**3. The Implementation process of knowledge management**

The term implementation can be derived from Latin and means "fulfillment" or "filling up". Implementation is understood as the accomplished conversion of solutions, which are present in the design and through conversion leading to specific action (Tarlatt, 2001). An implementation plan can be considered as transforming an actual condition into a target state, as an idea spread into new areas of application or as the replacement of an old concept by a new one (Reiss, 1995). One characteristic of an implementation process is that a part of a new concept is embedded in an existing system or environment. The aim is to compatibly integrate plans, models or concepts while taking into account different conditions in an existing system. The implementation is considered successful if, after completing all the necessary implementation measures, the desired application level takes place (Bauermann, 1988). Since implementations usually do not run smoothly, but are confronted with various obstacles, a standardized implementation process should be

perspective, it is the goal of optimal knowledge generation to create knowledge structures that allow knowledge to be transferred to other contexts and used in a flexible manner. In the sense of knowledge management, this means that the organization must create structures that allow for the most practice-based learning possible within the organization.

Only knowledge that has been previously represented, communicated and generated can be applied in practice, either at an organizational level through concrete products or services or on an individual level when applying acquired knowledge. Alone the fact that knowledge has been represented, communicated or acquired does not guarantee its application. In knowledge management models to date, knowledge utilization has been of rather undifferentiated significance. Some practice reports and empirical studies to date (Bullinger et al., 1998) have concluded that problems in implementing knowledge management are mainly due to problems with knowledge utilization. Despite this fact, there are rarely concrete instruments or strategies provided for the effective and targeted utilization of

In a manner similar to the model of Probst et al. (2010), partial processes are initiated

Unfortunately, the above-mentioned knowledge management models do not provide a framework of how knowledge management can be implemented in concrete business and production processes. Above all, we must emphasize that knowledge management is not one unitary vacuum that can be implemented adhoc, but that projects must emerge concerning specific knowledge management interventions and strategies which foster the idea of knowledge management by being sub-processes. Introducing knowledge management interventions, strategies or even innovations in organizations is seldom unproblematic. In many cases, the purpose of introducing a new concept, such as a knowledge management initiative, is unclear, too abstract or too generally formulated. Consequently, newly developed tools are often doomed to failure from the outset. This is either due to the fact that there is no adequate target group for utilization or it fails to win the intended users' acceptance. One reason is that many innovations do not meet the actual

To overcome these shortcomings, there is a need for a systematic implementation process to ensure the sustainable acceptance and utilization of knowledge management initiatives.

The term implementation can be derived from Latin and means "fulfillment" or "filling up". Implementation is understood as the accomplished conversion of solutions, which are present in the design and through conversion leading to specific action (Tarlatt, 2001). An implementation plan can be considered as transforming an actual condition into a target state, as an idea spread into new areas of application or as the replacement of an old concept by a new one (Reiss, 1995). One characteristic of an implementation process is that a part of a new concept is embedded in an existing system or environment. The aim is to compatibly integrate plans, models or concepts while taking into account different conditions in an existing system. The implementation is considered successful if, after completing all the necessary implementation measures, the desired application level takes place (Bauermann, 1988). Since implementations usually do not run smoothly, but are confronted with various obstacles, a standardized implementation process should be

through setting a goal and are completed with an evaluation.

needs of employees (Akhavan et al., 2005 & Chua & Lam, 2005).

**3. The Implementation process of knowledge management** 

**Knowledge Utilization** 

knowledge.

developed considering various situations, influences and conditions of different organizations to ensure a successful implementation process.

In the following section, an implementation process is presented which relies primarily on the model of Tarlatt (2001) and Kremer (2003). The implementation process comprises four main phases that complement each other. Phase 1 involves a knowledge management diagnosis, including a differentiated needs analysis concerning knowledge management domains. Phase 2 is concerned about the design and phase 3 is concerned about the realization of the intervention. In phase 4, the rollout of the intervention takes place (Tarlatt, 2001; Winkler & Mandl, 2007) (see figure 1).

Fig. 1. Implementation process of knowledge management intervention

#### **3.1 Phase 1: Knowledge management diagnosis**

Before implementing a knowledge management intervention, it is fundamental to analyze the specific needs for such a system and to make sure that there are appropriate context conditions with regards to content, organizational and technical aspects. Based on a vision (e.g. optimization of business processes), a diagnosis of knowledge management problems should be realized. The diagnosis should take the Munich knowledge management model into consideration with its four dimensions of knowledge documentation, communication, generation and utilization. There are different methodological approaches (interviews, questionnaire) to analyze needs. The target group of respondents should include managers and employees as well as the general organizational conditions to make the actual situation visible and to clarify the desired goals for formulating goal settings for potential interventions (see figure 2).

