Enhancing Knowledge Management Strategies for EDGE Canada Case Study

Key Solutions for Document Management and Knowledge Transfer Issues

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Introduction

This report's objective is to analyse the Knowledge Management (KM) proposal for EDGE Canada, a public sector organisation, using the case study as a guide. Using KM theories, models, and concepts, this report will identify the case study's core concerns, objectives, and decision-making criteria and analyse them. For EDGE Canada to successfully manage knowledge inside the organisation and enhance organisational learning, KM is crucial. This paper will briefly examine the Ontario Ministry of Education and how KM may assist in resolving the communities of practice, expert directory, and document management challenges that are mentioned in the case study's suggestions section.

According to Massaro et.al 2015 a study described on Google Scholar, knowledge management (KM) is the process of producing, disseminating, utilising, and controlling information within an organisation. In order to collect, store, and distribute knowledge throughout the organisation, it involves strategies, methods, and technology. For EDGE Canada to raise the standard of services, improve decision-making, and promote innovation, KM is crucial. The Ontario Ministry of Education receives services from the public sector company EDGE Canada. The administration and financing of public education in Ontario, Canada, are under the control of the Ontario Ministry of Education. EDGE Canada can manage the knowledge and information pertaining to its services, rules, and procedures more efficiently with the aid of KM.

Finally, by offering a system for identifying, locating, and contacting subject matter experts within the organisation, KM can facilitate the creation of an expert directory. The important concerns, objectives, and decision-making criteria in the case study will be identified and examined in the following sections of this report utilising KM theories, models, and ideas.

The case study's recommendations section lists document management, communities of practice, and expert directories as three alternatives for enhancing knowledge management.

Goals and major issues

Issue 1: Management of Documents

Organisational success depends on effective document management, and EDGE Canada's existing paper-based method is both ineffective and time-consuming. By facilitating simple document access, sharing, and retrieval, the implementation of a digital document management system will significantly increase efficiency and production. Knowledge management theories and models, such the SECI model, can be used to support the creation of the digital document management system. In order to foster organisational learning, the SECI model emphasises the significance of knowledge creation and exchange. Four processes make up the model: internalisation, combination, externalisation, and socialisation.

Sharing of tacit information through interpersonal interactions, such as observation, is referred to as socialisation (North and Kumta, 2018). Externalisation is the process of transforming implicit knowledge into explicit knowledge, for example, through modelling or documentation. Combining explicit knowledge from diverse sources results in the creation of new knowledge. Individuals must internalise and use new knowledge in their work as part of the internalisation process. Employees can externalise their tacit knowledge by using the SECI model to record it in a digital format and share it with others using a digital document management system. This technique fosters organisational learning and efficiency by enabling the integration of explicit knowledge from multiple sources and the development of new knowledge.

Issue 2: Communities of Practice

The case study cites the absence of employee collaboration and knowledge sharing as a serious problem at EDGE Canada. To solve this issue, communities of practice (CoP), which provide a venue for staff members to share their knowledge and experiences, can be implemented (Omotayo, 2015). CoPs are groups of people who engage in a process of group learning and share a common interest or occupation.

To encourage the use of CoPs at EDGE Canada, KM concepts and models, such as Wenger's Community of Practice model, might be employed. This technique strongly emphasises participation, shared practicing, and reciprocal engagement to promote learning within communities. By sharing their expertise and experiences on a CoP platform, employees may learn from one another's experiences and foster creativity. Finding subject matter experts (SMEs) who can guide new hires within the company can be made easier with the CoP model. This might facilitate information sharing and collaborative work more effectively.

At last, creating communities of practices can promote teamwork among employees and information sharing, which will promote innovation and enhance organisational performance. The use of KM models like Wenger's CoP model can aid in the acceptance and success of CoPs inside the organisation.

Issue 3: Directory of Experts

The requirement for an expert directory is the third problem mentioned in the case study. Ad hoc and erratic is the current method used by EDGE Canada to find subject matter experts. An expert directory can make it simple to find subject matter specialists within an organisation and get in touch with them, which can boost productivity and effectiveness.

