Durst / Henschel Knowledge Risk Management

From Theory to Praxis
1. Auflage 2020
ISBN: 978-3-030-35121-2
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 266 Seiten

Reihe: Management for Professionals

This book provides an in-depth introduction to knowledge risk management (KRM) as well as methods, tools and cases to address knowledge risk management issues in both the public and private sector. It focuses on the integration of knowledge risks into the holistic risk management of organizations. In addition, this book is accompanied by an external website that includes additional checklists, videos and company cases. The combination of a sound theoretical framework along with practical instruments, tools and ancillary materials makes this book a unique, interactive book for professionals, managers, and executives as well as students, academics and policy makers.

Susanne Durst is Full Professor of Management at the Department of Business Administration at Tallinn University of Technology (Estonia). Her research interests include small business management, SME succession/transfers, knowledge (risk) management, and corporate governance. She has been conducting several national and international research projects. Her work has been awarded different awards and has been published in international peer-reviewed journals. Before joining academia, she worked with private enterprises.

Thomas Henschel is a Professor at HTW Business School, Hochschule für Technik und Wirtschaft Berlin. His previous research has focused mainly on corporate governance and risk management. He has published his works in journals such as International Journal of Entrepreneurship and Innovation, International Journal of Entrepreneurship and Small Business, and Interdisciplinary Journal of Economics and Business Law, among others.

Autoren/Hrsg.

