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142 MANAGING KNOWLEDGE WORK AND INNOVATION

came only 50 minutes after the first, this time from Michael Sund in Canada. This
offered his experience in solving the pitch problem in British Columbia. Then in
quick succession Nils Hallberg logged in with examples from Sweden; Wendy Bijiker
offered details from a New Zealand paper mill; Jose Vallcorba cited examples from
Spain and France; Chip Hill in Memphis contributed scientific advice from the R&D
Department; Javier del Rosal included a detailed chemical formula and specific
application directions from Mexico; and Lionel Hughes wrote about his experience
in South Africa. In total, Dalton’s request for suggestions generated 11 replies from
six different countries. It stimulated new discussions, generated new knowledge,
and put him into a position to secure a $6 million order from the Indonesian pulp
mill (Buckman, 1998).

>> THE ROLE OF LEARNING AND REWARDS
This ready flow of knowledge through dialogue amongst associates was underpinned
by the efforts which Buckman Labs made to promote learning and employee develop-
ment. In 1996, the Buckman Laboratories Learning Center (Bulab Learning Center) was
established to help associates manage their own personal and career development.
This involved using information technology to give associates opportunities to par-
ticipate in learning events electronically. The Learning Center’s content ranged from
short training and reference materials to advanced academic degrees. The content
was drawn from leading universities, and also included custom-designed tools to help
with employees’ day-to-day duties. The responsibility for personal development was
thus transferred to the individual associate, reinforcing Buckman’s concern to make
the individual accountable for their own performance.
While the company stressed the individual’s responsibility for their performance,
it drew back from linking individual rewards to knowledge sharing in a systematic
way. Rather, rewards were used in a very selective way for specific purposes. Thus, a
one-off event at a fashionable resort was arranged for the 150 employees who had
contributed the most widely used knowledge to the forums. At the event, employees
helped to plan the future of the Knowledge Management initiatives. Those chosen
also received new laptop computers and participated in a number of Knowledge
Management-related discussions. Thus, the reward here was more intangible – the
recognition and status of attending the event – than financial. This helped to symbol-
ize and reinforce the cultural changes within the company. Although some of those
who were not selected for the event were left feeling disappointed, overall participa-
tion in the knowledge-sharing forums rose immediately.
Evidence for the success of knowledge-sharing activities is sometimes difficult to
provide because so many of the benefits are intangible. Knowledge sharing has the
effect of supporting innovation within the organization, but as discussed earlier, this
effect is difficult to validate and measure. Top management at Buckman Labs, how-
ever, believed that the impact of their strategic initiatives was reflected in company
performance. This saw a major increase in the contribution of new products, and
overall sales increased by upwards of 250 per cent within a few years following the
introduction of the K’Netix system.

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