The deployment of an expert directory in EDGE Canada can be supported by KM theories and models like the knowledge transfer model. This approach places a focus on how important it is for an organisation to recognise, share, and use its knowledge and expertise. Employees may be able to locate and contact subject-matter specialists thanks to the expert directory, which will improve knowledge sharing and utilisation.

In general, the adoption of communities of practise, an expert directory, and a digital document management system can address the major problems outlined in the case study (Hislopet.al. 2018). Through these activities, knowledge management and organisational learning could be made more efficient, productive, and innovative.

Analysis

Issue 1: Management of Documents

• Point 1: The significance of a digital document management system

A successful document management system guarantees that important information is readily available, shareable, and retrievable, which is crucial for knowledge management. It is difficult to locate the relevant data when needed due to the ineffective and time-consuming nature of EDGE Canada's present paper-based approach (Ellison et.al 2015). Employee efficiency and productivity can increase with the introduction of a digital document management system that makes it simple for them to access and exchange papers. The SECI paradigm, which emphasises the value of externalising tacit information into explicit knowledge that can be recorded and saved digitally, can be used to support the development of this system. Knowledge that was once locked up in people's thoughts will now be easily accessible.

• Point 2: The connection between tacit and explicit knowledge

Tacit knowledge is that which is stored in people's thoughts and is challenging to express and transmit. Explicit knowledge, on the other hand, is the knowledge that can be readily shared and articulated in the form of documents, guidelines, and rules. A key factor in the conversion of tacit information into explicit knowledge is document management (Dalkir, 2017). With the help of this transformation process, tacit information can be externalised, recorded, and shared in a digital manner. The significance of this process in promoting organisational learning and innovation is highlighted by the SECI model.

For instance, a business can preserve the expertise of seasoned workers who are set to retire or depart the company. This information should be converted into a digital format and kept in a centralised area where other employees can quickly access it. By doing this, the company will be able to preserve important information that would have been lost as a result of the departure of key personnel.

It is advised that EDGE Canada create a culture of knowledge sharing that encourages staff members to externalise their tacit knowledge into explicit knowledge before implementing a digital document management system. The organisation will be able to capture and store knowledge in a digital format if this culture places a strong emphasis on the value of knowledge exchange and collaboration.

Issue 2 : Communities of Practice

• Point 1: The value of communities of practise Communities of practise (CoPs)

These are groups of individuals who participate in a process of collective learning and share a common interest or practise. CoPs can be used to encourage staff collaboration and knowledge sharing, which will boost organisational learning and creativity (Jain and Moreno, 2015). In order to facilitate learning within communities, the Wenger's Community of Practise model emphasises the value of participation, shared practise, and reciprocal engagement.

For staff working on a particular project, for instance, a corporation could establish a CoP. These personnel may be able to share their knowledge and experiences through this CoP, which will promote more learning and innovation. Employee collaboration and problem-solving can be facilitated by the CoP, which will boost production and efficiency.

• Point 2: Reference to the SECI model

The SECI model can be applied to help EDGE Canada deploy CoPs. The SECI model places a strong emphasis on the value of knowledge generation and knowledge conversion as tools for promoting organisational learning. CoPs can help employees externalise their tacit knowledge, which can then be shared and collaborated upon to become explicit knowledge. The organisation may be able to collect and keep knowledge in a centralised area thanks to this transformation process, which would boost efficiency and effectiveness.

For staff working on a particular project, for instance, a corporation could establish a CoP (Wamba and Queiroz, 2020). The digital document management system can then be used to record the explicit knowledge and save it in a digital format, making it readily available to other company employees.

The SECI model also emphasises the value of socialisation, which is the exchange of tacit knowledge through close relationships and shared experiences. CoPs can give staff members a forum for interaction and mutual learning, which can boost innovation and creativity.

Wenger's Community of Practice model can be utilised to facilitate the establishment of CoPs in EDGE Canada in addition to the SECI model. In order to promote learning within communities, this approach emphasises the significance of participation, shared practice, and reciprocal involvement (Abubakaret.al 2019). Employees can share their practices and engage in collaborative activities on a platform made available by CoPs, which can improve learning and creativity.

