Hind Benbya
Hind Benbya is Professor/Chair and Head of IS and Business Analytics at Deakin University in Melbourne.
Her research and consulting consist in developing frameworks and tools for implementing and evaluating complex IT to support knowledge and innovative work (i.e., Knowledge Platforms,Co-Creation Communities and Idea Systems).
Her work has appeared in several practitioner and academic journals, including MIT Sloan Management Review, Information Technology and People, Journal of Information Technology, Communications of the AIS among others.
Hind is author and co-editor of two books: Knowledge Management Systems Implementation: Lessons from the Silicon Valley and Successful OSS Project Design and Implementation.
She regularly works with leading firms in the US and Europe and presents her research at premier academic and practitioner venues.
Her research and consulting consist in developing frameworks and tools for implementing and evaluating complex IT to support knowledge and innovative work (i.e., Knowledge Platforms,Co-Creation Communities and Idea Systems).
Her work has appeared in several practitioner and academic journals, including MIT Sloan Management Review, Information Technology and People, Journal of Information Technology, Communications of the AIS among others.
Hind is author and co-editor of two books: Knowledge Management Systems Implementation: Lessons from the Silicon Valley and Successful OSS Project Design and Implementation.
She regularly works with leading firms in the US and Europe and presents her research at premier academic and practitioner venues.
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Books by Hind Benbya
- provides a step by step guide to the main difficulties facing managers with KMS implementations
- enables managers to improve their KMS implementations and identify key future issues
- illustrates the issues with case studies from leading organizations in the Silicon Valley
This book brings together the results of several years of analysis of knowledge management systems (KMS) implementations and the experience of leading organizations in the Silicon Valley, to provide a practical guide on key strategic, technical and economic aspects of knowledge management systems implementations. It provides a comprehensive and methodological approach to support managers in their implementations of KMS. It is intended to equip current and future managers with some of the knowledge and practical skills to help them navigate their organizations towards knowledge management. Managers must be actively engaged in the emergent process of KMS implementation in a way that does not simply offer exhortations or ensure that the infrastructure is working. This book also goes beyond the implementation process and suggests how to deal with KMS along the maturity process and how to assess and measure the results achieved from KMS. These issues are illustrated in a series of case studies from leading organizations in the Silicon Valley, including Hewlett Packard, IBM, Cisco, Protiviti and Wilson Sonsini Goodrich and Rosati.
Contents
PART 1 KMS ESSENTIALS
PART 2 KMS AUDIT
PART 3 KMS IMPLEMENTATION
PART 4 KMS PERFORMANCE ASSESSMENT
PART 5 KMS MATURITY AND EFFECTIVENESS MANAGEMENT
PART 1 KMS ESSENTIALS
Why knowledge management systems?
- Why is knowledge so difficult to manage?
- Knowledge management myths and schools of thought
- Knowledge management roots: macro and micro trends
- Notes
KMS foundations and taxonomy
- KMS origins and evolution
- KMS taxonomy
- Summary
- Note
PART 2 KMS AUDIT
KMS diagnosis and strategy selection
- Problem/opportunity identification
- Knowledge management audit
- Strategy selection: codification vs. personalization
- KMS implementation roadmap
- KMS life cycle development
- Note
Selecting a knowledge management solution: lessons from Intel
- Knowledge enablement at Intel TMG
- The challenge of selecting a knowledge management solution
- Strategic knowledge planning
- What processes are important?
- Knowledge implications for business processes
- The example of the Capital Equipment Dashboard
- Lessons learned
- Summary
- Notes
PART 3 KMS IMPLEMENTATION
Structuring knowledge in KMS: lessons from Cisco
- Knowledge creation
- Knowledge distribution
- Knowledge application
- Case study: Structuring knowledge in KMS – lessons from Cisco
- Notes
Defining KMS incentives and motivation schemes: lessons from HP
- Incentives structures
- Case study: Defining incentive programs in KM – lessons from HP
- Note
PART 4 KMS PERFORMANCE ASSESSMENT
Why KMS performance assessment? Lessons from WSGR
- Why measure the performance of KMS?
