KM Resources: KM Case Studies
A listing of selected case studies encompassing general case studies, industry specific case studies and academic case studies.
General
KM Case Studies
Case Study Collections
Case Studies from ABI
- Inform Database
Case Studies from
Applied Science & Technology Abstracts Database
Traditional Case
Studies for Academic Use
General KM Case Studies
Below are selected case studies that generally address the subject of knowledge management. Several links were located through the http://www.ec2.edu/dccenter/ok/case_studies.html.
Armed With Intelligence (http://www.cio.com/archive/080197_learn.html) - A CIO knowledge management profile on the Department of Defense.
"Bankers Trust Invests in Knowledge Management" By Mary G. Gotschall Introduction:
Bankers Trust Company-a major global financial force-is a trailblazer on Wall
Street when it comes to knowledge management. It is one of the first major
Wall Street houses to implement a knowledge initiative, and expects to generate
a powerful return on investment. http://webcom.com/quantera/KI079801.html
Chaos Theory (http://www.cio.com/archive/120100/chaos.html) - A CIO Knowledge Management Research Center case study on The Workplace Safety and Insurance Board of Canada.
Computer Science Corporations (http://www.csc.com/solutions/knowledgemanagement/casestudies/index_1.shtml) - CSC has helped its clients manage and profit from every major wave of change in information technology (IT) for more than 40 years. It has a couple good case studies.
"Creating Fertile Ground for Knowledge at Monsanto" By Bipin Junnarkar
This article examines how Monsanto went about establishing a knowledge centric
environment. This article includes two interesting models, one of modes of
knolwedge management and another of an inofmraiton map of existing sources
of information. http://www.cbi.cgey.com/journal/issue1/features/creati/index.html
Dial K for Knowledge (http://www.cio.com/archive/061501/dial.html) - A CIO Knowledge Management Research Center case study on British Telecom.
Don’t Lose Your Mindshare (http://www.cio.com/archive/100100/mindshare.html) - A CIO Knowledge Management Research Center case study on Hill & Knowlton.
Dow Chemical Capitalizes on Intellectual Assets (http://webcom.com/quantera/Dow.html) - by Britton Manasco.
Identifying and Representing Electronic Engineering Resources: A Case
Study in Knowledge Management
Abstract: The purpose of this project is to identify electronic resources
that could be of value to engineers and to represent these resources in a
manner that enables engineers to make timely, informed decisions about the
usefulness of the resources. This paper addresses the specific objectives
the project which include: 1) the development of selection criteria for electronic
engineering resources; 2) the identification of electronic resources of interest
to engineers, as defined by the selection policy; and 3) the creation of abstracts
for these electronic resources that will include at least two hyperlinks to
other related electronic resources.
http://www.dl.ulis.ac.jp/ISDL97/proceedings/connaway.html
"If Only HP Knew What HP Knows..." By By Thomas H. Davenport, PhD
Discussion of knowledge management at Hewlett Packard and the challenges
HP has faced on multiple fronts in trying to manage its knowledge. http://www.cbi.cgey.com/journal/issue1/features/ifonly/index.html
KM Works Magic for Ketchum (http://www.cio.com/research/knowledge/edit/ketchum.html) - A CIO Knowledge Management Research Center case study.
"Knowing the Drill: Virtual Teamwork at BP" By Dan Cohen
Description of BP's highly successful Virtual Teamwork initiative. In particular,
this article highlights both expected and unexpected benefits of knowledge
management. http://www.cbi.cgey.com/journal/issue1/features/knowin/index.html
"Knowledge Assessment: Case Study of the Pacific Islands" Summary of Findings from Fieldwork Abstract: Knowledge is increasingly recognized as a fundamental factor in creating economic value in developing countries, allowing for improved growth prospects and amelioration of social welfare. At the same time, there are concerns that, without some appropriate policy measures, the knowledge revolution might also contribute to increasing inequality between those who have necessary access and capabilities and those who do not. Examples and issues for discussion refer to the knowledge assessment exercise being conducted in the Pacific Islands. http://www.vita.org/technet/ka.htm
The Knowledge Crunch (http://www.cio.com/archive/050101/crunch.html) - A CIO Knowledge Management Research Center case study on Frito-Lay.
