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Claire Gubbins et al Cabrera, A., Collins, W. C., & Salgado, J. F. (2006). Determinants <strong>of</strong> individual engagement in knowledge sharing. International Journal <strong>of</strong> Human Resource Management, 17(2), 245−264. Carter, C., & Scarbrough, H. (2001). Towards a second generation <strong>of</strong> KM? The people management challenge. Education & Training, 43(4), 215−224. Cho, N., Zheng Li, G., Su, CJ (2007) An Empirical study on <strong>the</strong> effect <strong>of</strong> individual factors on knowledge sharing by knowledge type, Journal <strong>of</strong> Global Business & Technology, 3(2), 1-15. Grant, R.M. (1996) Toward a knowledge-based <strong>the</strong>ory <strong>of</strong> <strong>the</strong> firm, Strategic Management Journal, 17 (Winter), pp. 109-122. Gupta, A. K., & Govindarajan, V. (2000). Knowledge management's social dimension: Lessons from Nucor Steel. Sloan Management Review, 42(1), 71−80. Haldin-Herrgard, T. (2000) Difficulties in diffusion <strong>of</strong> tacit knowledge in organisations’, Journal <strong>of</strong> Intellectual Capital, 1(4), 357-365. Hunter, L., Beaumont, P. & Lee, M. (2002) Knowledge management practice in Scottish law firms, Human Resource Management Journal, 12:2. Insch, G., McIntyre, N. and Dawley, D. (2008), ‘Tacit Knowledge: A Refinement and Empirical Test <strong>of</strong> <strong>the</strong> Academic Tacit Knowledge Scale’, The Journal <strong>of</strong> Psychology, vol. 142 no.6, pp. 561-579. KPMG (2000) Knowledge Management Research Report 2000, pp. 1-13. KPMG website. Nonaka, I. (1994), ‘A Dynamic Theory <strong>of</strong> Organizational Knowledge Creation’, Organization Science, vol. 5 no. 1, pp. 14-37. Nonaka, I. and Takeuchi, H. (1995), The Knowledge Creating Company, New York, Oxford University Press. Perez, G. and Mitra, A. (2007), ‘Tacit Knowledge Elicitation and Measurement in Research Organisations: A Methodological Approach’, The Electronic Journal <strong>of</strong> Knowledge Management, vol. 5 no.4, pp. 373-386. Polanyi, M. (1966). The tacit dimension. London: Routledge Kegan Paul. Ryu, S., Ho, S.H. and Han, I. (2003), “Knowledge sharing behavior <strong>of</strong> physicians in hospitals”,Expert Systems with Applications, Vol. 25 No. 1, pp. 113-22. Smith, E.A. (2001), The role <strong>of</strong> tacit and explicit knowledge in <strong>the</strong> workplace, Journal <strong>of</strong> Knowledge Management, vol 5, no. 4., pp. 311-321. Voelpel, S. C., Dous, M., & Davenport, T. H. (2005). Five steps to creating a global knowledge-sharing system: Siemens' ShareNet. Academy <strong>of</strong> Management Executive, 19(2), 9−23. Wang, S. & Noe, R.A. (2010) Knowledge sharing: A Review and Directions for Future Research, Human Resource Management Review, 20:2, pp. 115-131. 380
Knowledge Identification, Capture and Dissemination: ECOPETROLS.A. Real Example <strong>of</strong> Implementation Oscar Guerra and Janeth Rojas ECOPETROL S.A., Colombia oscar.guerra@ecopetrol.com.co Janeth.Rojas@ecopetrol.com.co Abstract: ECOPETROL S.A. is <strong>the</strong> National Oil Company (NOC) from Colombia, currently is located at number 13 in <strong>the</strong> Annual Ranking <strong>of</strong> <strong>the</strong> World’s Largest Listed Energy Firms, according to PFC Energy 50 - January 2011-. In July 2010, approximately <strong>of</strong> 30% <strong>of</strong> direct employees from ECOPETROL S.A. could qualify for <strong>the</strong> retirement benefit according to <strong>the</strong> Colombian law. Given that <strong>the</strong> percentage <strong>of</strong> people who could leave <strong>the</strong> company is a representative <strong>of</strong> <strong>the</strong> total number <strong>of</strong> employees and that this population is <strong>the</strong> greatest experience has within <strong>the</strong> company, between 17 and 25 years <strong>of</strong> expertise, <strong>the</strong> company started from 2005 an initiative aimed at mitigating <strong>the</strong> impact <strong>of</strong> loss <strong>of</strong> knowledge due to decoupling <strong>of</strong> staff, this initiative is created, consolidated and routed within <strong>the</strong> Knowledge Management Corporate Program <strong>of</strong> ECOPETROL and is implemented in all departments <strong>of</strong> <strong>the</strong> company. The initiative in question has several stages from <strong>the</strong> selection <strong>of</strong> personnel who can retire and has key knowledge for <strong>the</strong> operation <strong>of</strong> <strong>the</strong> Company, <strong>the</strong> identification <strong>of</strong> key knowledge <strong>of</strong> this persons, <strong>the</strong> training <strong>of</strong> those who undertake <strong>the</strong> transfer <strong>of</strong> knowledge as trainers or coaches, building plans or transfer programs, monitoring <strong>the</strong> implementation <strong>of</strong> <strong>the</strong>se plans and <strong>the</strong> consolidation and evaluation <strong>of</strong> <strong>the</strong> results <strong>of</strong> <strong>the</strong> transfer made, all framed within <strong>of</strong> <strong>the</strong> Deming cycle: Plan, Do, Check and act. In <strong>the</strong> same way this process is part <strong>of</strong> a job <strong>of</strong> sensitization <strong>of</strong> <strong>the</strong> people selected as tutors and apprentices who would be supported by <strong>the</strong> top management <strong>of</strong> Company. The work done by ECOPETROL allowed <strong>the</strong> tacit knowledge identification, capture and dissemination within <strong>the</strong> company through a structured method, with specific deliverables and results that have allowed <strong>the</strong> continued performance and safe in <strong>the</strong> operation, even though <strong>the</strong> retirement <strong>of</strong> many <strong>of</strong> <strong>the</strong> people involved in this process it is a fact. This paper will be <strong>of</strong> interest to <strong>the</strong> participants because it shows a real and practical case in <strong>the</strong> identification, capture