Knowledge Creation and Sharing in a Project Team: An Organizational Analysis Based on the Concept of Organizational Relation pp97-106
In today's competitive arena, knowledge and intellectual assets management seems to be the best answer when looking to gain a competitive edge. Furthermore, traditional approaches to knowledge management based on a "single company perspective" are becoming limited; more frequently the problem is to manage "inter‑organizational "collaborations, projects and temporary structures. It is thus necessary to rethink some organizational topics (organizational structures design, personnel involvement and motivation mechanisms etc.) and to review them by introducing suitable and effective modifications with respect to specific knowledge processes. This paper takes the "Organizational Relational Approach" into consideration and applies a method for describing and interpreting the interactions among organizational actors‑ also belonging to different organizations‑ defined as Organizational Relations (OR): the method analyses these relations according to several distinct dimensions: the goals of the OR and the level of sharing for the organizational actors; the organizational rules regulating the behaviour of actors within the OR; the technological and organizational tools supporting the OR; the cultural background associated to the OR. Only when all four dimensions are highly developed is it possible to qualify the existing organizational relations as "rich "or, in this context, as "knowledge intensive" relations. The paper applies the Organizational Relations method of analysis to a successful case study of knowledge transfer from the aerospace field to the health care field. We examined the joint research project carried out by the ASI,‑Italian Space Agency‑ Ferrari DTM and two Italian Orthopaedics Departments. This project has led to the industrial production of an innovative external bone‑setting device. This analysis explains the key factors for success and the effectiveness of the managerial decisions that were adopted. Empirical findings derived from the case study analysis on one hand and results obtained from the application of the Organizational Relational Method on the other have been found to be convergent and this constitutes a good validation of the method used.
Keywords: Organizational Relation, Knowledge creation and sharing, Inter-organizational project team management, case study
As an essential component of knowledge management systems, visualizations assist in creating, transferring and sharing knowledge in a wide range of contexts where knowledge workers need to explore, manage and get insights from tremendous volumes of data. Knowledge visualization context may incorporate any information in regard to the decisional problem context within which visualizations are applied, the visualization profiles of knowledge workers as well as their intended purposes. Due to the inherent dynamic nature, these contextual factors may cause the changing visualization requirements and difficulties in maintaining the effectiveness of a knowledge visualization when contextual changes occur. To address the contextual complexities, visualization systems to support knowledge management need to provide flexible support for the creation, manipulation, transformation and improvement of visualization solutions. Furthermore, they should be able to sense, analyze and respond to the contextual changes so as to support in maintaining the effectiveness of the solutions. In addition, they need to possess the capability to mediate between the problem and the knowledge workers through provision of action and presentation languages. However, many visualization systems tend to provide weak support for fulfilling these system requirements. They do not provide adequate flexibility for adapting the visualizations to fit different knowledge visualization contexts. This motivated us to propose and implement a flexible knowledge visualization system for better aiding knowledge creation, transfer and sharing, namely, Contextual Adaptive Visualization Environment (CAVE). CAVE provides flexible support for (1) sensing and being aware of changes in the problem, purpose and/or knowledge worker contexts, (2) interpreting the changes through relevant analysis and (3) responding to the changes through appropriate re‑design and re‑modelling of visual compositions to address the problem. In order to fulfil the requirements posed above, we developed and proposed conceptual models and frameworks which are further elucidated through system‑oriented architectures and implementations.
Keywords: knowledge visualization, knowledge visualization context, knowledge creation and sharing, CAVE model, CAVE framework, and CAVE implementation
Volume 3 Issue 2 / Dec 2005 pp65‑138
Keywords: Absorptive capacity, Capabilities, Case study, Coach, Computer-mediated communication, Developing countries, Dynamic learning, Email, Information and Communication Technologies, Innovation, Intangible Assets, Intellectual Capital, Inter-organizational project team management, Knowledge creation and sharing, Knowledge Economy, Knowledge management (KM), Knowledge management systems (KMS), Knowledge transfer, Lotka-Volterra system, Organizational Learning, Organizational receptivity, Organizational Relation, Resource-based view of the firm (RBV), Sustained competitive advantage, Virtual team