The document discusses the MATURE model for analyzing motivational aspects in knowledge management. It was developed over 4 years of research to systematically include motivational factors. The model takes a socio-technical perspective and was informed by empirical studies. It focuses on observable barriers and links them to potential measures. The model analyzes individual, interpersonal, and work environment factors that can influence motivation. Measures are proposed at each level, like aligning tools with interests/values, improving cooperation, and ensuring the right infrastructure. The model provides guidance for interventions to improve knowledge development practices. The researchers are now applying the model through a consulting network.

1. Christine Kunzmann, Andreas Schmidt
The MATURE Model
for Analyzing
Motivational Aspects
Revisited
MATEL 2012
September 19, 2012
http://mature-ip.eu
Saarbrücken

2. Current situation
▪ Motivational aspects have been realized as important
factors in knowledge management activities
• failures of technology-driven or top-down initiatives
• change of individual value systems
• and we have a large share of knowledge workers
▪ But there is hardly any clue how to do it systematically
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3. Context
▪ Results of four years research as part of the MATURE
project
▪ Goal: how to systematically include motivational
aspects into knowledge maturing support (i.e.,
collaborative knowledge development)
▪ Socio-technical perspective:
how to intervene into socio-technical environments?
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4. General approach taken
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5. General approach taken (II)
▪ Empirical analysis of real-world practices
• Ethnographically informed studies
• Large-scale expert interview studies
• In-depth case studies
▪ Design activities
• Iterative and participatory design
▪ Evaluation activities
• Formative and summative evalution activities
▪ Consulting activities
• Applying concepts and approaches in practices
• Outside the frame of the research project
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6. Key characteristics
▪ An analytical framework
▪ Designed to be easy to understand and relevant to
workplace reality
▪ Focuses in the first place on observable barriers
▪ But is linked to possible measures
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8. Measures: Individual Factors
▪ Interests, Values, Needs
• Interests: create room for pursuing individual interests
• Values: align organizational actions with individual value
systems
• Needs: take needs (such as experiencing autonomy,
competence, and social relatedness) into account when
introducing new tools
▪ Capability
• Whole range of human resource development, such as training,
support for peer learning, job rotation/enrichment etc.
• Design tools that respond to the current capabilities
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9. Measures: Interpersonal Factors
▪ Cooperative Factors
• Create incentive structures influencing the economics of
cooperation
• Create transparency to establish a trust culture
• Better understanding of own‘s one role
▪ Affective factors
• Hard to tackle at the workplace
• Possibly
• Team building
• Getting to know each other‘s environments
• Group coaching
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10. Measures: Work Environment
▪ Infrastructure
• Provide the right tools: shared folders, communication tools,
blogs, microblogging, wikis etc.
• Make them usable
• Align private and professional IT usage (integration, BYOD)
• Appropriate introduction and support
▪ Organizational Factors
• Development of organizational culture through fostering
• Mutual trust and empathy
• Accessibility of opportunities for helping others
• Allowing for mistakes
• Openness & transparency
• Appreciation of ideas and proactiveness
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11. And it matters which kind of
knowledge we develop!
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12. Conclusions
▪ Initial analytical model has remained stable, but we
clarified several aspects
• Gathered a lot of empirical evidence
▪ We have moved from pure analysis to guidance for
interventions
• But context matters!
▪ Now we move from science to practice
as part of a European consulting network
http://knowledge-maturing.com
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13. http://knowledge-maturing.com 13
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14. Outlook & Contact
Knowledge Maturing Consulting Network
http://knowledge-maturing.com
Christine Kunzmann
Researcher and Consultant
Kompetenzorientierte Personalentwicklung
http://consulting.knowledge-maturing.com
ck@knowledge-maturing.com
Andreas Schmidt
Professor for Enterprise Social Media & Mobile Business
Scientific Coordinator MATURE
Karlsruhe University of Applied Sciences
andreas_peter.schmidt@hs-karlsruhe.de
http://andreas.schmidt.name
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