Knowledge Fusion (http://www.cio.com/archive/060100/fusion.html) - A CIO Knowledge Management Research Center case study on The Tennessee Valley Authority.
"Knowledge Management at Ernst & Young, 1997" By Thomas H. Davenport,
PhD
Abstract: Ernst & Young, one of the world’s largest professional services
firms, was formed with the merger of Arthur Young and Ernst & Whinney
in 1989. Called "Future State ’97 (FS’97)," the name of the plan referred
to the future vision of E&Y’s consulting processes, and the date by which
the vision was to be achieved. The plan envisioned $1 billion in 1997 revenues
(roughly doubling the 1993 figure) and described operational visions in five
key processes: sales, service, delivery, people, and knowledge. http://www.bus.utexas.edu/kman/E&Y.htm
Knowledge Management at Health Canada (http://www.hc-sc.gc.ca/iacb-dgiac/km-gs/english/kmhome.htm) - A vision and strategy for Knowledge Management at Health Canada.
Knowledge Management at Hewlett-Packard (http://www.bus.utexas.edu/kman/hpcase.htm) - by Thomas H. Davenport, Ph.D.
"Knowledge Management at Microsoft, 1997" By Thomas H. Davenport, PhD
Abstract: "According to the authors of Microsoft Secrets, one of
Microsoft's key strategies is, "Find smart people who know the technology
and the business." The knowledge base for Microsoft IT must always be current.
Therefore, the IT group has focused heavily on the issue of identifying and
maintaining knowledge competencies. The goal is to create an online competency
profile for jobs and employees within Microsoft IS. http://www.bus.utexas.edu/kman/microsoft.htm
Knowledge Management Case Study/Lessons Learned: "Creating the Knowledge-based Business: Key lessons from an international study of best practice" By David J. Skyrme and Debra M. Amidon Abstract: This report, published by Business Intelligence, describes:
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The business case for knowledge management
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Essential practical tools and techniques
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Frameworks and processes for creating and sharing knowledge
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How to create a knowledge culture
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New measurement systems, challenges and concepts
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The role of information technology
http://www.skyrme.com/pubs/kmreport.htm
The Langley Files (http://www.cio.com/archive/080100/langley.html) - A CIO Knowledge Management Research Center case study on the Central Intelligence Agency.
"Learning and Innovation - Armed With Intelligence" - Shared knowledge is the Department of Defense's not-so-secret weapon. By Perry Glasser, CIO Magazine. (August 1, 1997) http://www.cio.com/archive/080197_learn.html
"Managing Knowledge The Chevron Way" - Prepared remarks for delivery by Kenneth T. Derr, Chairman of the Board and Chief Executive Officer, Chevron Corporation, to the Knowledge Management World Summit. (January 11, 1999) http://www.chevrontexaco.com/news/archive/chevron_speech/1999/99-01-11.asp
"A Prescription For Knowledge Management: What Hoffman-Laroche's Case
Can Teach Others" By Patricia Seemann
Lessons learned from the knowledge management experiences of Hoffmann-LaRoche,
the international pharmaceutical firm. http://www.cbi.cgey.com/journal/issue1/features/apresc/index.html
A Project Win for J.P. Morgan Partners (http://www.cio.com/archive/090101/win.html) - A CIO Knowledge Management Research Center case study.
