Editor: Charles Despres
Editorial
"The 7th annual European Conference on Knowledge Management 2006 held in Budapest produced a particularly interesting set of papers. KM as a field of academic endeavor continues to produce signs of maturity in the sense that the quality of contributions is markedly higher than in the past. But the tendency to fracture along multiple disciplinary boundaries remains.
The result is that selecting papers from the conference for inclusion in the Journal is more challenging than ever. Fourteen papers were chosen in the end however, and these from a wide range of authors based in Universities around the world.
Topics addressed by papers included in this edition are especially eclectic which, given KM´s multidisciplinary roots and transversal nature, reflects the multiplicity of the basic phenomenon (human and collective cognition, secondarily applied to organizational contexts). In some respects this characteristic is frustrating but also challenging, and there are researchers who find this motivating. Perhaps because the intellectual perimeters are multiple and loose. Perhaps because paradigms shift by traversing a path of intellectual mosaics.
On the other hand the fact is that after about two decades of serious research by the academic community KM is ‑ at best ‑ showing only weak signs of convergence. If maturing in terms of quality and productivity, it remains young in terms of disciplinary comportment. I once listened to a French cultural anthropologist explain to a French television crew why he had chosen to live and work in the United States (his business being to de‑code European culture for the American marketing machine).
He told them that European culture was an old culture with its codes well sorted and established. He characterized American cultural codes as young, searching and mixed, not unlike adolescents the world over no matter what their national origin. In the end he explained that after weighing the pros and cons he finally decided that he thoroughly preferred being mixed up with the young and the restless. The freedom and frontiers of youth being ""better"" than the standards and strictures of establishment.
This could very well be part of the attraction that KM has for a growing number of academics around the world. I have found the papers in this edition of value and I hope that you will as well."
The result is that selecting papers from the conference for inclusion in the Journal is more challenging than ever. Fourteen papers were chosen in the end however, and these from a wide range of authors based in Universities around the world.
Topics addressed by papers included in this edition are especially eclectic which, given KM´s multidisciplinary roots and transversal nature, reflects the multiplicity of the basic phenomenon (human and collective cognition, secondarily applied to organizational contexts). In some respects this characteristic is frustrating but also challenging, and there are researchers who find this motivating. Perhaps because the intellectual perimeters are multiple and loose. Perhaps because paradigms shift by traversing a path of intellectual mosaics.
On the other hand the fact is that after about two decades of serious research by the academic community KM is ‑ at best ‑ showing only weak signs of convergence. If maturing in terms of quality and productivity, it remains young in terms of disciplinary comportment. I once listened to a French cultural anthropologist explain to a French television crew why he had chosen to live and work in the United States (his business being to de‑code European culture for the American marketing machine).
He told them that European culture was an old culture with its codes well sorted and established. He characterized American cultural codes as young, searching and mixed, not unlike adolescents the world over no matter what their national origin. In the end he explained that after weighing the pros and cons he finally decided that he thoroughly preferred being mixed up with the young and the restless. The freedom and frontiers of youth being ""better"" than the standards and strictures of establishment.
This could very well be part of the attraction that KM has for a growing number of academics around the world. I have found the papers in this edition of value and I hope that you will as well."
Keywords: adaptive testing, affects, collective search, communities of practice, concept design, discourse analysis, information exchange, innovation, intellectual capital, knowledge cooperation, knowledge process, knowledge sharing, knowledge spiral model, knowledge transfer, Nonaka, online communities, ontology, organisational learning, story telling, tacit knowledge, university-industry interactions, user-centred design
Share this item:
Marco C. Bettoni, Silvio Andenmatten, Ronny Mathieu
Look inside Download PDF (free)
Abstract
This paper is an attempt to answer the question "How to design for engagement in community‑oriented knowledge management?" In order to do this we need an approach that has its primary focus on distinguishing, balancing, connecting and negotiating between knowledge in its two fundamental dimensions: individual and social. The concept of "knowledge cooperation" that we have defined as the participative cultivation of knowledge in a voluntary, informal social group", is our proposal for fulfilling the previously mentioned requirements. After introducing this definition of "knowledge cooperation" with its background in community‑oriented knowledge management, we will explain and give reasons for its constitutive elements and their unique combination in our approach. On this basis we will then describe the two coupled learning loops (participation and cultivation) which in our conception characterise the dynamics of knowledge cooperation and argue for the importance of looking at participation and cultivation as an interacting duality. Our main message is that the duality of participation and cultivation that constitutes our model of knowledge cooperation allows us both a better understanding of knowledge processes in an online community and to design active, dynamic, healthy communities where cultivating knowledge and participation in cultivating that knowledge mutually activates and sustains each other.