and dissemination <strong>of</strong> tacit knowledge within a company that is exposed to <strong>the</strong> imminent departure <strong>of</strong> a large number <strong>of</strong> employees. Keywords: Knowledge management, tacit knowledge capture and dissemination, transfer knowledge strategy 1. Introduction Since 2003, when ECOPETROL was restructured as a company integrated to <strong>the</strong> chain <strong>of</strong> petroleum value, <strong>the</strong> knowledge management (KM) began to consolidate as an important element to achieve <strong>the</strong> objectives and goals <strong>of</strong> <strong>the</strong> company. Since <strong>the</strong>n, <strong>the</strong> responsibility to lead <strong>the</strong> knowledge management strategy for <strong>the</strong> whole organization was designated to its research center, Instituto Colombiano de Petróleo (ICP). One <strong>of</strong> <strong>the</strong> great challenges <strong>of</strong> ECOPETROL was imminent departure <strong>of</strong> nearly 30% <strong>of</strong> direct employees in 2010, because this population may leave retirement. Since 2005 ECOPETROL begins an initiative within <strong>the</strong> Knowledge Management Corporate Program aimed at mitigating <strong>the</strong> impact <strong>of</strong> loss <strong>of</strong> knowledge due to decoupling <strong>of</strong> staff established across all ECOPETROL. The above initiative is a process which identifies people at high risk <strong>of</strong> leaving <strong>the</strong> company, identification <strong>of</strong> key knowledge <strong>of</strong> each person and <strong>the</strong>ir main functions and processes in charge, assess <strong>the</strong> criticality <strong>of</strong> this knowledge, awareness <strong>of</strong> <strong>the</strong>se people, training people as a trainer <strong>of</strong> trainers, design and construction <strong>of</strong> transfer plans, monitoring <strong>the</strong> implementation <strong>of</strong> <strong>the</strong>se plans and <strong>the</strong> evaluation <strong>of</strong> <strong>the</strong> results <strong>of</strong> <strong>the</strong> transfer. This article describes how ECOPETROL implemented this process for <strong>the</strong> development <strong>of</strong> <strong>the</strong> initiative which has been discussed, some lessons learned in <strong>the</strong> process and main findings. 2. Theoretical framework The knowledge management (KM) strategy in <strong>the</strong> companies has had many kinds <strong>of</strong> approaches, all <strong>of</strong> <strong>the</strong>m valid assuming it contributes to improvement and competitiveness <strong>of</strong> an organization. Adapting <strong>the</strong> approach <strong>of</strong> Krogh et al, we see many organizational processes can be impacted by KM strategy. Hiring, training, new technology acquisition, research and development, learned lessons cycles and technology marketing are examples <strong>of</strong> <strong>the</strong>m. 381
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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Xiaoyan Bai, David White and David
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Simona-Clara Bârsan, Mihaela-Georg
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Network Management as a way to Mana
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Eva Eckenhofer An
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Jamal El-Den and Xin Zhou This rese
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Tiit Elenurm development visions. C
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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A proposed Framework for Discoverin
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2.3 Knowledge mapping Mohamad Ali F
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Mohamad Ali Feyz, Babak Akhgar and
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Mohamad Ali Feyz, Babak Akhgar and
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Knowledge Workers: A Typology Frame
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Jiří Franek and Eva Grublova crea
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Jiří Franek and Eva Grublova Know
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Jiří Franek and Eva Grublova memb
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Middle Managers’ Maturity <strong
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Zoltán Gaál et al investigated m
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Charles Gagné et al This paper pre
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Charles Gagné et al attributable t
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Charles Gagné et al intermediary d
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Adoption of Knowle
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1.1.2 SMEs and KMS Tendayi Gondo an
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Tendayi Gondo and Edmore Kori ambit
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Tendayi Gondo and Edmore Kori <stro
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Ciara Heavin and Frederic Adam Trav
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski identif
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Thomas Janke room for communication
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Thomas Janke Softw
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Towards a Detailed View on
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Claudia Jooß et al Regarding <stro
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Integration of Kno
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Knowledge Management Across <strong
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Facilitating Knowledge Sharing in V
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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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From Knowledge Acquisition to Knowl
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Peter Marshall and Damian Gordon Ma
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