Durst, Susanne

Henschel, Thomas

Inhaltsverzeichnis

1;Preface;7
2;Introduction;8
2.1;Outline;8
2.2;Structure of the Book;8
2.3;Part I;9
2.4;Part II;9
2.5;Part III;9
2.6;Part IV;10
2.7;Part V;10
2.8;Conclusion;11
3;Contents;12
4;Editors and Contributors;14
5;Knowledge Risk Management—State of Research;16
6;1 Knowledge Risk Management—State of Research;17
6.1;Abstract;17
6.2;1 Introduction;17
6.3;2 Risks;18
6.4;3 Knowledge Risks;19
6.5;4 Risk Management and Knowledge Risk Management;20
6.6;5 The Current Body of Knowledge Regarding KRM;21
6.7;6 Conclusion;22
6.8;References;22
7;Knowledge Risk Management in Private Organizations;25
8;2 Knowledge Risk Management in Companies Offering Knowledge-Intensive Business Services;26
8.1;Abstract;26
8.2;1 Introduction;27
8.3;2 Knowledge Risks and Their Management;28
8.4;3 Methodology and Research Questions;29
8.5;4 Research Results;31
8.6;5 Concluding Remarks;40
8.7;Acknowledgements;41
8.8;References;41
9;3 Toyota Kata Approach—A Way to Mitigate Knowledge Risks in Start-Ups;45
9.1;Abstract;45
9.2;1 Introduction;46
9.3;2 Theoretical Background;46
9.3.1;2.1 Knowledge Management;46
9.3.2;2.2 Knowledge Risk Management;47
9.3.3;2.3 The Toyota Kata Concept;47
9.3.3.1;2.3.1 The Improvement Kata—a Standard of How to Develop a Continuous Improvement Capability Systematically;47
9.3.3.2;2.3.2 The Coaching Kata;50
9.4;3 Methodology;50
9.5;4 Results;52
9.5.1;4.1 First Kata Cycle;52
9.5.2;4.2 Second Kata Cycle;54
9.5.3;4.3 Third Kata Cycle;55
9.5.4;4.4 Fourth Kata Cycle;56
9.6;5 Final Thoughts;56
9.7;References;58
10;4 Knowledge Risk Management in Two-Tier HRM Structures;60
10.1;Abstract;60
10.2;1 Introduction;61
10.3;2 Theoretical Support;63
10.3.1;2.1 Knowledge Risk Management;63
10.3.2;2.2 Two-Tier HRM Structures;63
10.3.3;2.3 The Areas and Types of Knowledge Risk and Management Strategies in Two-Tier HRM Structures;66
10.3.3.1;2.3.1 Knowledge Risk Areas Framework;66
10.3.3.2;2.3.2 Customer-Related Knowledge Risk;66
10.3.3.3;2.3.3 Knowledge Risk Taxonomy;67
10.3.3.4;2.3.4 Knowledge Risk Management Strategies;67
10.4;3 Research Method;68
10.5;4 Results;69
10.5.1;4.1 The Consciousness About the Effects of Two-Tiered HRM Structures on Knowledge Risks;69
10.5.2;4.2 Areas of Knowledge Risks;71
10.5.3;4.3 Types of Knowledge Risk;72
10.6;5 Discussion and Conclusion;73
10.6.1;5.1 Theoretical Implications, Limitations and Recommendations;75
10.6.2;5.2 Managerial Implications Checklist;76
10.7;References;77
11;5 Practical Aspects of Knowledge Risk Management in Corporate Finance for Family Firms;80
11.1;Abstract;80
11.2;1 Introduction;81
11.3;2 Financing Processes in Family Firms;81
11.3.1;2.1 The Definition of a Family Firm;82
11.3.2;2.2 The Finance Function Within the Family Firm;82
11.3.3;2.3 The Financing Process in Family Firms;83
11.4;3 Critical Knowledge Risk Factors and Their Practical Impact in a Financing Process;83
11.4.1;3.1 Internal Knowledge Risks;84
11.4.1.1;3.1.1 Knowledge Attrition;84
11.4.1.2;3.1.2 Knowledge Waste;84
11.4.1.3;3.1.3 Knowledge Hoarding and Knowledge Hiding;85
11.4.1.4;3.1.4 Unlearning and Forgetting;85
11.4.1.5;3.1.5 Knowledge Gaps;86
11.4.2;3.2 External Knowledge Risks;87
11.4.2.1;3.2.1 Knowledge Leakage;87
11.4.2.2;3.2.2 Knowledge Spillover;87
11.4.3;3.3 Intersectional Knowledge Risks;88
11.4.3.1;3.3.1 Knowledge Outsourcing Risks;88
11.4.3.2;3.3.2 Knowledge Loss;88
11.5;4 Knowledge Risk Mitigation Management for Financing Processes;89
11.5.1;4.1 The Concept;89
11.5.2;4.2 The Framework;90
11.5.2.1;4.2.1 People;90
11.5.2.2;4.2.2 Management;90
11.5.2.3;4.2.3 Governance;91
11.5.2.4;4.2.4 Infrastructure;92
11.6;5 Framework Overview;93
11.7;6 Conclusion;94
11.8;References;94
12;Knowledge Risk Management in Public Organizations;97
13;6 Knowledge Risk Management for State-Owned Enterprises-Indian Scenario;98
13.1;Abstract;98
13.2;1 Introduction;99
13.3;2 Knowledge Management (KM) in the State-Owned Enterprises;100
13.3.1;2.1 Knowledge Management (KM) in the SoEs—Generic Framework;101
13.3.1.1;2.1.1 Need for a Generic Framework;101
13.3.1.2;2.1.2 Elements of an SoE KM Framework;101
13.3.1.2.1;People;101
13.3.1.2.2;Process;102
13.3.1.2.3;Technology;102
13.3.1.3;2.1.3 Global Examples—Asian;103
13.3.1.4;2.1.4 Local Examples—Indian;104
13.4;3 Knowledge Management Risks;104
13.4.1;3.1 Risk of Failure;105
13.4.2;3.2 Creation of Silos Within the Organization;105
13.4.3;3.3 Reluctance to Embrace New Technologies;106
13.4.4;3.4 Overdependence on Consultants for Driving Improvements;106
13.4.5;3.5 Long Learning Curve of New Employees;107
13.4.6;3.6 Culture of Knowledge Hoarding;107
13.4.7;3.7 Performance Gaps Across Units Within Same Organization (Resulting in Opportunity Loss);108
13.5;4 Dimensions for Enhanced Sustainability of KM;110
13.5.1;4.1 Intra-organizational and Inter-organizational Mentoring as a Tool for Transfer of Knowledge;110
