measurement System for Knowledge Networks for Growth;185
8.3.1;Introduction;185
8.3.2;External Performance Measurement;186
8.3.3;Internal Performance Measurement;196
8.4;Conclusion;201
9;7 Supporting the Adaptation – Templates;204
9.1;Interview Guidelines;204
9.1.1;Objective of the Interview Guidelines – General Recommendations;204
9.1.2;The Interview Process;205
9.1.3;Structure of the Interview Guidelines;205
9.1.4;Example of the Interview Guidelines;206
9.2;The Business Plan;207
9.2.1;Objective of the Business Plan;207
9.2.2;Preparation of the Business Plan;207
9.2.3;Structure of the Business Plan;208
9.3;Presentations to Convince Management;208
9.3.1;Objective of the Presentation to Management;208
9.3.2;Preparation of the Presentation to Management;209
9.3.3;Structure of the Presentation to Management;209
9.3.4;Example of the Presentation to Management;210
9.4;Kick-Off Workshop;213
9.4.1;Objective of the Kick-Off Workshop;213
9.4.2;Preparation of the Kick-Off Workshop;213
9.4.3;Structure of the Kick-Off Workshop;213
9.5;Outline of Communication;219
9.5.1;Objective of the Communication Outline;219
9.5.2;Structure of the Communication Outline;219
9.6;Internal Performance Measurement System;221
9.6.1;Objective of the Internal Performance Measurement System;221
9.6.2;Structure of the Internal Performance Measurement System;221
9.7;Project Plan;223
9.7.1;Objective of the Project Plan;223
10;8 References;224
11;9 List of Figures;232
12;10 List of Tables;234
13;11 Index;236
14;12 Authors;238
14.1;Prof. Dr. Andrea Back;238
14.2;Dr. Ellen Enkel;238
14.3;Dr. Grzegorz Gurgul;238
14.4;Carl-Heinrich Kruse;238
14.5;Kordula Schulte;238
14.6;Dr. Anita Pos;239
14.7;Dr. Maria Rumyantseva;239
14.8;Claudia Ulrich;239
14.9;Prof. Georg von Krogh;239

Leseproben

2 Supporting Integration after M&A through Knowledge Networks within RWE Net (p. 33-34)

Grzegorz Gurgul 1, Ellen Enkel1, Kordula Schulte2 and Carl-Heinrich Kruse2
1Research Center KnowledgeSource, University of St. Gallen, Switzerland
2RWE Net
Abstract

After a hundred years of market control in Germany, the electricity market is currently characterized by partial market deregulation and, consequently, the utilities have to cope with increased competition. To remain competitive, a major growth factor can be stimulated through mergers and acquisitions (M&A) that encourage synergies as well as providing access to new geographical areas. The companies RWE AG and VEW AG followed this path to growth and merged. After the merger both companies were reorganized and divided into several business units.

The challenge of a merged company is to overcome the barriers related to a merger and bring together the employees in order to formalize a knowledge transfer in the relevant strategic business fields. This process is called "Knowledge Integration after M&A". To implement the process, the company needs a comprehensive tool with which to integrate its employees’ knowledge. The goal of the project was to test the MERLIN methodology that had been established for intra-organizational knowledge networks in a new business field, adapt it for the new field of use, implement the knowledge network, and accompany it during the set-up phase.

The background to this case study describes RWE Net’s historical background and the urgency with which a formalized knowledge transfer was undertaken. Thereafter the approach – the various steps of a knowledge network setup – is described. This is followed by conclusions regarding a network’s developmental steps. The case is concluded with the lessons learned and the most important general recommendations.

Knowledge Integration after M&,A in RWE Net

Conceptual Background

Mergers and acquisitions (M&A) provide an opportunity to gain growth and are a means through which to extend a company’s workforce, internal abilities, and product range within a short time. M&A are not new phenomena, the first boom in mergers and acquisitions having occurred at the end of the 19th century. The rate at which M&A fail indicates that many problems pertaining to post-merger integration management are still unsolved, with some researchers even considering mergers and acquisitions a license to kill companies (Jansen, 2002). Acquiring and merging firms have indeed led to the discovery that the transfer and utilization of knowledge through these means can be a difficult task. This transfer and utilization of knowledge is contingent upon the successful integration of the acquired or merged unit – a process that very often fails outright. And although knowledge management has gained significance within the field of management and in academia since the nineties, it has almost no significance within the field of mergers and acquisitions.