Overall, EDGE Canada employees' lack of teamwork and knowledge sharing can be addressed by the establishment of CoPs. CoPs can help staff members communicate their implicit knowledge, make it explicit, and participate in mutual learning, all of which can boost innovation and creativity.

Issue 3: Concerning Training and Development

• Point 1: The significance of employee training and development

Employee training and development are essential for knowledge management since they aid staff members in acquiring fresh information and practical abilities that they may use at work. Employees can externalise their tacit knowledge through this method, turning it into explicit information that can be recorded and retained for later use (Al-Kurdiet.al 2018). The SECI model emphasises the significance of knowledge conversion and creation in promoting organisational learning, which may be utilised to enhance staff training and development.

For employees who are interested in learning new techniques or technologies, EDGE Canada, for instance, can set up a CoP. Employees may be able to contribute their knowledge and experiences through this CoP, giving other workers a chance to benefit from them. Additionally, EDGE Canada can offer training courses that let employees pick up fresh expertise related to their line of work.

• Point 2: The role of technology in employee training and development

Technology is essential to employee training and development because it gives workers access to resources and learning materials that they may use to expand their knowledge and abilities. Technology use can also let workers study at their own pace and convenience, which can boost motivation and engagement. The SECI model places a strong emphasis on the generation and conversion of knowledge, which can be made easier by utilising technology in employee training and development.

For instance, EDGE Canada can put in place e-learning programmes that let staff members learn at their own leisure and pace (Dore et.al 2016). These programmes can give staff members access to educational resources that can be used to gain new knowledge and skills, such as films, podcasts, and interactive simulations. Additionally, EDGE Canada can set up a digital platform so that staff members can impart their skills and learning to others.

EDGE Canada should create a culture that values growth and learning in order to encourage staff training and development. Employees should be supported and encouraged to seek out chances for learning and growth as part of this culture.

Recommendations

• Implement a digital document management system: To enhance their document management procedures, EDGE Canada should invest in a digital document management system.
• Establish a culture of knowledge sharing: EDGE Canada has to create a culture of information sharing that motivates staff to externalise their tacit knowledge into explicit knowledge. The organisation will be able to capture and store knowledge in a digital format if this culture places a strong emphasis on the value of knowledge exchange and collaboration (Prytherch, 2016).
• Create a knowledge retention strategy: To prevent the loss of important knowledge due to the departure of key personnel, EDGE Canada should create a knowledge retention strategy. This plan should include identifying crucial information, recording it digitally, and keeping it in a common area where other staff members can easily access it.

Encourage people to build new skills and knowledge by fostering a culture of continual learning. This is something EDGE Canada should do. This can be accomplished through delivering training and development opportunities, enabling chances for job rotation and cross-functional teamwork, and motivating staff to pursue further education and career advancement.

By putting these suggestions into practice, EDGE Canada may enhance its knowledge management procedures and foster innovation and learning inside the organisation.

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Conclusion

Issue 1: Document Management Employee efficiency and productivity are boosted when a digital document management system is implemented since it makes it simple for staff members to access and exchange papers. The conversion of tacit information into explicit knowledge, which can be recorded and kept digitally, is facilitated by document management. EDGE Canada must create a culture of information sharing that encourages staff members to externalise their tacit knowledge into explicit knowledge before implementing a digital document management system.

Problem 2: Communities of Practice Communities of practice can encourage employee knowledge exchange and cooperation, which fosters an innovative work environment and greater organisational learning. By providing the essential tools and incentives to promote involvement, we can aid in the development of these communities. By identifying and honouring knowledge champions who can serve as leaders and mentors, EDGE Canada may also encourage the growth of communities of practice.

Issue 3: Knowledge Transfer Knowledge transfer guarantees that significant knowledge is kept inside the organisation even in the event that key personnel leave, making it crucial for knowledge management. The sharing of knowledge among employees can be facilitated by the use of mentoring, job shadowing, and training programmes. Additionally, EDGE Canada can set up a knowledge transfer programme to formally formalise the dissemination of important information from seasoned workers to new personnel.

Overall, EDGE Canada may be able to manage its knowledge resources efficiently with the successful use of these measures, resulting in greater innovation, productivity, and market competitiveness.

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