"Secrets of Successful Knowledge Management" By Tom Davenport
Introduction: Discussions and planning sessions around knowledge management
often devolve into exhortations to capture and leverage the organization’s
knowledge assets. Knowledge is a philosophical, abstract topic; just differentiating
it from data and information can be a consuming focus. But there is a world
of knowledge management practice that proceeds apace, largely without high-flown
rhetoric or philosophical doubt. The center of this world is the knowledge
management project—an organized effort to actually do something with knowledge.
http://webcom.com/quantera/Secrets.html
"Sharing Knowledge Through BP's Virtual Team Network" This is a discussion of the benefits of the BP virtual networks. A few of the highlights of the measurable benefits include: A big drop in the person-hours needed to solve problems as a result of improved interactions between land-based drilling engineers and offshore rig crews. A decrease in the number of helicopter trips to offshore oil platforms. The avoidance of a refinery shutdown because technical experts at another location could examine a corrosion problem remotely. And a reduction in rework during construction projects because designers, fabricators, construction workers, and operations people could collaborate more effectively. http://choo.fis.utoronto.ca/iss/km/KC.BP.html
Share and Share Alike, 1997 (http://www.darwinmag.com/read/020101/share.html) - Xerox may have trouble at the top, but it's learning to manage knowledge from the bottom up.
"Teltech: The Business of Knowledge Management Case Study" By Thomas H. Davenport, PhD Abstract: "Teltech, a small ($17 million in revenues) company based in Minneapolis, has built a successful business on helping companies get access to external technical expertise and information. However, some of its strategies and services could be adopted by firms wanting to take better advantage of all types of internal knowledge. Specifically, Teltech's business model includes the following information management innovations: A hybrid environment of people and technology-based services; Pointers to people with expertise; Mapping of information sources; A structure and a set of techniques for categorizing knowledge; and focusing on the information behavior of customers." http://www.bus.utexas.edu/kman/telcase.htm
Thanks for the Memories (http://www.cio.com/archive/090101/thanks.html) - A CIO Knowledge Management Research Center case study on Northrop Grumman.
What’s Your Problem? (http://www.cio.com/archive/090100/problem.html) - A CIO Knowledge Management Research Center case study on 3M.
Wiring the Corporate Brain (http://www.cio.com/archive/enterprise/031599_nova.html) - A CIO knowledge management profile of Novartis.
Case Study Collections
Case Studies at American Productivity & Quality Center (APQC)
APQC is a world-renowned resource for process and performance improvement
for organizations of all sizes and industries.
http://www.apqc.org/portal/apqc/site/generic2?path=/site/km/resources.jhtml
Knowledge Management Cases Resource Center: Has anybody done this
before in the oil & gas industry? What applications have been implemented
that transfer Explicit knowledge to Tacit? How do companies encourage knowledge
flows from Customers to Employees? You might find the answer to these and
many more questions in the new KM data base, Ks pronounced "Case". The prototype
contains 200 searchable Knowledge management cases. The cases are indexed
according to industry business logics (Giertz), Knowledge conversion type
(Nonaka) and Knowledge flow type (Sveiby). It helps if you have been through
the Introductory Course on KM.
http://www.sveiby.com.au/library.html#management
Knowledge Management Case Studies: From DMOZ open directory project
http://dmoz.org/Reference/Knowledge_Management/Case_Studies/
Knowledge Management General Resource/Case Studies: Beyond @BRINT
http://www.brint.com/km/kmindex.htm
Knowledge Management Resource: "Knowledge Management—Emerging Perspectives" by Gene Bellinger. Knowledge management is the hottest subject of the day. The question is: what is this activity called knowledge management, and why is it so important to each and every one of us? The following writings, articles, and links offer some emerging perspectives in response to these questions. As you read on, you can determine whether it all makes any sense or not. http://www.outsights.com/systems/kmgmt/kmgmt.htm
Case Studies from ABI - Inform Database
The ABI - Inform databases are available through most research libraries. If you have access to the ABI-Inform Database, you can locate the following articles by searching by author or title.
Care in knowledge creation By Georg von Krogh, California Management
Review; Berkeley; Spring 1998
ABSTRACT: Knowledge creation is the key source of innovation in any
company. However, it is a fragile process fraught with uncertainty and conflict
of interest. The effective creation of new knowledge (especially tacit social
knowledge) hinges on strong caring among organization members. Managers have
several means to facilitate caring relations, including new incentive systems,
mentoring programs, care as an articulated value, project debriefings, and
training programs in care-based behavior.