- Levels of analysis used in KMS measurement
- How to define KM metrics
- Existing models for knowledge assets valuation
- Measuring the value of knowledge assets
- Case study: Developing practical metrics for KMS – lessons from Wilson Sonsini
- Goodrich & Rosati
- Notes
KM measurement in evolutionary contexts: lessons learned from IBM Community Measures
- IBM background
- Introduction to measurement of KM
- IBM Capability Maturity Model: the genesis
- Lessons learned
- Summary
- Note
PART 5 KMS MATURITY AND EFFECTIVENESS MANAGEMENT
KMS maturity management
- Managing non-routine knowledge
- Why the logic of innovation is so difficult
- Characterizing innovation and creativity
- KMS maturity management
- Phases in KMS maturity management
- Notes
KMS effectiveness survey results
- From IS to KMS effectiveness
- Research approach
- KMS effectiveness
- Conclusion
- Notes
Papers by Hind Benbya
- provides a step by step guide to the main difficulties facing managers with KMS implementations
- enables managers to improve their KMS implementations and identify key future issues
- illustrates the issues with case studies from leading organizations in the Silicon Valley
This book brings together the results of several years of analysis of knowledge management systems (KMS) implementations and the experience of leading organizations in the Silicon Valley, to provide a practical guide on key strategic, technical and economic aspects of knowledge management systems implementations. It provides a comprehensive and methodological approach to support managers in their implementations of KMS. It is intended to equip current and future managers with some of the knowledge and practical skills to help them navigate their organizations towards knowledge management. Managers must be actively engaged in the emergent process of KMS implementation in a way that does not simply offer exhortations or ensure that the infrastructure is working. This book also goes beyond the implementation process and suggests how to deal with KMS along the maturity process and how to assess and measure the results achieved from KMS. These issues are illustrated in a series of case studies from leading organizations in the Silicon Valley, including Hewlett Packard, IBM, Cisco, Protiviti and Wilson Sonsini Goodrich and Rosati.
Contents
PART 1 KMS ESSENTIALS
PART 2 KMS AUDIT
PART 3 KMS IMPLEMENTATION
PART 4 KMS PERFORMANCE ASSESSMENT
PART 5 KMS MATURITY AND EFFECTIVENESS MANAGEMENT
PART 1 KMS ESSENTIALS
Why knowledge management systems?
- Why is knowledge so difficult to manage?
- Knowledge management myths and schools of thought
- Knowledge management roots: macro and micro trends
- Notes
KMS foundations and taxonomy
- KMS origins and evolution
- KMS taxonomy
- Summary
- Note
PART 2 KMS AUDIT
KMS diagnosis and strategy selection
- Problem/opportunity identification
- Knowledge management audit
- Strategy selection: codification vs. personalization
- KMS implementation roadmap
- KMS life cycle development
- Note
Selecting a knowledge management solution: lessons from Intel
- Knowledge enablement at Intel TMG
- The challenge of selecting a knowledge management solution
- Strategic knowledge planning
- What processes are important?
- Knowledge implications for business processes
- The example of the Capital Equipment Dashboard
- Lessons learned
- Summary
- Notes
PART 3 KMS IMPLEMENTATION
Structuring knowledge in KMS: lessons from Cisco
- Knowledge creation
- Knowledge distribution
- Knowledge application
- Case study: Structuring knowledge in KMS – lessons from Cisco
- Notes
Defining KMS incentives and motivation schemes: lessons from HP
- Incentives structures
- Case study: Defining incentive programs in KM – lessons from HP
- Note
PART 4 KMS PERFORMANCE ASSESSMENT
Why KMS performance assessment? Lessons from WSGR
- Why measure the performance of KMS?
- Levels of analysis used in KMS measurement
- How to define KM metrics
- Existing models for knowledge assets valuation
- Measuring the value of knowledge assets
- Case study: Developing practical metrics for KMS – lessons from Wilson Sonsini
- Goodrich & Rosati
- Notes
KM measurement in evolutionary contexts: lessons learned from IBM Community Measures
- IBM background
- Introduction to measurement of KM
- IBM Capability Maturity Model: the genesis
- Lessons learned
- Summary
- Note
PART 5 KMS MATURITY AND EFFECTIVENESS MANAGEMENT
KMS maturity management
- Managing non-routine knowledge
- Why the logic of innovation is so difficult
- Characterizing innovation and creativity
- KMS maturity management
- Phases in KMS maturity management
- Notes
KMS effectiveness survey results
- From IS to KMS effectiveness
- Research approach
- KMS effectiveness
- Conclusion
- Notes