Hazel Hall's invited paper presented to the Chartered Institute of Management Accountants (Biz.Net programme), River House Conference Centre, Stirling, 6 November 2001. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Presented by Rob Hanna at 2012 STC Summit in Rosemont, IL.
Take a journey into the Information Ecosystem where you will discover how structured information lives within your organization. Content is all around you—in places you may least expect. It exhibits predictable properties and behaviors that will help you capture and classify information for better management of your content.
meet knowledge management, by alexis valourdos ALEXBALOO
Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
A vision on collaborative computation of things for personalized analysesDaniele Gianni
Presentation delivered at the 3rd IEEE Track on
Collaborative Modeling & Simulation - CoMetS'12.
Please see http://www.sel.uniroma2.it/comets12/ for further details.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Presented by Rob Hanna at 2012 STC Summit in Rosemont, IL.
Take a journey into the Information Ecosystem where you will discover how structured information lives within your organization. Content is all around you—in places you may least expect. It exhibits predictable properties and behaviors that will help you capture and classify information for better management of your content.
meet knowledge management, by alexis valourdos ALEXBALOO
Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
A vision on collaborative computation of things for personalized analysesDaniele Gianni
Presentation delivered at the 3rd IEEE Track on
Collaborative Modeling & Simulation - CoMetS'12.
Please see http://www.sel.uniroma2.it/comets12/ for further details.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
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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/
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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.
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Knowledge management and knowledge sharing
1. Knowledge management and knowledge sharing
Hazel Hall
Senior Lecturer
School of Computing
Napier University, Edinburgh
h.hall@napier.ac.uk
1
2. Knowledge management and knowledge sharing
Format of the presentation
• Knowledge management “defined”
• Knowledge management perspectives
• Knowledge management at Napier University
• Knowledge sharing
2
3. Knowledge management and knowledge sharing
Knowledge management: a definition
“The capabilities by which communities within an organisation
capture the knowledge that is critical to them, constantly
improve it and make it available in the most effective manner
to those people who need it, so that they can exploit it
creatively to add value as a normal part of their work”
3
4. Knowledge management and knowledge sharing
Knowledge management: a definition
“The capabilities by which communities within an organisation
capture the knowledge that is critical to them, constantly
improve it and make it available in the most effective manner
to those people who need it, so that they can exploit it
creatively to add value as a normal part of their work”
4
5. Knowledge management and knowledge sharing
Information science
Psychology
Science and technology
Artificial intelligence
Sociology
Knowledge
management Information
systems
Business studies
Computer science
Strategic
Organisational
management
science 5
6. Knowledge management and knowledge sharing
Information science
Librarians
Military strategists
Psychology
Science and technology
Management consultants
Artificial intelligence
Sociology
Engineers
Knowledge
Human resources
managers management Information
systems
Hardware & software
vendors
Business studies
Computer science
Accountant
Charities s Strategic
Organisational
management
science 6
8. Knowledge management and knowledge sharing
Contested approaches
Laissez-faire Re-engineering
3 articulations from the literature
KM1: Library and Information Science
KM2: Process Engineering
KM3: Organisational Theory
(Davenport & Cronin, 2000)
8
9. Knowledge management and knowledge sharing
KM1: “Knowledge organisation” approach
Identify
Acquire internally and externally for subsequent retrieval
Classify produced publications and use
Catalogue
Organise
Store
9
10. Knowledge management and knowledge sharing
KM2: “Process” approach
then recompile systems
Use and resources identify
to map and model
techniques existing conceptual
“know-how”
and tools links, form new links
10
11. Knowledge management and knowledge sharing
KM3: “Creation” approach
Provide
conditions so that knowledge is
to encourage
for created and shared
knowledge culture
knowledge freely
creation
11
12. Knowledge management and knowledge sharing
KM1: “Knowledge organisation” approach
Identify
Acquire internally and externally for subsequent retrieval
Classify produced publications and use
Catalogue
Organise
Store
Isn’t this just information management?