Cross-border innovation in the multinational corporation: A research agenda
By Ivo Zander, Orjan Solvell,International Studies of Management &
Organization; White Plains; Summer 2000.
ABSTRACT: This paper addresses an increasingly debated issue in international
business literature: the emergence of cross-border innovation in the multinational
corporation. It identifies duplication and diversification of advance technological
capabilities as increasingly important dimensions of the multinational network,
and proceeds to investigate how growth along these dimensions has led to the
formation of cross-border innovation processes in the multinational corporation.
Knowledge creation and management: Inseparable twins By H J Bajaria, Total Quality Management; Abingdon; Jul 2000
Knowledge creation and social networks in corporate entrepreneurship:
The renewal of organizational capability By Steven W Floyd, Bill Woolridge,
Entrepreneurship Theory and Practice; Waco; Spring 1999
ABSTRACT: This paper extends current theory by analyzing the knowledge
dynamics and social structure of the internal selection-retention environment.
On the knowledge side, the view is that entrepreneurial ideas are subjected
progressively to subjectivist, empiricist and pragmatic criteria in the process
of knowledge creation. This argument helps to explain how individual knowledge
enters an organizational process and how individual knowledge becomes shared
within the group. For social structures, it is argued that actor centrality,
structural equivalence and bridging relationships account for an individual's
ability to acquire novel information and to achieve a position of influence.
Combining these assertions, the paper offers an integrative model that explains
how organizations overcome inertia in the capability development process.
Knowledge economy--fact or fad? By Mike Cowey,New Zealand Management;
Auckland; May 2000
ABSTRACT: Knowledge economies are a reality. Undoubtedly driven by
the rapid technological advances that first brought the information and now
the knowledge era, the result is one of the biggest changes in the history
of mankind. The starting point for knowledge creation is the formal education
system. The crux of creating wealth in a knowledge economy is leveraging or
applying the knowledge. A third area and one that has been most neglected
in the whole debate on the shift to knowledge economies is the critical need
to support the move by effective management.
Why information technology inspired but cannot deliver knowledge management
By Richard McDermott,California Management Review; Berkeley; Summer 1999.
ABSTRACT: Recent developments in information technology have inspired
many companies to imagine a new way for staff to share knowledge and insights.
Instead of storing documents in personal files and sharing personal insights
with a small circle of colleagues, they can store documents in a common information
base and use electronic networks to share insights with their whole community,
even people scattered across the globe. However, most companies soon discover
that leveraging knowledge is actually very hard and is more dependent on community
building than information technology. This is not because people are reluctant
to use information technology, rather it is because they often need to share
knowledge that is neither obvious nor easy to document, knowledge that requires
a human relationship to think about, understand, share, and appropriately
apply. Ironically, while information technology has inspired the knowledge
revolution, it takes building human communities to realize it.
Case Studies from Applied Science & Technology Abstracts Database
The Applied Science & Technology Abstracts database is available through most research libraries. If you have access to the ABI-Inform Database, you can locate the following articles by searching by author or title.
Augmenting organizational memory: a field study of Answer Garden by
Huang, K.-T. ACM Transactions on Information Systems v. 16 no3 (July '98)
ABSTRACT: The authors presents Answer Garden, a system for growing
organizational memory. The system and its underlying implementation are described
and findings are presented from a field study of Answer Garden. Also discussed
are the usage data and qualitative evaluations from the field study, as well
as a set of lessons for next-generation organizational memory systems.
Best practices, best plants By Ackerman, Mark S. Manufacturing Engineering
v. 122 no4 (Apr. 1999)
ABSTRACT: Successful manufacturers practice continuous change in the
workplace. According to Howard Singer of Grant Thornton, Chicago, midsize
U.S. manufactures--with annual sales of $20-$200 million--have shifted their
priorities. Information systems now link many enterprises, and some are developing
electronic commerce through the World Wide Web. They are internationally expanding
as well as attacking the time-to-market problem. Four practices are considered
essential by world class companies--continuous improvement, total quality
management, training, and customer service.
