Case 1 L'Oreal Knowledge Management Using Microsoft Sharepoint
642 WordsMar 6th, 20123 Pages
Week Six Case Study – Case 1: L’Oreal Knowledge Management Using Microsoft SharePoint
1. What are the challenges facing L’Oreal management?
L’Oreal, founded in 1907, is world’s largest cosmetic and beauty company selling globally more than 500 brands. L’Oreal has five worldwide research and development centers spread over France, United States, Japan and China. To link everyone of them on the same platform of information is a difficult task.
The intranet for this division must support thousands of researchers working in France, the United States, Japan and China. The intranet is required to support professional applications as well as databases on subjects including biology, patents, hair color and laboratory security.
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L’Oreal decided to use Microsoft share point server to create a global knowledge, collaboration and coordination of effort worldwide, enabling a single community ease of integration with desktop MS Office. The implementation was easy out of box. The simplicity to adopt and integration with other MS office application were the reasons of choosing the SharePoint. Within one week L’Oreal was able to test on the internet
4. What do you think are the ultimate benefits of M@sternet for L’Oreal?
* One global view of all the projects that were developing new products for launch.
* Able to form a view on prioritization and be able to make the right resource allocation decisions
* Improve quality
* Track engagements with commercial subsidiary companies
* These can be used to host websites that access shared workspaces and document across all the offices of the group spread in three continents Europe, Asia and US, means no need to exchange multiple mails with attachments.
* Document library – a place to store relevant documents, files, pictures etc. The advantage is that every related group member can access the latest version of document efficiently.
* Team discussion board allows free discussion amongst the group members.
* Calendar helps everybody to know all scheduled meetings and appointments without losing the
The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams
Individuals on the periphery of organizational knowledge-sharing networks, due to inexperience, location, or lack of social capital, may struggle to access useful knowledge at work. An electronic knowledge repository (KR) offers a practical solution to the challenges of making knowledge available to people who might otherwise lack access to relevant expertise. Such a system may function as a knowledge-access equalizer. However, the presence of a knowledge repository will not solve the problem of access to knowledge for those at the periphery of the organization unless it is used. In this paper, the authors begin to theorize the social and structural conditions that support KR use by exploring whether individuals on the organizational periphery take advantage of KRs, or whether KRs function more to enrich individuals whose experience and position already provide them better access to other knowledge sources. Using extensive data on KR use at a global, outsourced provider of software services, the authors' results show that despite the seeming promise of a KR to integrate or equalize peripheral players, it instead enriches knowledge access for people who are already well positioned. Findings thus suggest that KR use is not simply an individual activity based on need, but is instead enabled by certain social conditions (such as familiarity and experience) and inhibited by others (such as status disparities and remote location). An organizational KR thus fails to serve as an equalizer absent intervention. Key concepts include: There is a cautionary note for managers: In this study, KRs supported team performance by enriching the knowledge access of central players in the organization. KRs were less effective at ensuring much-needed access for those on the periphery. If individuals cannot get the knowledge that they need, then both their performance and their careers may suffer. Although some individuals are deployed into positions seen as organizationally necessary - such as remote offices or onto teams where they all may not know each other - in these positions they are less likely to make use of available organizational resources. There is a pattern of greater use of a KR and success for teams working in more supportive conditions. Individual and team characteristics enable people to support each other, make use of available resources, and perform effectively. Closed for comment; 0 Comment(s) posted.