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Day 2 – Motivational Aspect of KM

More to share for Day one about Organizational Aspect of KM. During process of Tower-building, we learnt about 4 theories:

Tayer stated an almost equal division of the work and the responsibility between managers and workmen in Scientific Management.  His principles are separation of manual and mental work + pay for performance + systematical, scientific selection and training of workers.  

Jensen & Meckling (1976)’s Principal-Agent Theory which defined:

Principal = employer / Agent = contractor.  In top-down hierarchy, there are contracts between the owners –> Exe. Directors–> Department heads –> employees

With Micropolitical tactics, a member can improve his position of interaction and negotiation when exerting enforcement, being able to reward, by activation of a higher authority, by arguing rationally, by forming coalitions, by meaning the centralization of resources, by personal attraction, and by ideologization of circumstances. 

Mancur Olson (1932-1998) said, ‘Unless the number of individuals in a group is quite small, or unless there is coercion or some other special device to make individuals act in their common interest, rational self-interested individuals will not act to achieve their common or group interests.’   This is theory of ‘The logic of Collective Action’.   In KM explanation, there is free-riding existing in large group.  Selective incentives (monetary and non-monetary) can motivate production.

Day two – Motivational Aspect of KM (incentives for KM)

Self-Determination Theory is about Extrinsic Motivation (External Regulaton/Introjected Regulation/Identified Regulation), Intrinsic Motivation (self-determined), Amotivation (non-self-determined).  Can people be motivated at work?  What kind of incentives?  Will culture, promotion, money, recognition, respect, learning, and some other incentives which can motivate knowledge sharing in an organization?  We are conducting survey and we will have further discussion on day-3  for the findings. 

I would like to share a photo with you on how we (40+ students) focused on capturing tacit knowledge from professors (2 professors).  Hey, how is our tower (ours are with 4-pillars while others are with 3-pillars only)??  Don’t know why we can’t be the winner although our tower is quite smartly-designed!


Posted in diary, KM, Life, minutes, PKM, sociology, Uncategorized.

9 Responses

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  1. Anthony says

    Amy, think the other way round, destroy other group’s tower and you will be the winner! (kidding
    “Win” the game or “Play” the game, oh yes, it is 超越勝負的成功,succeed beyond success

  2. amy says

    Anthony, good idea but I think I could not leave the classroom if I did so. Ha…

    ‘Suceed beyond success’ is quite 超然. Sure we need incentives for motivation.

  3. Roy says

    Amy, I said to Bill that I loved the design of your group. Very innovative! Unfortunately, the only criteria is the height.

  4. Amy says

    Roy, it’s unlucky that we did not hv time to persuade the judge, Prof. Tsui!

  5. Amy says

    Say thank you here for Cherie’s photo. Very good angle taken!

  6. Cherie says

    Sorry that i just pick up this message today. I am happy to know that you appreciate the photo as i practiced in the classroom for a year already! This course actually delivered a very important message of people and psychological issues of sharing, that’s why OL is a must in the KM Journey.

    For me, technology and process is the technical aspects that we always see some people working on it in the companies. However, who is working on the culture qnd leading the company to growth (in knowledge aspects) Training or HR? I won’t say they have taken the role already. It’s the critical role of ‘KM team’ in the organization, they are looking at the future of the company!

  7. Amy says

    I do agree that KM team is important in an organization. KM tools are important in capturing and distributing critical organizational knowledge while KM people can help to diagnose and find suitable system for the organization.

  8. Roy says

    My perception is most HK companies, especially those SMEs, do not appreciate the importance of both HR and Information System departments (except the banks and finanical institutes). They consider and treat them as cost centers instead of profit centers.

    When I talked to some KM graduates who worked as a KM officer or manager, they complained that KM department normally had conflict with HR and Information System Department.

  9. Amy says

    If we take the 3 departments as a project, can that be possible to add a department or co-ordinator for co-ordination between HR, MIS and KM departments? They treat KM department as cost centre means they cannot measure the immediate value on KM study. How we can develop concept of KM is really important in HK.