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Hbs - Case Study Mckinsey & Company: Managing Knowledge and Learning Bartle, C. A
Hbs - Case Study Mckinsey & Company: Managing Knowledge and Learning Bartle, C. A
Hbs - Case Study Mckinsey & Company: Managing Knowledge and Learning Bartle, C. A
4) Criteria for assessing the quality of the research project construct validity (MSE) external validity (replication logic –
literal/theoretical) and reliability
5) Typology of the case study multiple case studies with incorporated units of analysis
6) Case studies in three large organizations (allowed control of Centro de Tecnologia Canavieira - CTC (primary sector),
environmental variation) - operating in Brazil – one of each sector
of the economy – that have implemented Knowledge Management SIEMENS Brazil (secondary sector) and
PricewaterhouseCoopers - PwC Brazil (tertiary sector)
7) Units of analysis, sub-units of analysis and units of observation project or process of KM; organization and their members.
8) Data collection sources documentary sources (printed and electronic files), semi-
structured interviews and direct observation
9) Analysis of field data collected data reduction, display and verification/conclusions based on
inferences from evidences or premises.
Data
Display
Data
Reduction
Conclusions:
Drawing/Verifying
Figure 3
Components of data analysis: interactive model
(Source: MILES & HUBERMAN, 1984).
3) FIELD RESEARCH AND DATA ANALYSIS
• The case study protocol included preliminary information, semi-structured
interview programs and notes pertaining to documental research and direct
observation.
• A pilot study was carried out at Siemens do Brazil to test the research instruments
used in the semi-structured interviews, documental research and direct
observation. Proved valuable: alowwed for the refinement of data collection tools.
• All 17 scheduled interviews were conducted and resulted in approximately 530
pages of transcriptions and 35 hours of recording time. The interviews lasted
around one hour and 45 minutes and there were about five interviews in each
organization.
• In addition to semi-structured interviews and direct observation, paper and
electronic documents of various kinds were analyzed (.doc., .xls, .ppt, .pdf, intranet
screens, e-mails, internet sites & links, pictures, videos, etc.)
• Approximately 1600 pages of documents were gathered and analyzed, of which
approximately 12% were discarded as they did not suit the research purposes.
• On the whole, the field research produced about 2150 pages which later went
through analysis and reduction processes. Four reduction cycles (Miles &
Huberman, 1984) were needed to incorporate the data collected into the body of
the dissertation, as shown in TABLE 6.
• Eight matrices or reduction tables were produced based on the categories of
analysis.
TABLE
6
ReducKon
Processes
–
Data
analysis
and
fieldwork
Reduction
processes From (pages) To (pages)
1st
2150 180
2nd
180 100
3rd
100 52
4th
52 final text
Source:
Alvarenga
Neto,
2005.
TABLE
7
Data
reducKon
matrix
of
field
data
collected
by
category
of
analysis
Source:
Alvarenga
Neto,
2005,
2008.
6) SCENARIOS – PERSPECTIVES – KM BEST ORGANIZATIONAL PRACTICES
1. Difficulties, problems and obstacles confronted in the implementation of KM; what is the current situation?
2. Focus of change.
3. KM is shared in any closed circle of actors in the external organizational environment (customers, suppliers)?
4. Best organizational practices of KM.
1. (i) Cultural and behavioral; (ii) “[...] there are people that do not know how to share. They
believe that knowledge is power. “ (Applications engineer)
Siemens
2. (i) Culture and behavior; (ii) “[...] organization in business units (mini-companies concept), the
challenge is to create synergy among businesses.” (Regional director)
3. Yes. (i) Via technology portal of some communities of practice; (ii) “[...] partially;
PARTNERSCOM, virtual discussion forum with customers and competitors.” (Human
resources manager) (iii) “[...] PARTNERSCOM – partnership development program of
Siemens Mobile to develop applications for mobile phones such as games, vending- machines,
telemetry, among others.” (regional director)
4. (i) Chats, SHARENET that brings concrete results, communities of practice, competitive
intelligence; (ii) creation of sites and spaces (real and virtual) for the sharing, exchange, and
search for information and learning; (iii) “HAPPY-HOUR OF KNOWLEDGE for motivation,
information dissemination, learning, exchange and sharing.
TABLE 8
Model of Analysis
Source: Alvarenga Neto, 2005, 2008
OBSERVATIONS
CATEGORIES OF ANALYSIS
1) Motivation for KM
2) Organizational understanding and
definition of KM
3) Aspects and approaches considered by
KM
• Founded
– (1926)
• By
– University
Chicago
Professor
–
James
McKinsey
• External
data
– Site,
Wikipedia,
Press
Notes,
Newspapers
– Mission,
Guiding
Principles
– Exhibit
2
– What
does
Exhibit
1
tell
us?
Assignment
QuesDons
• 1)
Why
is
Knowledge
at
the
core
of
MCkinsey's
Business?
riva.drummond@unibh.br