Capitalizing on intellectual assets By McGuinness, Deborah L.; Wright,
Jon R.IBM Systems Journal v. 37 no4 ('98)
ABSTRACT: Knowledge is power--the power that has become the driving
force in our economy. Knowledge powers our customers' ability to adapt and
innovate. It powers our ability to deliver value to clients. It powers the
ability of our professionals to be their best. When knowledge is shared, its
power grows exponentially. This essay discusses IBM's utilization of knowledge
through the Intellectual Capital Management program. Reprinted by permission
of the publisher.
An industrial-strength description logic-based configurator platform By
Zuckerman, Amy., Buell, Hal., IEEE Intelligent Systems & Their Applications
v. 13 no4 (July/Aug. '98)
ABSTRACT: Part of a special section on the role of product-configuration
tools in the business process. The writers discuss how configurators were
developed to tackle the configuration problem for a large number of telecommunications
products sold by AT&T and Lucent Technologies. The configurators were
developed using a description logic-based knowledge representation system
as a foundation. Some of them have been in use since 1990 and have processed
in excess of $4.5 billion in orders. In addition, they have documented many
benefits, including reduced order processing time, reduced staffing, and product-knowledge
consistency checking.
Is the world ready for knowledge management? By C. E. SIEMIENIUCH,
M. A. SINCLAIR,Quality Progress v. 31 no6 (June '98)
ABSTRACT: Many major companies are using knowledge management to gain
a competitive advantage. Knowledge management is the strategic use of collective
knowledge for construction of profits and market share. The Associated Press
(AP) model for information management is discussed. Guidelines for application
of the AP model to a corporation are presented.
Johnson Controls uses knowledge retrieval for faster support By Ojala, Marydee,Expert Systems v. 16 no2 (May 1999), Johnson Controls Integrated Facility Management (Firm) Intelligent agents (Computer programs).
Knowledge is power By Owen, Jean V. Database (Weston, Conn.) v. 22
no3 (June/July 1999) p. 7
ABSTRACT: Those in the information industry have long held the belief
that knowledge is power and have duly encouraged the exploitation of electronic
information sources. The motto is concerned with two basic principles: the
military model, which centers around the use of intelligence to win battles,
and fear, which people overcome with information. Those who wish to move that
belief to knowledge sharing is power will require patience and a definite
reward system.
Managing codified knowledge. Sloan Management Review, Summer
1999 v40 i4 p45(1).
ABSTRACT: The author presents two case studies of managing explicit
knowledge. One is an example of an integrative architecture for the electronic
publishing of knowledge gleaned by industry research analysts. The second
illustrates the effective use of an interactive architecture for discussion
forums to support servicing customers.
Traditional Case Studies for Academic Use
Harvard Business School Publishing has a number of knowledge management case studies available. A few of the selected case studies from HBSP are listed below.
A Day in the Life of a Professor in 1998 by Applegate, Lynda
M.; Bleak, Jared. Product Number: 9-399-009
Abstract: Presents a fictional vision of a day in the life of a professor
in 1998. Teaching Purpose: To explore the impact of the Internet on knowledge
work.
Buckman Laboratories by Fulmer, William E.; Product Number:
9-800-502
Abstract: Presents Robert Buckman visiting with an executive education
class at Harvard Business School. He explains the strategies of the Buckman
Laboratories and...
Creating a System to Manage Knowledge; Product
Number: 39103
Abstract: This collection of Harvard Business Review and Harvard Management
Update articles as well as Harvard Business School case studies focuses on
how to create knowledge.
Grey Worldwide: Strategic Repositioning Through CRM by Yu,
Julie; Farhoomand, Ali F.; Khan, Shamza; McCauley, Marissa; Product Number:
HKU164
Abstract: Discusses how Grey Worldwide Hong Kong and China (Grey WW-HK/China)
is repositioning itself through defined e-marketing and CRM strategies for
the Asia.
Harnessing the Value of Experience in the Knowledge-Driven Firm
by Geisler, Eliezer; Product Number: BH025
Abstract: The sum total of managerial experience in the corporate world
is a combined powerhouse of thousands of years of battling in the trenches--winning
and learning.
Information at the World Bank: In Search of a Technology Solution (A)
by Sasser, W. Earl, Jr.; Knoop, Carin-Isabel; Valor, Josep. Product Number:
9-898-053
Abstract: Describes how Information Technology Services Director Mohamed
Muhsin planned to restructure the bank's information technology in response
to President.
Information at the World Bank: In Search of a Technology Solution (B)
by Sasser, W. Earl, Jr.; Valor, Josep; Product Number: 9-898-054
Abstract: Acting on his vision to make the World Bank a knowledge institution,
bank President Wolfensohn announces the creation of an Information and Knowledge
Management.
Information Technology for Managers, Business Fundamentals Series
by Applegate, Lynda M.; Bensaou, M.; Earl, Michael; Garvin, David A.; Gogan,
Janis L.; Nolan, Richard L.; Product Number: 1712 .
Abstract: The readings in this collection help equip managers
to assess their information technology needs and to manage information technology
effectively.
Integral Consulting by Guinan, P.J.; Mulhern, Valerie; Wylie,
David; Product Number: BAB009.
Abstract: The new knowledge management system at Integral Consulting
seemed to represent a solution that would allow the firm to leverage its resources.
Knowledge Management at Andersen Consulting by Hansen, Morten
T.; Davenport, Thomas H.; Product Number: 9-499-032.
Abstract: Andersen Consulting has spent several years developing a
knowledge management system. The two partners responsible are now wondering
what to do next.
Knowledge Management at Ernst & Young by Sarvary, Miklos;
Chard, Ann Marie. Product Number: M291
Abstract: John Peetz, Ernst & Young's chief knowledge officer,
reviews the results of his six-year effort to build a firm-wide knowledge
management (KM) system....
KPMG Peat Marwick U.S.: One Giant Brain by Alavi, Maryam. Product
Number: 9-397-108
Abstract: Demonstrates how organizations can move toward creation of
processes and information technology infrastructures for effective knowledge
management in order...
McKinsey & Co.: Managing Knowledge and Learning by Bartlett,
Christopher A. Product Number: 9-396-357
Abstract: Describes the development of McKinsey & Co. as a worldwide
management consulting firm from 1926 to 1996. In particular, it focuses on
the way in which..
McKinsey & Co.: Managing the Global Knowledge Network, Video by
Bartlett, Christopher A.; Product Number: 9-300-503.
Abstract: Presents an interview with John Stuckey, managing director
and Patty Akopiantz, associate of McKinsey & Co. Australia discussing
the cultural values, organizational...
A Note on Knowledge Management by Garvin, David A.; March,
Artemis; Product Number: 9-398-031
Abstract: Provides an overview of knowledge management, including descriptions
of knowledge management strategies, processes, organization, infrastructure,
systems etc.
PricewaterhouseCoopers: Building a Global Network by Farhoomand,
Ali F.; McCauley, Marissa; Lovelock, Peter; Fukagata, Minako; Product Number:
HKU095.
Abstract: Price Waterhouse and Coopers & Lybrand merged in July
1998, creating one of the world's largest full-service professional organizations.
Swing Doors and Musical Chairs by Kransdorff, Arnold; Williams,
Russell; Product Number: BH026
Abstract: The management of one particular facet of intellectual capital
is highlighted here--the retention of organizational memory (OM) and its significance.
The World Bank and Knowledge Management: The Case of the Urban Services
Thematic Group by Fulmer, William E. Product Number: 9-801-157
Abstract: The World Bank has implemented a knowledge management initiative.
One of its communities of practice is to take the lead in a $50 billion commitment
to address urban slums. The community of practice is struggling with its mission
and how knowledge management can help. Teaching Purpose: To illustrate
the challenge of implementing a knowledge management system, especially communities
of practice.
This section of the site was last updated on January 13, 2003.