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Creating Knowledge Landscapes A Service Oriented Approach to the Implementation of Knowledge Management in the Aviation Industry Inaugural-Dissertation submitted for the degree of Doctor of Philosophy (Dr. phil.) to the Faculty of Philosophy, Heinrich-Heine University Düsseldorf by Sascha Rohmen from Düsseldorf, Germany Supervisor: Prof. Wolfgang Stock Düsseldorf, April 2019 D61 I Index Index List of Figures IV List of Tables VI Preface VII Acknowledgements IX 1 Introduction 1 2 Data, Information and Knowledge 12 2.1 Individual Knowledge vs. Collective Knowledge 17 2.2 Explicit Knowledge vs. Implicit Knowledge 17 3 Knowledge Management - Models and Strategies 21 3.1 Managing Knowledge 21 3.2 Knowledge Management Models 24 3.2.1 TOM-Model 25 3.2.2 TIMO-Model 27 3.2.3 Building Blocks of Knowledge Management 27 3.2.4 Harnessing Implicit Knowledge 32 3.2.5 Other Concepts 37 3.3 Knowledge Management Strategies 38 3.3.1 Codification Strategy 40 3.3.2 Personalization Strategy 42 3.3.3 Socialization Strategy 43 3.3.4 Process Oriented Knowledge Management 43 3.3.5 Reasons for a Process Oriented IT Organization 52 3.4 Learning Organization 53 4 Knowledge Management Tools 55 4.1 Involving the Employees – Determination of Information Needs 56 4.2 Supporting Tools and Concepts 71 II Index 4.2.1 Project Management 71 4.2.2 Change Management 77 4.3 Technical Knowledge Management Tools 83 4.3.1 Document Management Systems 84 4.3.2 Content Management Systems 87 4.3.3 Portals and Intranet 88 4.3.4 Knowledge Maps 90 4.3.5 Learning Management Systems 93 4.3.6 Knowledge Management Systems 93 4.3.7 Expert Systems 100 4.3.8 Management Information Systems 101 4.3.9 Information Retrieval Systems and Search Engines 110 4.3.10 Yellow Pages 112 4.3.11 Knowledge Management Apps 113 4.4 Social Knowledge Management Tools 113 4.4.1 Lessons Learned 113 4.4.2 Best Practices 114 4.4.3 Job Rotation 115 4.4.4 Press Reviews 116 4.4.6 Knowledge Cafés 117 4.4.7 Storytelling 118 4.5 Web 2.0 and Social Software 119 4.5.1 Wikis 129 5 (IT) Service Management 141 5.1 Terminology 142 5.2 ITSM 143 5.3 ARIS 143 5.4 ITIL 145 5.4.1 Service Strategy 146 5.4.2 Service Design 153 5.4.3 Service Transition 156 5.4.4 Service Operation 162 III Index 5.4.5 Continual Service Improvement 165 6 First Case Study 169 6.1 Project “Knowledge Management (Conception)” 170 6.2 Project “Implementation of Knowledge Management” 187 6.3 Marketing Knowledge Management 216 6.4 Lessons Learned 219 7 Second Case Study 225 7.1 Law and Rules 228 7.2 Organizational Matters 232 7.3 File and Document Sharing 234 7.4 Quality Management 236 7.5 Information and Knowledge Sharing 238 7.6 Cabin Equipment 239 7.7 A Knowledge Landscape for Social Networks 240 8 Conclusion 246 Bibliography 253 IV List of Figures List of Figures Chapter 1 Ill. 1.1: The Hype Cycle of Knowledge Management 5 Chapter 2 Ill. 2.1: Characters-Data-Information-Knowledge 14 Ill. 2.2: From Data to Knowledge 15 Chapter 3 Ill. 3.1: TOM-Model 25 Ill. 3.2: TIMO-Model 27 Ill. 3.3: Building Blocks of Knowledge Management 28 Ill. 3.4: Knowledge Spiral 36 Ill. 3.5: Fraunhofer Reference Model of Process Oriented Knowledge Management 45 Ill. 3.6: Process Modelling 46 Ill. 3.7: KMDL - Socialization 46 Ill. 3.8: KMDL - Externalization 47 Ill. 3.9: KMDL - Combination 47 Ill. 3.10: KMDL - Internalization 47 Ill. 3.11: Summary of KMDL Objects 48 Ill. 3.12: KMDL Prozesssicht 49 Ill. 3.13: KMDL Aktivitätssicht 50 Chapter 4 Ill. 4.1: Framework for Requirement Engineering 63 Ill. 4.2: Information Need Analysis 65 Ill. 4.3: Project Management Triangle 72 Ill. 4.4: Work Breakdown Structure 74 Ill. 4.5: Milestone Plan 75 Ill. 4.6: Iterative Waterfall Model 77 Ill. 4.7: Main Reasons for the Resistance against Change 79 V List of Figures Ill. 4.8: Knowledge Source Map 90 Ill. 4.9: Knowledge Asset Map 91 Ill. 4.10: Knowledge Structure Diagram 92 Ill. 4.11: Knowledge Application Maps 93 Ill. 4.12: Architecture for Centralized Knowledge Management Systems 97 Ill. 4.13: Architecture of a Peer to Peer Knowledge Management System 99 Ill. 4.14: OLAP Cube 103 Ill. 4.15: Knowledge Warehouse Architecture 109 Ill. 4.16: Boolean Search 111 Ill. 4.17: Comparison of Web 1.0 with Web 2.0 121 Ill. 4.18: Web 2.0 Principles 125 Ill. 4.19: Wiki Template 133 Ill. 4.20: CategoryTree 134 Chapter 5 Ill. 5.1: Service Transition V-Model 159 Chapter 6 Ill. 6.1: Requirements Concerning Content and Design of Knowledge Management 178 Ill. 6.2: Requirements Concerning a Knowledge Management Application 180 Ill. 6.3: Critical Factors 183 Ill. 6.4: Increase of Wiki Pages 198 Ill. 6.5: Number of Page Views 199 Ill. 6.6: Mapping of Knowledge Management Processes with Knowledge Management 204 Tools Ill. 6.7: First Draft of a Knowledge Landscape 211 Ill. 