1. Wk2APP1 LeachR 1
Knowledge Management Case Study
Robert Leach
Walden University

2. Wk2APPL1 LeachR 2
`Knowledge Management Case Study
This paper addresses the relationship of knowledge management between Xerox and
Company A a building material manufacturer. Additionally, the attitude of management,
employees and the problems related are addressed in the paper. Successful implementation of
KM requires a behavioral change from employees and persuasion from management.
Objectives solved
Xerox
The objective of Xerox was to manage the knowledge the repairmen had acquired
through experience. Management of Xerox felt it was better to continue with the Taylorism form
of management. In this case study, the position of management was the obstacle to accessing
knowledge shared between technicians.
Changing technicians’ war stories into a base of knowledge accessible knowledge was
achieved by employing ethnography. By studying the organizational culture of the technicians,
the Eureka system of knowledge management was developed. However instead of involving
management in the deployment of the system, Eureka was distributed among technicians using
individual CDs.
Company A
The objective of the manufacturing company was to achieve better usage of the IT infrastructure
purchase. However, the primary objective contained additional goals also intended to improve
the effectiveness of the IT infrastructure. Yilmaz (2007) implied; “recognizing the weak points in
IT support, support of decision making, establishing utilization alternatives of the existing IT
system, requirement analysis and general analysis of the company.” (78-79).
In this case study, the obstacle is determining the process to be addressed. Since
organizations have multiple processes involved in the operation of the company it is necessary to

3. Wk2APPL1 LeachR 3
determine which is the critical process and improve that process first. Yilmaz suggested;
“determination of critical process is related to four areas. Value added decision support,
information-material intensiveness and information amount” (79).
Based on the findings of the requirement analysis, Company A, decided to implement
knowledge management practices. “The analysis revealed resignations caused disruption in
workflow or employees did not have sufficient knowledge of the IT systems” (77). Yilmaz
suggested; “The resolution of the problem was a systematic assessment of the employees’
opinions and suggestions since their knowledge of operational problems exceeded the knowledge
of managers. The expectation is employees share thoughts and continue to increase their
knowledge” (77).
Organizational
The problem Cox addresses related to knowledge is the transformation of knowledge
from the individual knowledge in stories to a written form. Cox (2007) implied, “Stories can be
considered social because of three points. First, stories were improvised socially, secondly,
stories create a sense of belonging and thirdly, some of the stories provide material about the
people” (4). Xerox’s Eureka is the result of the transformation of knowledge gained through
experience by technicians, into a global knowledge base. Mohamed et al. (200), argued that
“Community communication, human interaction, and relationships drive the externalization of
knowledge” (107). Externalization of knowledge changes accompanies from a knowledge
hoarding organization into a knowledge sharing organization.
Once knowledge is externalized and recorded in a structured format, the structure of the
organization changes. “The combination of technology and knowledge created new
organizational forms. Knowledge is centered, knowledge intensive and virtual organizations,
allowing business to include knowledge management concepts in the business process” (108).

4. Wk2APPL1 LeachR 4
The integration of technology and knowledge changed Xerox into a knowledge sharing
organization after management accepted the concept.
Attitude
Organizational
The effectiveness of KM is impacted by the attitude of leadership and employees of the
company. Management determines the strategies used to incorporate knowledge management
into business processes to improve workflow. “Strategic definitions of knowledge objectives
permit KM process to be designed and better evaluated” Hylton (as cited by Yilmaz 2007). In
order to receive the most from KM, an organization must define the goal being pursued.
Employee Attitude
The attitude of employees concerning knowledge management also plays an
important role in knowledge sharing. Employees often have the attitude that the
knowledge they possess is the key to advancement in the company and sharing this
knowledge lessens their value to leadership. Yilmaz argued; “ Sharing of knowledge by
employees increases their value to leadership” (76). Knowledge sharing increases the
ability of the team and improves the ability to solve problems the team faces. KM allows
employees to collaborate outside of physical boundaries in virtual teams when
necessary.
Resolution
Resolution of organizational attitude, including management and employees, is
persuading both groups to support knowledge sharing. A culture of knowledge sharing
takes the time to establish. Companies use sharing opportunities for employees
allowing them to share the experiences and build bonds. Yilmaz (2007) suggested,”
Rewards are used as incentives to create participation in knowledge sharing” (77).
Incentives such as recognition, tools or snacks can be used as rewards for

5. Wk2APPL1 LeachR 5
participation. Attempts to increase knowledge sharing, using an informal approach requires
managers to change their point of view. “Behaviors of managers have to change toward
knowledge-based problems” (77).
Conclusion
Implementation of knowledge sharing via KM changes the format of organizations,
When implemented, knowledge hoarding organizations become a knowledge sharing
organizations, with the ability to participate globally. In order for an organization to become
knowledge sharing organizations, buy-in is required from management and employees.

6. Wk2APPL1 LeachR 6
Works Cited
Cox, A. (2007). Reproducing knowledge: Xerox and the story of knowledge management.
Knowledge Management Research & Practice, 5, 3-12.
Hylton, A. (2002). A KM initiative Is Unlikely to Succeed without a Knowledge Audit. Retrieved
from www.knowledgeboard.com/library/the_need_for_knowledge.pdf
Mohamed, M., Stankosky, M., & Murray, A. (2006). Knowledge management and information
technology: can they work in perfect harmony? Journal of Knowledge Management,
10(3), 103-116. doi:10.1108/13673270610670885
Yilmaz, Y. (2007). Pre-analysis process for knowledge management. The journal of information
and knowledge management systems, 37(1), 74-82. doi:10.1108/03055720710742052