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

Mahmoud Moradi, Mohammad Rahim Ramazanian and Sayyed Maisam Momeni
Table 2: Overview <strong>of</strong> criteria in EFQM model
Criteria Number <strong>of</strong> sub criteria Areas to address and measurements
1. Leadership 4 24
2. Policy and strategy 5 28
3. People 5 30
4. Partnership and resources 5 33
5. Processes 5 29
6. Customer results 2 8
7. People result 2 5
8. Society result 2 8
9. Key performance result 2 8
Total 32 173
5. Integration <strong>of</strong> EFQM and Knowledge Map
As mentioned above, EFQM excellence model provides a comprehensive view for <strong>the</strong> organizations
to <strong>the</strong>ir performance and processes. It looks at all areas <strong>of</strong> <strong>the</strong> organization by <strong>of</strong>fering a holistic
approach. The model <strong>the</strong>refore provides a basis based on which we can develop organizational
knowledge maps. Knowledge maps developed in this foundation will provide a holistic and integrated
view to <strong>the</strong> organizational knowledge in various functional areas. Since <strong>the</strong>se maps ga<strong>the</strong>r and
present in a unified approach organizational knowledge <strong>the</strong>n developing knowledge maps based on
EFQM model will be beneficial. Some benefits are:
Based on holistic approach <strong>of</strong> EFQM model toward organizational performance and processes,
knowledge need to effectively perform <strong>the</strong>se processes could be made explicit by knowledge
maps.
Based upon <strong>the</strong> knowledge maps provided in this manner, organizations could develop and
define learning strategies to obtain <strong>the</strong> right knowledge and competence to do efficiently <strong>the</strong> main
processes.
As a strategy to capture knowledge, organizations try to employ employees. Because based on
focal processes identified by EFQM criteria, knowledge maps drawn on <strong>the</strong>se processes provide
efficient roadmap to capture <strong>the</strong> people who have coherent knowledge to perform processes.
Knowledge need to perform principal activity <strong>of</strong> <strong>the</strong> enterprises could provide start point to
develop organizational knowledge strategy.
6. Case study
This study was carried out in an Iranian shipyard industry which constitutes one <strong>of</strong> <strong>the</strong> four main
industries in Iran. This industry adopted to participate in national wide EFQM excellence model.
At <strong>the</strong> start point <strong>of</strong> <strong>the</strong> research for criteria and sub criteria in EFQM we developed 15 communities <strong>of</strong>
practices (CoPs). Members are experts and people who work more than 5 years in main activities <strong>of</strong>
industry and are referenced experts <strong>of</strong> <strong>the</strong>ir domains. Table 3 depicts <strong>the</strong>se CoPs and
correspondence criteria in EFQM. Each CoP is <strong>the</strong> responsible <strong>of</strong> one or more than one sub criteria.
6.1 Knowledge item extraction
In this step to knowledge extraction we had two type <strong>of</strong> knowledge. We regard to <strong>the</strong> knowledge
needed to perform tasks which constitute bullet point for sub criteria as explicit knowledge. To
determine this knowledge, we developed interview with <strong>the</strong> members <strong>of</strong> correspondence CoP and
experts in each field with more than 10 years experience. This part on knowledge extraction is related
to tacit knowledge <strong>of</strong> <strong>the</strong> participants. Table 4 illustrated an example <strong>of</strong> <strong>the</strong> tasks and criteria
correspond to a CoP.
671