Development of a knowledge management framework for BAR-TCD : assessing the readiness and constraints in knowledge management implementation / Miko Jazmine J. Mojica

Year : 2011

Number of Pages : 56 leaves

Adviser : Prof. Serafin D. Talisayon

Executive Summary

While there are numerous literatures on KM which addresses the issues, challenges, and opportunities for the private sector, little has been discussed for the public sector. The Bureau of Agricultural Research (BAR), an attached bureau of the Department of Agriculture (DA), coordinates and funds agricultural and fishery research and development (R&D) activities. Thus, the bureau holds a tremendous quantity of valuable data, information and knowledge for use of the public. Although one of BAR's priority areas of concern is KM, most of its initiatives in this area are focused on promoting the transfer of knowledge products to its external clientele. The Technology Commercialization Division (TCD), one the divisions of BAR, handles one of its banner programs, which is the National Technology Commercialization Program (NTCP). The assessment of the KM practices of TCD is the focus of this study. As practicum for the graduate course in KM under Prof. Serafin Talisayon, the Tech Comm Unit (now TCD) was formed as a learning team through the application of a lessons learned system. The result of the experiment elicited the interest of the unit including its chief to adopt the system. However, a deeper assessment on the readiness and capability of the unit to implement a KM initiative has not been made. This study conducted an assessment of BAR-TCD's knowledge management practices and its capability to implement KM initiatives. Specifically, it aims to : 1) assess the existing KM strategy and policy of BAR-TCD 2) assess the human, process, and technology factors contributing to the capacity of BAR-TCD to manage knowledge sharing, learning, capture and storage 3) identify barriers to effective KM implementation and 4) propose the framework and strategies tailored to address the needs of BAR-TCD which can be adopted by the organization in implementing its KM initiatives. Based on the results of this exploratory study, organizational knowledge is a strategic asset that needs to be recognized by the organization. This conclusion suggests that if the organization wishes to achieve efficiencies within the division, it should develop clear mechanisms to share, capture and store relevant knowledge that could be disseminated in a timely manner to all who needs it. However, sustainable change cannot be expected to happen immediately. The pitfalls and barriers to effective KM implementation need to be addressed. More important, leadership and management support is essential to nurture the interest on KM and therefore, it would not lose ground to more urgent activities or be pushed to the back burner to fade away and be forgotten. In reality, a successful KM implementation process may take several years before it yields substantial positive benefits for the organization. Therefore, the recommendations given were intended to serve as a guide to the organization in taking the initial steps necessary to achieve that goal.