In this context, it is evident that a comprehensive procedure for a purposeful and acceptance-oriented implementation must precede the introduction of the intervention. This procedure should concentrate on the needs of the end user in order to actually contribute to the optimization of their business processes. Based on the diagnosis, management makes decisions taking into account the order of priority concerning the analyzed needs as well as the financial, technical and personal resources. In addition, management should retain the business case providing the implementation project with its first written framework. The business case describes the vision of the organization concerning knowledge management, the results of the needs analysis and its goal settings as well as the detailed decision-making concerning one concrete knowledge management intervention. Concerning the knowledge

Implementation Process of a Knowledge Management Initiative: Yellow Pages 317

Based on the conceptualization, considering individual, organizational and technical aspects, the realization of the intervention should take place. The realization of the intervention often is implemented on a technical system. Defining working groups responsible for different aspects e.g. technology are helpful and promote acceptance by employee participation. A usability test should be carried out to control the new intervention. Usability is a quality attribute that assesses the simplicity in dealing with user interfaces. Usability is defined by several quality components: learn ability, efficiency, memorability, errors, satisfaction or utility (Nielsen, 1994). It is advantageous to use multiple methods to identify as many constraints as possible. This could be done by a think-aloud method with task scenarios followed by a usability test through a questionnaire (based e.g. on QUIS and IsoMetrics). The QUIS (Questionnaire for User Interaction Satisfaction) was designed to assess users' subjective satisfaction with specific aspects of the human-computer interface. It includes specific *interface factors* such as screen factors, terminology and system feedback and *learning factors* such as system capabilities, technical manuals, on-line tutorials, multimedia, teleconferencing, and software installation (Chin et al., 1988). IsoMetrics is a user-oriented approach in software evaluation based on ISO 9241 Part 10 that includes seven dialogue principles: suitability for the task, selfdescriptiveness, controllability, conformity with user expectations, error tolerance, suitability for individualization, and suitability for learning (Gediga et al., 1999). After revision, the intervention will be ready for a pilot phase. Interviews and observations could identify some

The rollout of the intervention should follow a well-elaborated communication strategy, which takes into account the communication before, in-between and after the rollout. After the rollout, the intervention should be evaluated according to the goal setting with regard to the effects, including input factors on the individual, organizational and technical level, process factors concerning the implementation of the intervention and the outcome factors including the acceptance and utilization, individual and organizational effects. Moreover, a cost-benefit analysis can be taken into consideration. A summative evaluation of the project is crucial for ensuring continuous process improvements and the project's adaptation to the

The next section presents the first part of a case study. Part 1 of the study comprises the phase 1 concerning the knowledge management diagnosis according to our implementation process model (chapter 3.1). The aim of the knowledge management diagnosis is to identify possible needs concerning knowledge management to gather potential interventions to consciously introduce and improve knowledge management processes within the company. The case study took place in the Research and Development (R&D) department of an international biotechnological company. The R&D department was widely distributed geographically with two R&D sites in Germany, one in Switzerland, two in the United States

Concerning the knowledge management diagnosis, 163 employees from different sites of the R&D department took part in an online questionnaire study to analyze specific knowledge

**3.3 Phase 3: Realization of the intervention** 

more obstacles that need to be solved before rollout.

**4.1 Phase 1: Knowledge management diagnosis** 

**3.4 Phase 4: Rollout of the intervention** 

needs of the users.

**4. Case study: Part 1** 

and one in Australia.

management intervention, there should be a detailed budget plan should be estimated as well as an initial draft of the cost-benefit relationship. This information is essential for getting funds from corporate financial administration (Winkler & Mandl, 2007). Furthermore, it is necessary to define a task force to distribute responsibilities concerning the implementation of the knowledge management intervention, including the design (phase 1), the realization (phase 2) and the rollout (phase 3, formed with employees from different areas, e.g. business related, IT, human resources, worker council, and management.

Fig. 2. Knowledge management needs analysis model

#### **3.2 Phase 2: Design of the intervention**

To design an acceptance-oriented knowledge management intervention, a specific content analysis should be conducted making visible the actual situation and the desired goals of the planned knowledge management intervention. The content analysis should take into account individual, organizational and technical aspects.


Using the results of the content analysis, a differentiated concept concerning individual, organizational and technical aspects can be developed.
