Characterizing Knowledge Maturing: A Conceptual Process Model for Integrating E-Learning and Knowledge Management 2  Unive...
Outline <ul><li>Motivation </li></ul><ul><li>Knowledge Maturing Process: the model </li></ul><ul><li>Criteria for characte...
Motivation <ul><li>The &quot;knowledge flow&quot; in companies is far from optimal  although  various LMS, KMS and other l...
Observations <ul><li>Analysis of the knowledge flow </li></ul><ul><li>The nature of knowledge changes </li></ul><ul><ul><l...
Organizational Information Processing
Knowledge Maturing Process Emergence of ideas Distribution in Communities Formali- zation Formal training new ideas common...
Characteristics (1) <ul><li>Interconnectedness/contextualization </li></ul><ul><ul><li>„ learning is network creation“ </l...
Characteristics (2) <ul><li>Hardness </li></ul><ul><li>Commitment/Legitimation </li></ul>
 
 
Disruptions in the Process Emergence of ideas Distribution in Communities Formali- zation Formal training new ideas common...
Formalization vs. Ad-hoc Training <ul><li>classical barrier between E-Learning and KM </li></ul><ul><li>Technical Level </...
Distribution in Communities vs. Formalization <ul><li>Here, main issues are human and social </li></ul><ul><ul><li>detachm...
Conclusions <ul><li>The Knowledge Maturing Process is a macro level description of interconnected individual learning proc...
Outlook <ul><li>Specialization of the model for other areas </li></ul><ul><ul><li>e.g. (business) processes, innovation ma...
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Characterizing Knowledge Maturing - A Conceptual Process Model Integrating E-Learning and Knowledge Management

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Talk at the Professional Knowledge Management Conference, Potsdam, Mar 30, 2007

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Characterizing Knowledge Maturing - A Conceptual Process Model Integrating E-Learning and Knowledge Management