13.5.2;4.2 Benchmarking;111
13.5.3;4.3 Inter-organizational Projects Influencing KM;111
13.5.4;4.4 Employee Alumni as a KM Tool;112
13.6;5 Conclusion;112
13.7;References;112
14;7 Knowledge Communication and Communication Risks in Healthcare—Professional Amateur Patients with Thyroid Disease Show the Way;116
14.1;Abstract;116
14.2;1 Introduction;117
14.3;2 The Frame of Reference;119
14.4;3 Methodology;120
14.5;4 Findings and Discussion;121
14.6;5 Conclusions, Implications, and Suggestions for Future Research;124
14.7;References;125
15;8 Blockchain: A New Disruptive Innovation for Knowledge Risk Management;128
15.1;Abstract;128
15.2;1 Introduction;128
15.3;2 How Blockchain Works;130
15.4;3 Knowledge Risk Management;132
15.5;4 Knowledge Acquisition;133
15.6;5 Knowledge Transfer;134
15.7;6 Knowledge Integration;136
15.8;7 Conclusion;137
15.9;References;138
15.10;Interviews;141
16;Knowledge Risk Management in Different Sectors/Industries/Business Functions;142
17;9 An Integrated Research Methodology to Identify and Assess Knowledge Risk in a Corporation with Application to a Financial Institution;143
17.1;Abstract;143
17.2;1 Introduction;144
17.3;2 Related Background;144
17.4;3 Objectives of the Chapter;146
17.5;4 Research Methodology;146
17.5.1;4.1 Overview of Methodology;146
17.5.2;4.2 Construction of Knowledge Risk Assessment Model;147
17.5.2.1;4.2.1 Structure of the Model;147
17.5.2.2;4.2.2 Construction Methods;147
17.5.2.2.1;Reasons for Selecting Semi-structured Interview;148
17.5.2.2.2;Interview Guide;148
17.5.2.2.3;Data Sampling Method;149
17.5.3;4.3 Knowledge Risk Assessment Methods;150
17.5.3.1;4.3.1 Basic Rating Process;150
17.5.3.1.1;Survey Approach;150
17.5.3.1.2;Risk Scoring;152
17.5.3.2;4.3.2 Evidential Reasoning-Based Enhanced Rating Process;153
17.5.3.2.1;Structured Interview;153
17.5.3.2.2;Evidential Reasoning Approach;154
17.5.3.2.3;More Concepts About the Evidential Reasoning Approach;154
17.5.3.2.4;Risk Scoring Using Evidential Reasoning Approach;155
17.6;5 A Hypothetical Evidential Reasoning Approach Example;159
17.7;6 Conclusions and Future Work;163
17.8;Acknowledgements;163
17.9;References;164
18;10 Knowledge Risk Management in German Leasing Companies;167
18.1;Abstract;167
18.2;1 Introduction;167
18.3;2 Theoretical Background;168
18.3.1;2.1 Definition of Selected Knowledge Risks;168
18.3.2;2.2 Impact of Knowledge Risks;169
18.4;3 Methodology;171
18.4.1;3.1 Reasons for Applying Qualitative Research;171
18.4.2;3.2 Sample Selection;171
18.5;4 Research on Enterprise-Wide Risk Management in the Leasing Industry;175
18.5.1;4.1 Development of a Framework in Enterprise Risk Management (ERM);175
18.5.2;4.2 Status Quo of Risk Management;177
18.6;5 Consideration of Knowledge Risks;178
18.7;6 Framework on Knowledge Risk Management (KRM) for Leasing Firms;180
18.8;7 Self-assessment on KRM;182
18.9;8 Conclusion;188
18.10;References;189
19;11 Port Knowledge Risk Management;192
19.1;Abstract;192
19.2;1 Introduction;193
19.3;2 Literature Review;194
19.4;3 Quantitative Analysis Methods for Knowledge Risk: Fault Tree;198
19.5;4 Quantitative Analysis Methods for Knowledge Risk: Event Tree;202
19.6;5 Steps in Knowledge Risk Management;207
19.7;6 Conclusion;209
19.8;References;210
20;12 Knowledge Risk Management During Implementation of Open Innovation;214
20.1;Abstract;214
20.2;1 Introduction;215
20.3;2 Creation of Successful Open Innovation Environments for Companies;216
20.4;3 Archetypes of Open Innovation;216
20.4.1;3.1 Outside-In Process;216
20.4.2;3.2 Inside-Out Process;218
20.4.3;3.3 Coupled Process;219
20.5;4 The Positive Implication of Open Innovation;220
20.6;5 Knowledge and Risk Management in Open Innovation Ecosystem;222
20.6.1;5.1 Managing Risks for Outside-In Open Innovation;223
20.6.2;5.2 Managing Risks with Inside-Out Open Innovation;226
20.6.3;5.3 Managing Risks with Coupled Innovation;228
20.7;6 Discussion and Conclusion;229
20.8;References;230
21;13 Handling Knowledge Risk Management Supported by ISO Standards;235
21.1;Abstract;235
21.2;1 Introduction;236
21.2.1;1.1 Knowledge, Knowledge Management and Knowledge Management System;236
21.3;2 ISO 30401 Knowledge Management System—Requirements;238
21.4;3 ISO 31000 Risk Management—Guidelines;243
21.4.1;3.1 Establishing the Framework;244
21.4.2;3.2 Establishing the Process;244
21.4.3;3.3 Implementing and Executing the RM Loop;247
21.4.4;3.4 Defining Knowledge Risk;248
21.5;4 The Road Map for the Management of Knowledge Risk;249
21.5.1;4.1 Knowledge Loss;250
21.5.2;4.2 Knowledge Spillover;251
21.5.3;4.3 Knowledge Waste;252
21.5.4;4.4 Knowledge Forgetting;253
21.5.5;4.5 Knowledge Outsourcing;253
21.5.6;4.6 The Road Map;253
21.6;5 Conclusion;255
21.7;References;256
22;Conclusions and Outlook;258
23;14 Conclusions and Outlook;259
23.1;Abstract;259
23.2;1 Conclusions;259
23.3;2 Avenues for Further Research;260
24;Index;265