In offering a recommendation on the Organisational approach for AFL’s KMS (My previous post on subject matter), I opted to use The New Knowledge Management Model (TNKM) developed by Mark W. McElroy and Joseph M. Firestone as a base (Firestone and McElroy, 2001). This Model uses internal and external sources to classify itself into Knowledge production and knowledge integration. See diagram below.

This model was chosen because of the importance of AFL to produce new knowledge. This is because the company faces redundancy and needs to produce new products and enter new markets and also establish what its forte is. In addition, the increasing rate of staff turnover requires serious action on the Knowledge integration part.

The classification of TNKM Model

KNOWLEDGE PRODUCTION

The activities below if undertaken by the management of AFL will lead to Knowledge production.

Knowledge Acquisition: One way of acquiring knowledge is by socialising and networking. First, we need to make the work system more relaxed than it currently is. Adopt an open door policy for teams to mingle freely with superiors. This is in order to create the ‘close knit’ environment, which is extremely important to give a feeling of ownership. Then management should encourage staff to attend external events with Clients and customers.

Knowledge Conversion: Staff Training. We recommend a regular training of staff on key skills and abilities needed (such as design skills, garment technology, marketing skills, managing time etc). The suggested training should be in-house for now. This option is less expensive and ideal, considering the present economic state of the Company. The drive here is to make sure that each staff attends training at least four times a year. After each training, the staff involved would summarise what they learnt in a report form which can be accessed by other team members. This should facilitate distribution of knowledge

KNOWLEDGE INTEGRATION

The activities below if undertaken by the management of AFL will lead to Knowledge integration.

Knowledge Application: With the training received and knowledge from fashion and garment technology forums attended by staff, the knowledge can be applied by the development of new products. These new products, which would be a combination of knowledge from the designers and the garment technicians, may then be used to expand AFL’s market. Exposing staff to external interaction enables them meet their colleagues in the industry. These interactions can lead to innovative designs and ideas which can be ploughed into new products.

Knowledge Protection: Following the creation of designs by in house designers, and consequent matching to the right garments by the garment technician, A database should be created which should be held as property of AFL. The company may then need to explore patent licensing for this database to protect it from losing this knowledge.

References:

Firestone J.M and McElroy M.W. (2001) ‘Key Issues in the New Knowledge Management’, KMCI/Butterworth-Heinemann, Amsterdam, Boston, MA.