Ignores “tacit”, unrecorded knowledge
12
13. Knowledge management and knowledge sharing
KM2: “Process” approach
then recompile systems
Use and resources identify
to map and model
techniques existing conceptual
“know-how”
and tools links, form new links
Over-emphasis on the process of mapping & modelling
Too little emphasis on human factors
Cost of exercise 13
14. Knowledge management and knowledge sharing
KM3: “Creation” approach
Provide
conditions so that knowledge is
to encourage
for created and shared
knowledge culture
knowledge freely
creation
Ignores “published” sources
Dependent on personality “types”
Highly reliant on personal networks 14
15. Knowledge management and knowledge sharing
KM at Napier University
Teaching
• focused on integrated strategies
• students learn about KM while “doing” KM
Research: examples
• communities of practice and networked learning
• teledemocracy
• careers guidance
• advertising
15
16. Knowledge management and knowledge sharing
Value of conducting research on encouraging knowledge
sharing
Most commonly discussed topic at KM conferences
• priority area for knowledge research
• priority area for companies
“knowledge hoarding is power” “knowledge sharing is valued”
(Kelleher & Levene, p. 39)
16
17. Knowledge management and knowledge sharing
Knowledge gaps and debates in this area
• KM research questions about teams
• value of organisational incentives for information sharing
• case study evidence
17
18. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
Usability
Hard Responsibilities
Articulation
Soft Status
Critical mass
Communities Boundary
objects
18
19. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Financial rewards
Hard
Soft Career advancement/security as reward
Access to information and knowledge as reward
19
20. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Increased pay
Bonuses
Rewards Stock options
Financial rewards
Hard
Promotion
Career advancement/security as reward Future work
Soft
Learning
Access to information and knowledge as reward
Innovation
20
21. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Financial rewards
Hard
Soft Career advancement/security as reward
Access to information and knowledge as reward
21
22. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Hard
Enhanced reputation as reward
Soft
Personal satisfaction as reward
22
23. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Hard
Enhanced reputation as reward Gratitude
Flattery
Soft
Recognition
Personal satisfaction as reward Cross-hierarchy alliances
Positive results of
altruism
23
24. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards
Hard
Enhanced reputation as reward
Soft
Personal satisfaction as reward
24
25. Knowledge management and knowledge sharing
Incentives for knowledge sharing
c e
Rewards plian
m
r y co st
p ora tere
Hard e tem elf-in
u rag ote s hips
Enco prom tions ing pes
”
- k y
Soft ver re rela risk ta ality “t
O tu
R up urage erson
p
isco nd on
D e
D ep
25
26. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Training & debriefings
Conditions
Mentoring & assisting
Acquire knowledge
Disseminate knowledge Responsibilities Time allocated
“Copying” permitted
Status
Senior management buy-in
Communities
Leadership by example
26
27. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Acquire knowledge
Disseminate knowledge Responsibilities
Status
Communities
27
28. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Training & debriefings
Conditions
Mentoring & assisting
ve
e rati
Acquire knowledge
imp
Responsibilities
Disseminate knowledge n ge Time allocated
re c ha
C ultu
“Copying” permitted
Status
Senior management buy-in
Communities
Leadership by example
28
29. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Remove management
Responsibilities levels
Relegate Status Mask status
Communities All are contributors,
experimentation is
encouraged
29
30. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Responsibilities
Academic
research on online
interactions
Relegate Status
Doctors v nurses
Communities
30
31. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
f
Removeomanagement
rd
Responsibilities
ft r ewa
levels
o
n st s tion
a gai puta
rks ed re
Relegate Wo a
Status nc Mask status
enh
Communities All are contributors,
experimentation is
encouraged
31
32. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Shared commitment,
Conditions obligation & co-
dependence vitality
& trust
Responsibilities
Social interaction
clique & high risk
Status exchange
Provide for Communities Identity
common
purpose 32
33. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Conditions
Responsibilities