  1. 1. Characterizing Knowledge Maturing: A Conceptual Process Model for Integrating E-Learning and Knowledge Management 2 University of Innsbruck School of Management Information Systems [email_address] http://iwi.uibk.ac.at/ 2 FZI Research Center for Information Technologies Information Process Engineering Karlsruhe, GERMANY [email_address] http://www.fzi.de/ipe Ronald Maier 1 Andreas Schmidt 2
  2. 2. Outline <ul><li>Motivation </li></ul><ul><li>Knowledge Maturing Process: the model </li></ul><ul><li>Criteria for characterizing the different phases </li></ul><ul><li>Two examples for disruptions in the process </li></ul><ul><ul><li>formalization vs. ad-hoc training </li></ul></ul><ul><ul><li>distribution in communities vs. formalization </li></ul></ul><ul><li>Conclusions </li></ul>
  3. 3. Motivation <ul><li>The &quot;knowledge flow&quot; in companies is far from optimal although various LMS, KMS and other learning support systems are in place </li></ul><ul><li>Key problems: </li></ul><ul><ul><li>(implicit) conceptual differences between the different disciplines that deal with “learning in organizations” </li></ul></ul><ul><ul><li>current models suggest a rather smooth transition and ignore the differences </li></ul></ul>
  4. 4. Observations <ul><li>Analysis of the knowledge flow </li></ul><ul><li>The nature of knowledge changes </li></ul><ul><ul><li>deepened level of understanding </li></ul></ul><ul><ul><li>increasingly conceived as a part of a broader whole </li></ul></ul><ul><ul><li>metaphors: consolidate or mature </li></ul></ul><ul><li>Different forms of learning are appropriate for different levels of maturity </li></ul><ul><ul><li>emergent ideas cannot be taught via seminars or courses </li></ul></ul><ul><ul><li>variet y of content types available in organizations which represent knowledge and are used in ad-hoc learning situations </li></ul></ul><ul><ul><li>standardized courses are efficient for well-established bodies of knowledge </li></ul></ul>
  5. 5. Organizational Information Processing
  6. 6. Knowledge Maturing Process Emergence of ideas Distribution in Communities Formali- zation Formal training new ideas common terminology ad hoc incorporation into training entering into common curricula communication artefacts FAQ entries forum contributions text books courses certificates redesign of the organisation learning objects patents best practices personal notes Ad hoc training project reports case studies lessons learnt formal structure Information artefacts e-learning knowledge management HR development informal learning formal learning
  7. 7. Characteristics (1) <ul><li>Interconnectedness/contextualization </li></ul><ul><ul><li>„ learning is network creation“ </li></ul></ul><ul><ul><li>increased number of explicit connections to other topics </li></ul></ul><ul><ul><li>decrease of implicit contextualization </li></ul></ul><ul><li>Teachability </li></ul><ul><ul><li>how much effort is needed to teach it? </li></ul></ul><ul><ul><li>how broad is the adequate audience? </li></ul></ul>
  8. 8. Characteristics (2) <ul><li>Hardness </li></ul><ul><li>Commitment/Legitimation </li></ul>
  9. 11. Disruptions in the Process Emergence of ideas Distribution in Communities Formali- zation Formal training new ideas common terminology ad hoc incorporation into training entering into common curricula communication artefacts FAQ entries forum contributions text books courses certificates redesign of the organisation learning objects patents best practices personal notes Ad hoc training project reports case studies lessons learnt formal structure Information artefacts
  10. 12. Formalization vs. Ad-hoc Training <ul><li>classical barrier between E-Learning and KM </li></ul><ul><li>Technical Level </li></ul><ul><ul><li>document management systems (formalization) </li></ul></ul><ul><ul><li>learning management systems (ad-hoc training) </li></ul></ul><ul><li>Organizational Level </li></ul><ul><ul><li>operating departments (formalization) </li></ul></ul><ul><ul><li>HR development or training department (ad-hoc) </li></ul></ul><ul><li>Differences with respect to criteria </li></ul><ul><ul><li>legitimation : project teams/manager vs. training experts </li></ul></ul><ul><ul><li>forms of learning : self-directed „information seeking“ vs. ad-hoc training </li></ul></ul><ul><li>Solutions: e.g. SAP Ramp Up Knowledge Transfer </li></ul>
  11. 13. Distribution in Communities vs. Formalization <ul><li>Here, main issues are human and social </li></ul><ul><ul><li>detachment from the originator </li></ul></ul><ul><ul><li>from social incentives (reputation, social esteem) to organizational </li></ul></ul><ul><li>In terms of legitimations: </li></ul><ul><ul><li>requires a transition from personal/informal communities to formal organizational legitimation </li></ul></ul><ul><li>Possible solutions: </li></ul><ul><ul><li>increased visibility of the individual and her impact </li></ul></ul><ul><ul><li>weblogs (with trackbacks) </li></ul></ul><ul><ul><li>wikis </li></ul></ul><ul><ul><ul><li>visible contributions of the individual </li></ul></ul></ul><ul><ul><ul><li>easy transition by adding legitimation (tagging) </li></ul></ul></ul>
  12. 14. Conclusions <ul><li>The Knowledge Maturing Process is a macro level description of interconnected individual learning processes </li></ul><ul><ul><li>a model for structuring real-world phenomena and analyzing problems </li></ul></ul><ul><ul><li>not explaining how learning takes places on a micro level, but rather stating that it takes place differently depending on the level of maturity. </li></ul></ul><ul><li>Creates awareness for disruptions/barriers in the process </li></ul><ul><ul><li>identified criteria feed into analysis framework </li></ul></ul><ul><li>Universal framework, already successfully applied to </li></ul><ul><ul><li>context-aware recommendations of learning opportunities </li></ul></ul><ul><ul><li>task-embedded ontology engineering („ontology maturing“ @ProKW 07) </li></ul></ul><ul><ul><li>reusability of software components (@LSO 07) </li></ul></ul>
  13. 15. Outlook <ul><li>Specialization of the model for other areas </li></ul><ul><ul><li>e.g. (business) processes, innovation management </li></ul></ul><ul><li>Further investigation into criteria of maturity </li></ul><ul><ul><li>Study of large-scale social software like Wikipedia and del.icio.us </li></ul></ul><ul><ul><li>enterprise wiki systems, enterprise knowledge infrastructures </li></ul></ul><ul><ul><li>Case studies of the connections between knowledge routines, types, processes and services in large organizations </li></ul></ul>

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