Keywords: online communities, community-oriented knowledge management, participation, cultivation, knowledge cooperation, communities of practice
Share this item:
Look inside Download PDF (free)
Abstract
The connection of intangible assets to cash flow generation is a major management issue. In addition, a majority of the investment is made in the intangible capital items. This paper intends to present an approach that supports the continuous measurement of intangible assets and allows an extended value based management framework that considers both tangible and intangible elements. The value of a company includes significant elements that are not described by the generally accepted accounting methods such as relationship capital, organizational capital, and knowledge and competence of employees. These elements are possible to be presented in an expanded balance sheet. We face challenges when we try to quantify the elements for a concrete date or when we intend to capture the exact changes throughout a certain period. Based on generally accepted accounting standards, the investment into intellectual assets is mostly handled as cost. This cost is accountable against the revenue of the period therefore decreasing the period's profit. This approach does not allow the carrying forward of any cost element for future periods, even in the case of a long term cost. If we reconsider our cost management framework and the costs that serve the development or replacement of intellectual capital items we manage as capital expenditures in intellectual capital items and not as a period's expense, we could build up a ground‑up approach to the handling of intellectual capital items. This approach results in the compilation of two balance sheets and profit & loss accounts that are alternative versions of each other. The visualization of intellectual assets and intellectual capital might significantly change the decision making process and the general thinking of the management. The authors suggest further research in order to support the development of the conceptual framework and the operational rules of practice.
Share this item:
Successful Sharing of Project Knowledge: Initiation, Implementation and Institutionalisation
pp19‑28
Waltraud Grillitsch, Alexandra Müller-Stingl, Robert Neumann
Look inside Download PDF (free)
Abstract
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
Share this item:
Khalid Hafeez, Fathalla Alghatas
Look inside Download PDF (free)
Abstract
The topic of Community‑of‑Practice (CoP) has been discussed in the management literature in the earlier part of 1990's, and since attracted a lot of attention from academics and professionals around the globe. Communities of Practice (CoP) have become a strategic approach for fostering learning and transferring knowledge. However, there are a few studies, which explain what makes a community to engage in a discussion to share their knowledge and experience. This paper discusses the anatomy of a CoP, and examines a number of knowledge management tools such as story telling and discourse analysis to illustrate how knowledge is transferred and learning takes place in a virtual Community of Practice. Results are presented from a 'live' virtual community of practice, which is in the maturity period of its life cycle to discuss the role of domain experts and moderators how they facilitate to engage the community in dialogues and help generate the new knowledge. Also using Nonaka and Takeuchi's knowledge spiral model it is explained how learning takes place in this virtual community of practice.
Keywords: Community of practice, discourse analysis, knowledge management, story telling, Nonaka and Takeuchi's knowledge spiral model
Share this item:
Julie Hermansand Annick Castiaux
Look inside Download PDF (free)
Abstract
It is obvious from the study of literature that university‑industry (U‑I) relationships and their subsequent knowledge transfers are topics of high political, economical, managerial and academic interest. Indeed, technological knowledge is seen as a major source of long‑term economic growth and its transfer to the firm is critical since it acts as a significant innovation factor. In order to access this knowledge, a portfolio of sourcing strategies is available to the firm: knowledge creation through internal RandD departments, knowledge sharing with suppliers or market relationships, and also transfer from knowledge institutions such as public and private research centres. In this paper, we recognISe that University is a central source of knowledge but we question the general belief that knowledge is per se flowing between private and academic sphere through the conduct of University‑Industry relationships. As a result, this paper presents our literature analysis concerning this research topic and explores one particular mean of inter‑organisational knowledge transfer, namely the University‑Industry collaborative research project. We present findings from an exploratory study, which aims at examining knowledge flows and collaborative behaviours at stake in such research projects. This interview survey has been realised with respondents actively involved in Belgian university‑industry (U‑I) interactions and provides qualitative data analysed through the theoretical framework of organisational knowledge creation developed by Nonaka and Takeuchi. We found evidence supporting the existence of a knowledge spiral as a dynamic for the whole projects and identified some knowledge‑based limits to the reconciliation process between university's interests and company's needs.
