Hazel Hall's invited paper presented at Developing and sustaining a knowledge sharing culture, Warwick Business School, Warwick, 16-17 September 2008. The material presented here draws on the findings of Hazel Hall's doctoral research, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
Defining high level organizational architecturesNicolay Worren
Presentation that I held October 10, 2011 at the European Organisation Design Forum meeting in Frankfurt, Germany. See my blog for more information about the meeting.
Have you wondered where, why, and how ITIL came from, then this is the meeting that will explain it all! You will hear why ITIL can be a Business Analyst's best friend!
John Magill will discuss how ITIL is the leading body of knowledge for Service Management helping you design services not just applications. He will also share with you how to get infrastructure people and application people to work together, how to design for utility, warranty and usability - a design for success. He will show how to ensure that the services are optimally employable by the business and manageable by the provider and some key ITIL architectures including Service Lifecycle and the V model, how to transition designs into production and continual service improvement - all establishing and increasing quality.
Defining high level organizational architecturesNicolay Worren
Presentation that I held October 10, 2011 at the European Organisation Design Forum meeting in Frankfurt, Germany. See my blog for more information about the meeting.
Have you wondered where, why, and how ITIL came from, then this is the meeting that will explain it all! You will hear why ITIL can be a Business Analyst's best friend!
John Magill will discuss how ITIL is the leading body of knowledge for Service Management helping you design services not just applications. He will also share with you how to get infrastructure people and application people to work together, how to design for utility, warranty and usability - a design for success. He will show how to ensure that the services are optimally employable by the business and manageable by the provider and some key ITIL architectures including Service Lifecycle and the V model, how to transition designs into production and continual service improvement - all establishing and increasing quality.
Keynote: Tracy Green - Digital Knowledge Day 2013 | Search Integration Search Integration
Keynote: Tracy Green - Digital is now a vital part of the DNA of every organisation. The opportunity to improve services, engage with audiences and save money is on offer but there are pitfalls too. Ensuring your digital presence is integrated, coherent and joined up can be a challenge for big organisations which tend to be fragmented, disparate and lacking digital governance. The key to success is focussed on the cultural and organisational changes needed to put digital at the forefront of everything we do . Having been at the heart of this digital transformation in two big public organisations Tracy Green looks at the impact this can have, the challenges for organisations driving the change and the potential benefits that can deliver. Tracy Green is the Head of Online Services in the UK Parliament where she leads on digital strategy at the heart of UK democracy. From Digital Knowledge Day, an event by Search Integration
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
Keynote: Tracy Green - Digital Knowledge Day 2013 | Search Integration Search Integration
Keynote: Tracy Green - Digital is now a vital part of the DNA of every organisation. The opportunity to improve services, engage with audiences and save money is on offer but there are pitfalls too. Ensuring your digital presence is integrated, coherent and joined up can be a challenge for big organisations which tend to be fragmented, disparate and lacking digital governance. The key to success is focussed on the cultural and organisational changes needed to put digital at the forefront of everything we do . Having been at the heart of this digital transformation in two big public organisations Tracy Green looks at the impact this can have, the challenges for organisations driving the change and the potential benefits that can deliver. Tracy Green is the Head of Online Services in the UK Parliament where she leads on digital strategy at the heart of UK democracy. From Digital Knowledge Day, an event by Search Integration
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
his is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
My Empirikom 2012 presentation in Aachen, Germany. I discuss my work with analytical constructs (genre ecologies, activity systems, activity networks), illustrating them with a case and showing how they might point to better understandings of computer-mediated communication in professional environments.
Focus is on understanding Information Professionals and how they connect with solution providers.
This was presented at the Document Management Solution Providers Executive Forum (http://www.aiim.org/dmspef).
IT Project Success through Profiling-Pro - Business Architecture for Busines...ITPSB Pty Ltd
Instant accessibility to accurate business intelligence and critical business planning information is vital if you want to achieve IT project success. Your decision making for business project planning needs to be based upon factual information from the right information sources, rather than from people who think that they know the answers to business.
Profiling-Pro uses a Business Architecture Tool called Corporate Profiling which creates a simple high level Business Architecture for business professionals. You can filter and report on all of your critical business information. That means no technical information and no minutiae about bottom level specifics that interest the analysts.
