This paper gives a critical discussion on the knowledge management tools and outcomes in Deutsche Telkom. More so, the paper discusses the outcomes of the implementation of these tools as compared against Choo’s KM Model.
Knowledge management is all about giving the right knowledge to the right persons for a targeted goal. Therefore, it follows that knowledge management encompasses strong ties to corporate strategy where processes are created to span organizational functions. The management of knowledge also ensures that initiatives are embraced and supported by the relevant stakeholders.
As an organizational function, knowledge management is dependent on the organizational culture in that the flexibility of the stakeholders determines the implementation and the outcomes of the knowledge management tools.
Table of Contents
1. Abstract
2. Introduction
3. Literature Review
4. Knowledge Management Systems
5. Deutsche Telekom’s Knowledge Management Tools and Techniques
6. Conclusion
7. References
Research Objectives and Themes
This paper aims to critically examine the implementation and outcomes of various knowledge management tools within Deutsche Telekom, evaluating their effectiveness against established frameworks such as Choo’s Knowledge Management Model.
- The theoretical foundations of organizational knowledge management systems.
- Challenges associated with implementing knowledge management in large enterprises.
- Evaluation of specific tools like "expertfinder," networking initiatives, and T-Labs.
- The role of corporate strategy and organizational culture in knowledge retention.
- Comparative analysis between organizational practices and academic KM models.
Excerpt from the Book
Deutsche Telekom’s Knowledge Management Tools and Techniques
Deutsche Telkom has an employee pool of slightly over half a million (Anderson, 2011). With this large number of employees, the company has established an innovation culture that allows the members to share insights and ideas. Therefore, Deutsche Telkom has a dire need for supportive Information Technology and has implemented them for particular reasons. Deutsche Telkom Group’s approach to integrating techniques and tools of knowledge management is based on real life requirements (Baumbach & Schulze, 2003). The company has developed tools and techniques to ensure knowledge retention, sharing, and growth. On a strategic level, Deutsch Telkom Group has developed divided responsibilities. The knowledge management function is shared between the IT, Human Resources, and the Corporate Strategy departments.
Building gateways to knowledge is a technique employed by Deutsche Telkom Group for knowledge management. Through this method, the company seeks to employ individuals who have knowledge. According to Baumbach and Schulze (2003), successful companies such as Deutsche Telkom do not document their whole experience. The company is of the view that recording knowledge is a disproportionate great effort that is costly. Deutsche Telkom Group maintains that knowledge is worth remaining in the heads of their employees. To exploit the knowledge, the company employs knowledge guides through the “expertfinder” tool. The system allows individuals who have knowledge to be found by the company.
Summary of Chapters
Abstract: Provides a high-level overview of the necessity of knowledge management and outlines the focus on Deutsche Telekom’s practices compared to Choo’s model.
Introduction: Establishes the importance of knowledge as an organizational asset and highlights the need for effective management strategies in a globalized business environment.
Literature Review: Discusses existing academic research on knowledge management dimensions, including strategic alignment, leadership, and the challenges of organizational implementation.
Knowledge Management Systems: Defines the core components, goals, and processes of knowledge management systems and their role in enhancing competitive advantage.
Deutsche Telekom’s Knowledge Management Tools and Techniques: Details specific organizational tools used by the company, such as "expertfinder," networking, and Telkom Innovations Laboratories.
Conclusion: Summarizes the key findings, emphasizing that successful knowledge management requires an optimal balance of technology and human-centric organizational culture.
References: Lists the academic sources and studies utilized to support the arguments presented in the paper.
Keywords
Knowledge Management, Organizational Culture, Deutsche Telekom, Knowledge Retention, Expertfinder, Information Technology, Choo’s KM Model, Innovation, Corporate Strategy, Benchmarking, T-Labs, Knowledge Sharing, Business Intelligence, Organizational Learning, Competitive Advantage.
Frequently Asked Questions
What is the primary focus of this paper?
The paper examines how Deutsche Telekom manages organizational knowledge by utilizing specific tools and techniques to improve performance and maintain a competitive advantage.
What are the central thematic areas?
The central themes include the strategic implementation of knowledge management, the role of human capital, technological support systems, and the alignment of KM practices with organizational goals.
What is the core objective of the research?
The primary goal is to provide a critical discussion on the practical outcomes of Deutsche Telekom’s knowledge management tools and compare them with the theoretical principles of Choo’s Knowledge Management Model.
Which scientific methodology is applied?
The research relies on a literature review and a qualitative analysis of corporate case studies, benchmarking, and existing academic frameworks related to knowledge management systems.
What topics are covered in the main section?
The main section covers the definition and characteristics of KM systems, the specific tools deployed by Deutsche Telekom—such as expert guides and innovation labs—and the cultural challenges of implementation.
How would you characterize this work with keywords?
This work is characterized by terms such as Knowledge Management, Corporate Strategy, Innovation, Organizational Culture, and Benchmarking.
How does Deutsche Telekom handle the documentation of employee experience?
The company avoids extensive documentation, viewing it as costly and inefficient; instead, they prefer to keep knowledge within their employees and utilize "expertfinder" tools to connect people.
What role does the "expertfinder" tool play in the company?
It acts as a gateway to knowledge, allowing the company to locate specific employees who possess the necessary expertise to solve organizational challenges.
How do T-Labs contribute to the company's knowledge function?
T-Labs serve as the research and innovation unit, focusing on foresight activities, gathering knowledge from diverse stakeholders, and interpreting information to detect new opportunities.
- Arbeit zitieren
- Marvin Namanda (Autor:in), 2015, Knowledge management tools and their implementation by Deutsche Telekom, München, GRIN Verlag, https://www.hausarbeiten.de/document/317904
