Proceedings of the 12th European Conference on Knowledge ...

Listing unknown risks for each group
Lila Rajabion and Jafar Zanganeh
Determining severity <strong>of</strong> risk occurrence for each group and challenges <strong>of</strong> knowledge management
projects
Specifying risk probability happened for each risk
Specifying rate <strong>of</strong> discovery ability for each group
Computing risk degree resulted from <strong>the</strong> effect times <strong>the</strong> probability
Regular list <strong>of</strong> calculated risks based on risk priority number
Determining corrective and modifying actions based on response strategy
Calculating priority number after taking corrective actions
This model is applied for different phases <strong>of</strong> project management process from beginning process to
control process. Output <strong>of</strong> <strong>the</strong> first stage is after <strong>the</strong> third stage and by using tools such as fish bone
graph and brain storming, we can obtain risk failure structure in this stage. Risk evaluation matrix is
calculated by severity times <strong>the</strong> probability and discovery <strong>of</strong> risk priority number (RPN). According to
<strong>the</strong> model, we calculate risk priority number and <strong>the</strong> risks are set based on RPN and <strong>the</strong> biggest risk
number in <strong>the</strong> table. Considering strategy <strong>of</strong> facing risk in guide to project knowledge range (PMBOK),
we can define a separate strategy for each risk that are: 1- avoidance 2- transmission 3- reduction 4-
accepting negative risks. On <strong>the</strong> o<strong>the</strong>r hand, we suggest three responses <strong>of</strong> fourfold responses
interacting with risks and with positive effects in <strong>the</strong> project. The fourth strategy is acceptance that can
be used for negative risks or threats and also positive risks and opportunities. These strategies are as
following: 1- exploitation 2- contribution 3-making better 4- acceptance
9. Methodology
Case study research methodology has been introduced in this study. Researchers have used <strong>the</strong>
case study research method for many years across a variety <strong>of</strong> disciplines. Social scientists, in
particular, have made wide use <strong>of</strong> this qualitative research method to examine contemporary real-life
situations and provide <strong>the</strong> basis for <strong>the</strong> application <strong>of</strong> ideas and extension <strong>of</strong> methods. Case studies
could also be used to build <strong>the</strong> ground for building a <strong>the</strong>ory. “[..] <strong>the</strong>ory building from case study
research is particularly appropriate because <strong>the</strong>ory building does not rely upon previous literature or
prior empirical evidence.”(Eisenhardt, 1989).
9.1 Case study
9.1.1 Project <strong>of</strong> settling knowledge management in Barez Industrial Group
In order to evaluate above mentioned model, we use Barez Industrial Group as a selected company
to conduct <strong>the</strong> case study. This organization was chosen because it is technological centered and
depended on staff knowledge. If someone leave <strong>the</strong> company and doesn’t transfer his or her
experiences, <strong>the</strong> production will be stopped. So <strong>the</strong> organization tries to settle knowledge
management. This organization is <strong>the</strong> leader <strong>of</strong> tire manufacturing market in Iran and Middle East.
Transactions related to knowledge management in Barez Industrial Group started in 2007 with
participation <strong>of</strong> Parseh Company. In <strong>the</strong> first phase <strong>of</strong> this project, two active areas were determined.
We tested <strong>the</strong> above mentioned model in this organization. Considering main processes <strong>of</strong> knowledge
management including identifying <strong>the</strong> knowledge required, knowledge development and knowledge
sharing, performance <strong>of</strong> processes <strong>of</strong> knowledge management is described.
According to Yin in case study research sources <strong>of</strong> data could be documentation, archivial reports,
interviews, direct observation , participant observation and physical artifacts.(Yin, 1994). In this case
study we have used some <strong>of</strong> <strong>the</strong>se methods to collect <strong>the</strong> sample data. We have used <strong>the</strong> interview
method with managers <strong>of</strong> this company also we have used <strong>the</strong> secondary sources <strong>of</strong> data such as
company information sources such as reports and news archives. We have conducted meetings with
<strong>the</strong> managers and have followed <strong>the</strong> following steps.
formulating strategic issues: totally 55 meetings were held by 29 managers <strong>of</strong> Barez Industrial
Group and managers polled for a conceptual model for strategic descriptions using <strong>the</strong> framework
presented in primary version. Totally 417 topics and opinions were obtained and classified by 8
intra organizational areas and 24 extra organizational areas.
Formulating structure <strong>of</strong> company knowledge
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