Share this item:
Aboubakr A. Moteleb, Mark Woodman
Look inside Download PDF (free)
Abstract
Knowledge management, now a distinct domain of research and practice, has roots in many disciplines. As a result, a wide variety of philosophies, theories, and definitions of knowledge management are used in the literature, and in practice. This has led to many models and methodologies being used in developing knowledge management systems, but without sufficient cross‑pollination of ideas from the various influences and adopted philosophies. We argue that this has led to significant gaps in the understanding of what is needed for knowledge management systems and to divergent and inadequate models and methodologies. These problems are hindering both research and practice. Fieldwork in knowledge management systems development for organisations has been supplemented by an in‑depth analysis of the literature, which has revealed particular gaps in knowledge management systems research. The notions that should underpin knowledge management systems development are confused and incomplete. This paper summarises the most salient of these and challenges several of the published notions of knowledge, knowledge management, and models of knowledge management. In particular we challenge the apparently accepted dichotomies and propose how different facets can be considered within a matrix of KM models.
Keywords: Knowledge, knowledge management, knowledge management systems, knowledge management systems development
Share this item:
Look inside Download PDF (free)
Abstract
This paper presents a study about the idea of structurally managing individuals' affections, i.e. affects, in relation to the organisational learning process. The instrument under investigation has been TABLe MATRIX — 'The Affect Based Learning Matrix'; a structured tool, based on the cognitive therapeutic process, to be used to identify affects and thus aiding in making analyses in relation to an organisational occurrence or change (coming or already existing), a subject, or a problem. In order to evaluate the approach, we have interviewed thirteen management representatives from Human Resources andor Operational Development within following branches: Medicine, Finance, Education, Retail Fast Moving Consumer Goods, Manufacturing, Travel and Transportation, Construction, and the Public Sector and Religious Communities. The evaluation shows a great interest among the respondents in visualising affects in relation to learning.
Share this item:
Robert Parent, Julie Béliveau
Look inside Download PDF (free)
Abstract
Organisational learning and knowledge management experts are searching for more appropriate research tools to tackle the difficult concepts of organisational learning and knowledge. This paper provides an overview of the learning history methodology, first proposed by Kleiner and Roth, in studying knowledge transfer activities. The learning history methodology, typically used within an action research environment, is designed to allow recognition of what has been learned in the past to guide stakeholders in the dialogical generation of a new future. It is a qualitative measurement tool of what has been learned, and remains sensitive to contextual factors, since it is based on the perceptions of the organisation's actors and the theoretical sensitivity of the researcher. This paper surveys the learning history literature to determine the roots, benefits and challenges of this research method. We will then demonstrate the advantages of using this approach to studying organisational knowledge transfer by presenting a case study where it is being used within participatory action research logic. Finally, we will provide lessons learned from our ongoing research and draw on implications for practice and future theorising.
Share this item:
Look inside Download PDF (free)
Abstract
This paper explores the motivation for information exchange between firms within a knowledge‑intensive industry. The qualitative empirical data is gathered from the Finnish games industry. The industry is seen as a complex system that changes through an evolutionary process. There are three main explanations for such collective efforts. First, the firms want to help each other in order to create critical mass at the national scale. Second, selection operates more strongly at the group level between industries than within the industry. Third, information exchange makes their search functions more effective allowing collective search.
Keywords: Information exchange, knowledge-intensive industry, critical mass, group selection, collective search
Share this item:
Susan G. Restler, Diana D. Woolis
Look inside Download PDF (free)
Abstract
Virtual communities of practice (COPs) are fast becoming a basic work unit in a networked world. The relationship between COPs, Knowledge Management, and the Learning Organisation is a question of priority for social sector leaders, researchers, policy makers, and practitioners as they seek to establish ways to maintain relevance and effectiveness in the volatile environments in which they work (Thomas et al, 2005). When well executed, virtual COPs produce results because the knowledge is stewarded: organised for learning, poised for action, and planned for sustainability. In this paper, we document and analyse the actors and factors that, in our experience, contribute to success: Enlightened Leadership, Compelling Work, Appropriate Technology and Knowledge Sustainability. Over the last two years we have worked with new virtual COPs in both the public and non‑profit sectors. The outsized successes prove the power of this approach to work. The under‑performers help define the parameters for more effective implementations. Perhaps surprisingly, the critical success factors for a high‑performing virtual COP have absolutely nothing to do with technological aptitude. The two key determinants of community success harken back to Business Management 101: the strategic clarity and capacity for collaborative leadership in the organisation, and the specificity and practicality of the community mission.
