Knowledge Management in Malaysia - Why Slow Adoption ?
20-Feb-06
Knowledge management in Malaysia is in infant stage. Very few Malaysian companies have initiated any KM programs. A sharing culture is an essential key success factor of an effective knowledge management program also has profound implications for KM practitioners in Malaysia, and perhaps throughout the developing world at large.
Generally, KM models are formulated in the context of a Western-centric framework in which freedom of expression and individualism are both accepted social norms. Within such a context, KM initiatives can automatically focus on determining a suitable framework to be implemented and procuring the correct infrastructure. By contrast, the same does not necessarily hold true in many local Malaysian corporations.
Indeed, right across the developing world, many corporations large or important enough to implement KM are probably still state-owned or have only recently been privatized. Consequently, many inherit a corporate culture that can sometimes still resemble a civil service in many ways, values such as deference of authority, seniority and hierarchy may still define social interactions. These values can potentially seriously inhibit the sort of exchange of ideas and information a KM strategy is designed to achieve.
Employees will always be conscious of the appropriateness of their contributions; superiors on the other hand would be cautious to ensure that their comments do not reveal their lack of familiarity of the subject. The result is a very sterilized; and possibility superficial exchange that betrays the whole idea of knowledge-sharing. Faced with such a situation, unsuspecting managements could easily fall into the trap of attempting to implement standard; approaches of KM without paying sufficient regard to the social aspect of their organizations; only to meet a lack of success, see millions of dollars wasted and contribute to demoralized cynical employees.
According to some researchers, Malaysian companies need to develop a strategic perspective when viewing knowledge. Companies should also analyze the corporate culture and focus on openness and sharing of knowledge without any fear of being panelized
KM Malaysia- www.kmtalk.net
Details
- Author:
- Naguib Chowdhury
- Publisher:
- KnowledgeBoard
- Date:
- 20-Feb-06
- Categories:
- Human Side of KM
- Sections:
- News
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Agree
I agree with you, Kartini. A theory is used to influence the actual practice, but how to apply the theory varies based on the people with different cultural backgrounds. During the process, a theory can be changed or even be proved not to be true. What really counts is to seek what really works for you. When we are talking about culture or culture innovation, we are talking about hundreds of years, not decades.
Malaysia's way of adopting
I have to agree with all the previous sharing on the culture of practising KM in Malaysia. I have my own ups and down in getting the buy-in on what KM is all about. However in my opinion, patience is the virtue in cutting through the whole cuture thing. It does not indicate that I have taken the time to make it across. Just purely trying to understand the inter and crossculture dynamic in our country and blending it in the effort to leverage on iC towards an economic competitive advantage. What make it ticks is the most important part, I guess. It is not everything that we would like to leverage. What really matters and where it is. So that it brings greater value in practice at current scenario and future well being. Managing knowledge and people in this chaotic era, demand that k-strategist to slow down and appreciate the synergy that the people within the organisation are producing. Slowly targeting the vital input that shall produce ultimate outcome. And that requires a unique competency set that only k-strategist (or cko, etc) has to offer. For what ever reason, I strongly believe that our culture has its strong points and weaknesses. Definately, one scenario does not matches all. This journey is a journey towards excellence and for that I believe Malaysian has to plot its own achievements through the path that only Malaysian knows best! (This comment is purely from my point of view and it should not be quoted for any political nor governmental arguments.)
culture difference
Culture difference is a very tough question to KM. Current study address little on this, as far as I am concerned. Each KM model should be put in the particular culture background when people are trying to implement it. One recent study shows that employees in Chinese high-tech companies show less interests on Knowledge sharing than those in Silicon Valley high-tech companies. It also shows that Chinese employees prefer it to be institutionalized and specifically directed with clear incentive systems.
Very tough question would be: if people just do not like to share, what could you (KM) do? If they have been warned by their parents and friends for 20 years that they should not share their competencies, then how would you play a magic in a few months to change their minds? Yes, KM has advantages, and yes we all believe Km should be implemented everywhere in the world in the future, but there is still a very long way to go.
My interest on this starting point would be from upper management. Almost all recent studies show that the leadership play top role in this. In another word, without the "big sky"'s support, nothing is going for real, particularly in eastern society. The truth is, in eastern countires, "we are lack of everything but people". What do people first learn? To survive as a individual! Fundamentally culture innovation is 0.000000001% possible.
Let us keep fighting.
Culture
I couldn't agree more.
Many organisations can be quick to jump on the KM bandwagon without necessarily analysing where they are now, where they want to be and how they're going to get there. On the same note the cultural, social and technological impacts of introducing KM can often be overlooked. This is not specific to Malaysia but many countries and organisations across the globe.
These organisations have to alter the current working methodology and infrastructure prior to implementing a KM solution. Attitudes have to change, recognition and reward schemes introduced. In such environments, such changes usually have to take place at the top of the organisational structure and ripple down. If senior members of the organisation were to promote a culture whereby collaboration is promoted and awarded it is more likely that people down the chain will follow.
The overall goal for an organisation looking to implement KM is institutionalisation. Failure is inevitable where a KM solution is introduced to an environment that does not welcome it.
Personal KM -> Team KM -> Enterprise KM
I totally agree that there has to be depth in knowledge sharing. For which openness, constructive confrontation, collective thinking and so on are necessary.
We need to start somewhere. May be personal KM could be a very good starting point where there is no need for culture and teamwork. It focuses only on the individual competency and learning. Any individual who feel that knowledge is an asset, will start focusing on maximizing it through a systematic and innovative approach the same way one focus on the personal finance (investment) management. Then it will lead to collective wealth generation.
If personal KM is not happening in Malaysia, then I will link lack of KM to complacency and "so called" comfortness. There has to be hunger for innovation and excellence. At this stage, people will realize KM is the only way to get there and they will find a way to "transform".
Before we are ready to follow the western "corporate culture", we can start with a simple KM process to retain and reuse knowledge that itself will help companies save lots of money. At this stage people will get enough clarity on enterprise wide "True KM".
Starting with a right system and strategy will bring success. This initial success will keep them motivated to look for more.
My observation is that people get trapped in the long-learning-journey in the KM space. We should quickly get the holistic picture and go back to the basic step to kick-start KM and prove that it make sense.
If knowledge is vital, then knowledge management is even more vital. Anyone who feel KM is good then they will do KM at any cost. So, perception matters most!
PKM & KM acceptance
I do agree that Personal KM (PKM) can help a lot in changing the Culture of not sharing. When people start doing PKM, realize the benefit then it's easy for them to extend that sharing to others...we need to have Knowledge Activists in the organization, who will continously work on motivating people for KM.