Business architecture for business specialists and IT professionals wanting I...ITPSB Pty Ltd
Profiling-Pro is a Cloud Service that drives IT Project success by creating a business focused information architecture for the business specialist who needs accurate IT project planning and business project information to ensure IT project planning.
ATI Systems Engineering - The People Dimension Professional Development Techn...Jim Jenkins
This course provides perspective and insight into a part of the system engineering process that is critical to the success of any project: the people, and the leadership and management of people. It includes a short review of system engineering and it's associated processes, especially the people related aspects. It discusses the subjects of leadership and management, and their differences, and how they relate to system engineering.
The course is valuable to program and Line Management, as well as to technical and administrative personnel who are a part of the system engineering process.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Preparation of the PhD thesis for examinationHazel Hall
Training materials used with doctoral students faced with the challenge of writing up their research and asking themselves 'How do I write up my doctoral study?'
Presentation delivered by Professor Hazel Hall at the RIVAL Reunion event in Edinburgh, 25th May 2023. Further details of the event at https://blogs.napier.ac.uk/social-informatics/2023/05/rival-reunion-event-25-may-2023/
Platform to Platform project lightening talkHazel Hall
Lightning talk on the AHRC/Creative Informatics funded Platform to Platform project to create a podcast series based on Lorna Lloyd's 'Diary of the war', and assess audience engagement with archives in two different digital formats - (1) a Blipfoto journal of text and images, and (2) sound in podcast episodes.
Platform to Platform: initial findings from the empirical studyHazel Hall
Initial findings from the empirical study of the Platform to Platform project are presented. The research centred on the creation of a podcast series based on the war diary of Lorna Lloyd (available at https://rss.com/podcasts/lornalloyd/), and the evaluation of audience engagement with it as compared with engagement with online text and images in a Blipfoto journal at http://blipfoto.com/lornal. The research was funded by the AHRC through the Creative Informatics programme.
Digital options: an assessment of audience engagement with a digitised set of...Hazel Hall
Paper presented at the Archives and Records Management conference, 2nd September 2022 on audience engagement with Lorna Lloyd's Diary of the war as a Blipfoto journal, and as a podcast series.
Using a multi-location, longitudinal focus group method to conduct qualitativ...Hazel Hall
Paper presented at 13th Qualitative and Quantitative Methods in Libraries International Conference (QQML2021) (virtual conference), 25-28 May 2021. Full text available at https://www.napier.ac.uk/~/media/worktribe/output-2755729/using-a-multi-location-longitudinal-focus-group-method-to-conduct-qualitative-research.pdf
Research, impact, value and library and information science (RIVAL): developm...Hazel Hall
The research-practice gap in Library and Information Science (LIS) is well documented, especially in respect of the difficulties of translating research into practice, and resultant lost opportunities. While many researchers attempt to explain this research-practice gap, few suggest strategies to address it. The creation of researcher-practitioner networks, however, is one approach that has been proved empirically to bridge the distance between the two communities. Such a network is currently operating in Scotland, funded by the Royal Society of Edinburgh. Research, Impact, Value and Library and Information Science (RIVAL) is part-way through its implementation based around four knowledge exchange events for a network membership of 32 from a wide variety of LIS sectors. RIVAL’s successful delivery depends in part on the project leads’ experience of undertaking, and evaluating the impact of, a UK Arts and Humanities Research Council funded grant: the Developing Research Excellence and Methods (DREaM) project. Already there are indications that RIVAL is delivering value to network members. There is a strong expectation for this to be enhanced, both in the remainder of the funding period and beyond, offering theoretical contributions to the study of social networks, especially in respect of social capital development to support knowledge exchange.
Collaboration and networking: learning from DREaM and RIVALHazel Hall
Discusses the extent of networking and collaboration amongst library and information science researchers and practitioners who took part in the AHRC-funded Developing Research Excellence and Methods (DREaM) project in 2011/12, and the extent to which learning from this grant has influenced the delivery of the Royal Society of Edinburgh funded Research Impact and Value and Library and Information Science project in 2019/20.
Research into Practice case study 2: Library linked data implementations an...Hazel Hall
The research underlying this presentation explored the role that libraries play in the linked data context. Focusing on European national libraries and Scottish libraries, multiple data gathering methods and constant comparative analysis were applied in the study. Amongst the findings, a general lack of awareness within the library community of the Semantic Web and the implications of linked data was identified. At the same time, there is recognition that linked data augments the discoverability and enhances the interoperability of library data. The presentation will include recommendations for the application of the findings of this research in practice.
Catalysing research into practice from the ground upHazel Hall
David Stewart, CILIP President for 2019 and Regional Director of Health Library and Knowledge Services North, presents on his key presidential theme: the importance of evidence to underpin the difference that library services make. He provides an overview of CILIP’s plans for greater collaboration and co-ordination, and also shares details of work undertaken in NHS England. This includes (a) national research on return on investment, and (b) details of the Catalyst scheme in the North of England, which has been designed to develop librarian research capability and a ground-up, small-scale research programme.
Professor Hazel Hall introduces the second networking event of RIVAL - a collaborative network of Scotland-based Library and Information Science (LIS) researchers and practising library and information professionals interested in maximising the impact and value of library and information science research. The project, which runs in 2019 and 2020, is funded by the Royal Society of Edinburgh.
Research, Impact, Value and LIS = RIVAL.
Scotland's school library strategy: advocacy and impact by Martina McChrystalHazel Hall
Vibrant libraries, thriving schools: a national strategy for school libraries in Scotland 2018-2023 is Scotland’s school library strategy. By showcasing the impact an excellent school library service can deliver, the strategy is intended to be used to influence decision-making in respect of school library provision. Martina's presentation outlines about her involvement in the development of the strategy as Chair of the National School Library Strategy Advisory Group, the strategy’s role in advocacy, and its anticipated impact.
Getting research into action: issues, challenges, solutions by Dr Sarah MortonHazel Hall
Sarah Morton has worked across research, policy and practice for most of her career, and will draw on examples from different settings encountered over this time in her presentation. She is keen to interrogate our learning about effective evidence use from the last 20 years, and review how this can be supported from research and practice perspectives. She will present a vision for the effective use of evidence of all kinds to plan, develop and improve policy, practice, and services. As part of this she will explain some of the ways that she is currently developing tools and support for effective evidence use.
Professor Hazel Hall introduces RIVAL - a collaborative network of Scotland-based Library and Information Science (LIS) researchers and practising library and information professionals interested in maximising the impact and value of library and information science research. The project, which runs in 2019 and 2020, is funded by the Royal Society of Edinburgh. This is the first of the four networking events.
Research, Impact, Value and LIS = RIVAL.
Participatory Budgeting, São Paulo, BrazilHazel Hall
Summarises a research project on participatory budgeting in São Paulo, Brazil undertaken by Edinburgh Napier University researchers Dr Wegene Demeke and Dr Bruce Ryan, and supported by the Global Challenge Research Fund.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Culture as culprit: using actor-network theory to unpick power issues of knowledge exchange in corporate environments
1. “Culture” as culprit: using actor-network theory
to unpick power issues of knowledge exchange
in corporate environments
Dr Hazel Hall
Reader
School of Computing
Napier University
h.hall@napier.ac.uk
2. Presentation content
“Culture”
Frameworks
Actor-network theory as framework
Application of the framework
Subversive behaviour and compromise
References
3. Background
Optimism associated with the development of systems to
promote knowledge sharing is misguided
Examples in the literature go back to 1980s
“Culture” often takes the blame
The context in which it is hoped that knowledge sharing will be
engendered is stronger than the technology and staff provided for
the support of knowledge sharing activity
4. Early sociotechnical studies
Kling & Scaachi (1982)
Argue that the operation and enhancement of computer
implementations are compromised by:
shifting technical relationships
fluid, complex social relationships
Challenge assumptions that:
Developers and users act in a rational manner
Initiatives will be adequately resourced
Key players command social and political power to motivate
widespread adoption
5. Explanations: sociotechnical studies
Kling & Scaachi (1982)
Argue that the operation and enhancement of computer
implementations are compromised by:
shifting technical relationships
fluid, complex social relationships
“CULTURE”
“CULTURE”
Challenge assumptions that: Developers and users work to
Developers and users work to
Developers and users act in a rationalspecific,personal, short-term
manner
specific, personal, short-term
agendas; time and money is
Initiatives will be adequately resourcedagendas; time and money is
squeezed; often key players do
Key players command social and political power to motivate do
squeezed; often key players
not have political power.
not have political power.
widespread adoption
6. Alternative assumptions of “system”
A system is
More than a set of neutral components
A form of social organisation
Subject to limitations of available resources
Funding
Political power
Staffing
A competitor for resources
“Culture” refers to power relationships in this context (Ekbia
& Kling, 2003)
7. Purpose of frameworks
Frameworks
help make sense of data collected, and thus of phenomena (e.g.
organisational dynamics) observed
act as a tool for diagnosis
and thus aid the processes of:
acquiring knowledge
i.e. important elements for research
reflection
output to have real organisational impact
action for change
8. Output of frameworks
Frameworks provide a means of formatting research
findings
e.g., as a graphical representation of the organisation under
investigation
In using a framework it is possible to
(re)organise data
understand what it is that they represent
present findings in a format that is understandable to others –
the representation can be used as a short-cut to shared
understanding
9. Actor-network theory as framework
History
Developed in 1980s
Michel Callon and Bruno Latour
Key concepts
Non-humans, as well as humans, are actors
Relationships between actors shift as they compete for
organisational resources, from tangible, e.g. office space, to
intangible, e.g. corporate attention
Actor-networks grow through successful “translation”
Actor-networks diminish/disintegrate when ties in the network
loosen
10. Actor-network theory example
Case study organisation wanted explanations as to why the
efforts of its knowledge management staff to promote
information systems for knowledge sharing were sub-optimal.
The organisation was understood as a mesh of competing actor-
networks.
The success/failure of corporate initiatives was suspected to be
related to the degree to which particular groups enhanced or
diminished their organisational power-base.
Service delivery could be examined with reference to historical
and social context of the organisation.
The approach provided opportunities to reflect, learn, act.
11. Actors in the organisation
Knowledge System
System “Ordinary” staff
“Ordinary” staff
Knowledge
sharing as a usage
usage (not KM
(not KM
sharing as a Specialist KM staff
concept Specialist KM staff statistics
statistics specialists)
specialists)
concept members in
members in Senior sponsors of
Senior sponsors of KM as a
centralised unit KM as a
Shared centralised unit KM (not KM
KM (not KM External concept
Shared External concept
collaboration Mission specialists)
specialists) systems
collaboration Mission systems
space
space statements KM strategy vendors
statements KM strategy vendors
Senior staff with KM
Senior staff with KM Specialist KM staff
responsibilities (not KM Repositories
responsibilities (not KM Repositories Specialist KM staff
members in business
members in business
specialists)
specialists) System
System units
External consultants units
External consultants
12. Analysis episode 1
Mission
Mission
statements
statements
Senior sponsor of
Senior sponsor of Senior specialist
KM as a Senior specialist
KM (not a KM
KM (not a KM KM as a IM/KM staff member
concept IM/KM staff member
specialist)
specialist) concept 2 in centralised unit
2 in centralised unit
System
System
Specialist IT/KM staff
Specialist IT/KM staff
member 1 in
member 1 in
centralised unit
centralised unit
13. Analysis episode 2
Mission
Mission
statements
statements
Senior sponsor of KM (not
Senior sponsor of KM (not
aaKM specialist)
KM specialist)
Specialist IM/KM
Specialist IM/KM Senior specialist
Senior specialist
staff members in KM as aa
KM as
staff members in IM/KM staff member 22
IM/KM staff member
centralised unit concept
concept
centralised unit in centralised unit
in centralised unit
Senior specialist
Senior specialist
IM/KM staff member 33 System
System
IM/KM staff member
in centralised unit
in centralised unit
Some specialist
Some specialist
Specialist IT/KM staff IM/KM staff members
IM/KM staff members
Specialist IT/KM staff in business units
member 11in centralised unit
member in centralised unit in business units
“Ordinary” staff (not
“Ordinary” staff (not
KM specialists)
KM specialists)
14. Analysis episode 3
Mission
Mission
statements
statements
Senior sponsor of KM (not
Senior sponsor of KM (not
aaKM specialist)
KM specialist)
Specialist IM/KM
Specialist IM/KM Senior specialist
Senior specialist
staff members in KM as aa
KM as
staff members in IM/KM staff member 22
IM/KM staff member
centralised unit concept
concept
centralised unit in centralised unit
in centralised unit
Senior specialist
Senior specialist
IM/KM staff member 33 System
System
IM/KM staff member
in centralised unit
in centralised unit
Specialist IM/KM staff
Specialist IM/KM staff
members in business
members in business
units
units
“Ordinary” staff (not
“Ordinary” staff (not
KM specialists)
KM specialists)
15. Analysis episode 3
Mission
Mission
statements
statements Central position of
system, & its proximity
Senior sponsor of KM (not
Senior sponsor of KM (not to KM as a concept
aaKM specialist)
KM specialist) confusion over what
Specialist IM/KM Senior specialist KM represented in the
Specialist IM/KM Senior specialist KM as aa
staff members in
staff members in IM/KM staff member 22
IM/KM staff member
KM as organisation
centralised unit concept
concept
centralised unit in centralised unit
in centralised unit
Senior specialist
Senior specialist
IM/KM staff member 33 System
System
IM/KM staff member
in centralised unit
in centralised unit
Specialist IM/KM staff
Specialist IM/KM staff
members in business
members in business
units
units
“Ordinary” staff (not
“Ordinary” staff (not
KM specialists)
KM specialists)
16. Analysis episode 3
Mission
Mission
statements
statements Distance between
policy documentation &
Senior sponsor of KM (not
Senior sponsor of KM (not “ordinary” staff
aaKM specialist)
KM specialist) explained lack of
Specialist IM/KM Senior specialist engagement in KM, &
Specialist IM/KM Senior specialist KM as aa
staff members in
staff members in IM/KM staff member 22
IM/KM staff member
KM as what it implied in terms
concept
concept
centralised unit
centralised unit in centralised unit
in centralised unit of behaviours
Senior specialist
Senior specialist
IM/KM staff member 33 System
System
IM/KM staff member
in centralised unit
in centralised unit
Specialist IM/KM staff
Specialist IM/KM staff
members in business
members in business
units
units
“Ordinary” staff (not
“Ordinary” staff (not
KM specialists)
KM specialists)
17. Analysis episode 3
Mission
Mission Ties between KM staff in
statements
statements business units
Senior sponsor of KM (not strengthened over time
Senior sponsor of KM (not (translation) at expense of
aaKM specialist)
KM specialist)
relationship with
Specialist IM/KM Senior specialist
Specialist IM/KM
staff members in
Senior specialist KM as aa centralised KM team & tool
KM as
staff members in IM/KM staff member 22
centralised unit
IM/KM staff member concept of implementation
concept
centralised unit in centralised unit
in centralised unit commitment to KM
Senior specialist weakened
Senior specialist
IM/KM staff member 33 System
System
IM/KM staff member
in centralised unit
in centralised unit
Specialist IM/KM staff
Specialist IM/KM staff
members in business
members in business
units
units
“Ordinary” staff (not
“Ordinary” staff (not
KM specialists)
KM specialists)
18. Subversive behaviour & compromise
Attention to, for example
“Promotion” of KM as a concept within in the organisation
Alignments leading to (mis)understanding?
Incentives for desirable KM-related behaviours
“Location” of KM functions
Centralised/decentralised
Reporting lines
Perceptions of KM roles
Job titles
19. References
Callon, M. & Latour, B. (1981). Unscrewing the big Leviathan: how actors
macrostructure reality and how sociologists help them to do so. In K. Knorr
Cetina & A. Cicourel (Eds.). Advances in social theory and methodology:
towards an integration of micro- and macro-sociologies (pp. 277-303).
London: Routledge.
Kling, R. Scaachi, W. (1982). The web of computing. Advances in Computers
21, 1-90.
Ekbia, H. & Kling, R. (2003). Power issues in knowledge management [Online].
Available: https://scholarworks.iu.edu/dspace/html/2022/164/WP03-
02B.html [5 September 2008].