6.8: Knowledge Landscape 216 Chapter 7 Ill. 7.1: Cabin Documentation Process 232 Ill. 7.2: Knowledge Landscape for Social Networking and Collaboration 242 VI List of Tables List of Tables Chapter 1 Table 2.1: Criteria of Information Quality 20 Chapter 3 Table 3.1: Conversion Types in KMDL 53 Chapter 4 Table 4.1: Types of Interviews 67 Table 4.2: Survey of Web 2.0 Tools 122 Chapter 6 Table 6.1: Technical Implementation 192 Table 6.2: Structuring of Contents 193 Table: 6.3: Roll Out and Use of the Wiki 193 Table 6.4: Development of a Knowledge Landscape 194 Table 6.5: Technical Challenges 201 Table 6.6: Survey of Applications 212 Chapter 7 Table 7.1: Survey of Applications 243 Chapter 8 Table 8.1: Steps of a Service Oriented Implementation of Knowledge Management 248 LL t 0≤•¶°£• Knowledge management has undergone several paradigm shifts in the last decades. At first a strong focus was put on the codification of knowledge mostly by means of IT applications. Then new anthropocentric concepts evolved particularly the personalization strategy and socialization strategy which focus on human interaction and social networks. In many cases a reasonable combination of these strategies was neglected in the past, thus impairing the effectiveness of knowledge management. In addition, a common agreement on scientific terminology and technical vocabulary with regard to knowledge management still needs to be developed. Implementation failures due to a false understanding of knowledge management and exaggerated expectations have led to disillusionment in some cases. As a consequence knowledge management may face acceptance problems. The goal of this work is to provide knowledge managers with arguments in favor of knowledge management and respective systems. Both management and employees of a company need to be convinced of the manifold benefits and added values of knowledge management for a successful implementation. In order to achieve this, the following main theses have been postulated: 1. Service management, and in particular IT service management concepts as found, for instance, in ITIL (Information Technology Infrastructure Library), have the potential to increase the acceptance of knowledge management measures significantly, especially when applied from the beginning of the implementation process. 2. Especially in larger organizations with many different applications and complex processes a so-called knowledge landscape, as has been developed in the first case study of this work, can serve as an orientation guide and help with the directing of knowledge flows and the identification of appropriate tools for specific types of knowledge. A knowledge landscape provides orientation and, thus, helps to improve acceptance of knowledge management tools. The theses are proved in two case studies, both in the aviation industry. First, however, general concepts are explained. In chapter two the terminology is defined. Data, information and knowledge are defined according to a business studies approach and according to the information science approach. A distinction is made between individual and collective knowledge and between explicit and implict knowledge. Further dimensions of knowledge are introduced such as criticality or confidentiality, for example. Chapter three is about different concepts, methods and strategies of knowledge management. A widely renowed concept is that of Probst, Raub and Romhardt who have defined eight building blocks of successful knowledge management (Probst et al. 2006). Nonaka and Takeuchi have developed another concept of a so-called knowledge spirale that explains the generation of knowledge (Nonaka & Takeuchi, 1997). Among the strategies that are introduced there are the aforementioned codification strategy, the personalization strategy, the socialization strategy and process based knowledge management. LLL t Chapter four introduces a number of different knowledge management tools, distinguishing between technical and social tools. Further supporting tools are project management and change management. Besides, the concept of Web 2.0 is explained in detail. The focus in this context is on wikis because the first case study is about the implementation of a wiki as knowledge management tool. (IT) Service management is explained in chapter five. The focus is on ITIL, a collection of best practices. These include concepts such as demand management, access management, event, incident and problem management, change management, first level support and other measures of IT service management which have been applied in the first case study. This case study is about the implementation of knowledge management and of a wiki as the core of the knowledge management IT landscape.

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