Social events
Status Common language
framework
Provide for Communities Space
33
34. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Shared commitment,
Conditions obligation & co-
dependence vitality
& trust
Responsibilities
Social interaction
clique & high risk
Status exchange
”
a ted
Provide for Communities
“ cr e Identity
’t be common
Can purpose 34
35. Knowledge management and knowledge sharing
Incentives for knowledge sharing
s
k tie
a
Shared commitment,
we
obligation s co-
&
Conditions
e rsu
gv
dependence vitality
on
tr& trust
S
Responsibilities
Social interaction
clique & high risk
Status exchange
”
a ted
Provide for Communities
“ cr e Identity
’t be common
Can purpose 35
36. Knowledge management and knowledge sharing
Incentives for knowledge sharing
s
k tie
a
Shared commitment,
we
obligation s co-
&
Conditions
e rsu
gv
dependence vitality
on
tr& trust
S
Responsibilities n
a tio
n
Social interaction
e mi
d
clique & high iss risk
Status it ed
h ib
exchange
In
”
a ted
Provide for Communities
“ cr e Identity
’t be common
Can purpose 36
37. Knowledge management and knowledge sharing
Incentives for knowledge sharing
s
k tie
a
Shared commitment,
we
obligation s co-
&
Conditions
e rsu
gv
dependence vitality
on
tr& trust
S
Responsibilities n
a tio
n
Social interactione mi
clique & highd iss risk
Status it ed
h ib
exchange
In
” ip
a ted sh
Provide for Communities
“ cr e Identity ber
be m
’t common me
Can on
purpose
its 37
Lim
38. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Ease of use Usability
Usefulness of use is obvious Articulation
Critical mass
Boundary
objects
38
39. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Ease of use Usability
Usefulness of use is obvious Articulation
Critical mass
Boundary
objects
39
40. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Usability
Integration of tools with communities Articulation
Critical mass
Boundary
objects
40
41. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Usability
Integration of tools with communities Articulation
Critical mass
Boundary
objects
41
42. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Ease of use Usability
Usefulness of use is obvious Articulation
Integration of tools with communities Critical mass
Boundary
objects
42
43. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Usability
Articulation
classification schemes
Critical mass
repositories
Boundary
spaces and people objects
43
44. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Infrastructure
Usability
Articulation
Ease of knowledge sharing classification schemes
Equal status Critical mass
Community ownership repositories
Exploitation of weak ties Boundary
Transfer from oldies to newbies spaces and people objects
44
45. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
Usability
Hard Responsibilities
Articulation
Soft Status
Critical mass
Communities Boundary
objects
45
46. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
Usability
Hard Responsibilities
Articulation
Soft Tension Status
Critical mass
Communities Boundary
objects
Mixed incentives 46
47. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
To jump start knowledge For long-term compliance To help new members of staff
sharing
To encourage experimentation For cross-team working
To match “expectations” For “community” benefits For distributed staff
of personality types
To promote moral obligation For wide dissemination
47
48. Knowledge management and knowledge sharing
Incentives for knowledge sharing
Rewards Conditions Infrastructure
To jump start knowledge For long-term compliance To help new members of staff
sharing
To encourage experimentation For cross-team working
To match “expectations” For “community” benefits For distributed staff
of personality types
To promote moral obligation For wide dissemination
Knowledge is a private Knowledge is a public good Knowledge is accessible
good
48
49. Knowledge management and knowledge sharing
References and further work in this area
Davenport, E., & Cronin, B. (2000). Knowledge management: semantic drift
or conceptual shift?, [Online]. Available:
http://www.alise.org/nondiscuss/conf00_Davenport-Cronin-paper.htm
[2000, 28 January].
Davenport E. & Hall, H. (2002 in press). Organizational knowledge and
communities of practice. In B. Cronin & D, Shaw (Eds.). Annual Review
of Information Science and Technology. Medford NJ: Information Today.
Hall, H. (2001). Input-friendliness: motivating knowledge sharing across
intranets. Journal of Information Science 27(2), 139-146.
Kelleher, D., & Levene, S. (2001). Knowledge management: a guide to good
practice. London: British Standards Institution.
49