Keywords: Communities of Practice, Innovation, Knowledge Management, Virtual Communities, Non-profit Management, Public Administration
Share this item:
Look inside Download PDF (free)
Abstract
The aim of this paper is twofold. First, to call attention to why storytelling is a pivotal building block of Relational Capital and second, to provide an understanding of how stories receive media coverage, in essence explain how PR professionals seek to influence the business press into telling stories about their client companies and how journalists in turn react to the story material sent to them by PR departments. This paper approaches this issue through gatekeeping theory and presents an example of the various gatekeepers affecting the media coverage of corporate stories. Although the paper includes theoretical reflection, it chiefly attempts to bring new insights to the topic by providing empirical research results. The paper reports findings from a qualitative analysis of semi‑structured, in‑depth interviews conducted with six journalists from the Finnish business press and six Finnish PR Professionals. The article shows three types of stories that PR professionals use to lure the business press into writing news about their client companies. These are: 1) an idea of a story 2) a hidden story and 3) a ready‑made story. The article concludes in showing that an idea of a story will be appealing to business journalists, especially if the story is not obviously helping a commercial enterprise improve their image. It shows that a hidden story, however, can be appealing to business journalists even if the story would clearly improve a commercial enterprise's image. The ready‑made story, though, is found to be appealing to journalists chiefly as background information that might trigger a later story.
Share this item:
Look inside Download PDF (free)
Abstract
This research focuses on analysing knowledge processes of the design process, especially the early phases of the design process that can be called concept design. It aims at developing a body of knowledge that builds on the relevant issues toward user‑centred design in a form of a framework. This is intended to apply, organise and synthesise processes, theories and concepts from the separate but linked disciplines of knowledge management and human‑ computer interaction, hence addressing one of the most essential topics and goals of system design, i.e. how to define what is needed in the system and how the system should mediate human activities„for the purposes of this research, in the context of interest‑based communities and mobile technology. The framework is based on the following propositions: (1) The participants of design process include designers and users as actors, both of which are seen to possess knowledge needed toward successful design; (2) this knowledge is proposed to be context‑specific, hence being specific for certain users using certain technology; (3) for the user as well as for the design professional there are some things that are known but have not been articulated; and (4) the knowledge processes transforming tacit knowledge into explicit knowledge by users and designers are linked and need to be combined, finally (5) toward knowledge embedded into concepts, products, or services. Overall, the research highlights how knowledge processes enable user involvement and capturing tacit (and novel) user knowledge toward successful concept designdesign.
Share this item:
Look inside Download PDF (free)
Abstract
In this paper evidence that sustain the importance of partaking in promoting knowledge creation and sharing, is gathered from a recent study of optimisation of a corrugated cardboard machine. The investigating method is action research combined with the theoretical views of the SCOT approach (Pinch and Bijker, 1989; Latour, 1987; Law, 1992). It is revealed how inclusion of workers in discussion concerning their workplace, promotes an ownership to their work. This was accomplished by creating a trusting environment allowing workers to speak open and freely (Webb et. al, 2002). Hence knowledge creation and sharing concentrates on those who need the knowledge which is developed. In reality what happened in this project was a redistribution of power and influence (Lukes, 1974).
Share this item:
Look inside Download PDF (free)
Abstract
The Bologna declaration aims at providing solutions for the problems and challenges of European Higher Education. One of its main goals is the introduction of a common framework of transparent and comparable degrees that ensures the recognition of knowledge and qualifications of citizens all across the European Union. This paper will discuss an ontology‑based model that supports the creation of transparent curricula content (Educational Ontology) and the promotion of reliable knowledge testing (Adaptive Knowledge Testing System). Beside the description of the evolution of the Educational Ontology, which has been developed within a research project by the Department of Information Systems, role of the ontology in managing, mapping and sharing the knowledge of curricula will be discussed in details as well. The Educational Ontology addresses establishing relation between the requirements of labour markets and the content of curricula through competencies that can be acquired during a given training program. Another critical aspect of this research concerns the measuring of knowledge. The second part of the paper will focus on the possibilities of adaptive knowledge testing and describes how a suitably elaborated ontology model can support adaptive testing of students by enabling a detailed exploration of missing knowledge and knowledge areas.
Share this item:
