The topic of my research is slowly narrowing down to level that is more concrete. I’m focusing in Knowledge management instruments and interventions and their impact to lean transformation of an IT R&D organization. Following is some condensed ideas for a preliminary research plan:
In my opinion lean thinking, originating from Deming’s theory of management and system of profound knowledge and from Toyota Production System, addresses some of the same problems as knowledge management. Lean suggests focusing on long-term thinking and respecting people to produce customer value, by eliminating waste, resulting in organization of continuous improvement. How do these principles manifest themselves from the knowledge management (KM) point of view in global IT R&D services organization in terms of barriers and interventions? What are the common barriers and what kind of interventions improve knowledge management and support lean adoption?
I’m going to use a design science research methodology to conduct the study. Thus, following pattern is followed: 1) Identify problem & motivate, 2) Define objectives of a solution, 3) Design & Development, 4) Demonstration, 5) Evaluation, 6) Communication.
From phase 1 the output is the understanding of the barriers for lean transformation in the target organization. Phase 1 also improves the understanding of the problem domain in more detail and focuses further research. The final outcome of the research should be the validation of proposed interventions. Research will contain literature review of (global) knowledge management and lean thinking. It will also contain empirical case study. 3-4 teams from different countries will be selected a target groups. A global knowledge management framework will be used for analysis of barriers and interventions and to study the relationship of lean transformation and knowledge management in global context.
According to the global knowledge management framework, interventions or instruments describe methods and activities to realize knowledge processes that enable knowledge management. There are two main categories, human-oriented and technological instruments. Barriers relate to social interaction and as an example to factors that hinder or challenge knowledge exchange. In this study, we will set the context of barriers to lean transformation. The study of barriers will help to motivate the research and to set the objectives for a solution. The main focus is to research KM and lean interventions to solve the organizational problems exposed by barriers. Preliminary research questions are: What kind of KM barriers there are for lean adoption in IT R&D services business? How do KM interventions affect lean adoption?
In knowledge work knowledge of the company is its most important asset and problems related to knowledge management are the most important ones. Lean thinking is gaining more and more attention in knowledge work industries and lean adoption may benefit greatly when studied from the KM point of view.
Some references:
Dahlke, F. (2008). Eliminating waste in software projects: Effective knowledge management by using web based collaboration technology: The enterprise 2.0 concept applied to lean software development. Hamburg: Diplomica verlag.
Ikonen, M. (2011). Lean thinking in software development: Impacts of kanban on projects. Computer science doctoral dissertation. University of Helsinki.
Liker, J. (2004). The Toyota way. New York: McGraw-Hill.
Pawlowski, J. M., Bick, M. (2012). The global knowledge management framework: Towards a theory for knowledge management in globally distributed settings. Electronic journal of knowledge management. (accepted for publication)._ _
Peffers, K., Tuunanen, T., Rothernberger, M. A. & Chatterjee, S. (2007). A design science research methodology for information systems research. Journal of management information systems / Winter 2007-8, 24(3), 45-77.
Pirkkala, H. (2012). Global social knowledge management – understanding barriers for global workers utilizing social software. (yet to be published).