Special Languages and Shared Knowledge pp197-212
The transfer of knowledge between groups of individuals of different levels of expertise and orientation is discussed with reference to the manner in which knowledge is disseminated using the specialist language of a given domain. A prototype system that allows access to knowledge at these different levels, through the automatic construction of keyword indexes, is outlined. The controversial relationship between knowledge and language is the basis of arguments in this paper.
Keywords: Knowledge management, knowledge sharing, knowledge diffusion, best practice, terminology management, health care
Successful Sharing of Project Knowledge: Initiation, Implementation and Institutionalisation pp19-28
Interdisciplinary project teams foster the creation of new ideas and innovations to meet customer needs and to challenge competition under the pre‑condition that the team and knowledge transfer processes are running smoothly and efficiently. In practice knowledge created in projects often is lost when the team splits up and the members return to their tasks in the organisation. This leads to inefficiency as time and money is spent in inventing things, which are already known inside the organisation. The case study outlines how knowledge and potentials for improvement can be explored and synergies can be realised. 0ur approach offers guidelines to accumulate transfer and utilize knowledge acquired in projects to improve future business. Through a knowledge‑oriented concept the consulting and software implementation process of the case study's company is optimised. This offers the possibility to integrate organisational change management know‑how and furthermore it gives the opportunity for a critical reflection of finished and ongoing projects. In this process "best practices" and "lessons learned" are explored to foster a better planning and realisation of projects on the long run.
Keywords: knowledge sharing, best practice, lessons learned, knowledge creation, community of practice
Business Process Redesign (BPR) helps rethinking a process in order to enhance its performance. Practitioners have been developing methodologies to support BPR implementation. However, most methodologies lack actual guidance on deriving a process design threatening the success of BPR. In this paper, we suggest the use of a case‑based reasoning technique (CBR) to support solving new problems by adapting previously successful solutions to similar problems to support redesigning new business processes by adapting previously successful redesign to similar business process. An implementation framework for BPR and the CBR's cyclical process are used as a knowledge management technical support to serve for the effective reuses of redesign methods as a knowledge creation and sharing mechanism.
Keywords: Business process redesign, Case-based management, Workflow, Best practices, Knowledge management