The document summarizes work from the second year of the MATURE project, which developed a knowledge maturing model to analyze knowledge development processes. It refined concepts like the knowledge maturing landscape and phase model through theoretical and empirical analysis. The model can now be used to assess knowledge maturing, identify barriers, design intervention systems, and align with other organizational functions. Next steps include creating knowledge maturing guidance and aligning indicators with standard reporting.

1. MATURE Continuous Social Learning in Knowledge Networks Knowledge Maturing Model v3 ( WP 1) UIBK, FZI 2 nd Annual Review May 5-6, 2010, Barcelona http://mature-ip.eu

2. Main route year 2 Function of the model & procedure in year 2 Focussed state of the art analysis Knowledge Maturing Model Landscape Knowledge maturing indicators Knowledge maturing activities Guidance Phase model v3 Conclusions & Outlook MATURE - Continuous Social Learning in Knowledge Networks

3. Function of the model Conceptual anchor for the project and multiple boundary objects between the different strands of research, development and evaluation activities Framework for analysis of company contexts, for interventions and the assessment of their effects Foundation for systematic design of supporting solutions MATURE - Continuous Social Learning in Knowledge Networks

4. Process year 2 MATURE - Continuous Social Learning in Knowledge Networks

5. MATURE - Continuous Social Learning in Knowledge Networks Focussed state of the art analysis

6. Is knowledge maturing a process of continuous evolutionary change? Christensen: dichotomy between sustaining and disruptive innovation sustaining innovation corresponds to an evolutionary development of knowledge disruptive innovation has as a prerequisite that you have built up a new strand of knowledge (i.e., “revolutionary” knowledge development) before becoming an innovation Consequence: Evolutionary support : functionality for easily changing things, collecting feedback and filtering of new ideas Revolutionary support : creating rooms for new developments, not constrained by existing knowledge structures, starting again from scratch. MATURE - Continuous Social Learning in Knowledge Networks

7. Is more mature always better? Knowledge can enable and constrain effective action More knowledge is better: a questionable assumption Reflects a similar discussion on information Information demand, logistics, overload, filtering (for action) Sedimentation also has two sides Increases confidence of knowledge workers, identify “solid knowledge rocks” out of the waves of transient knowledge Increases core rigidity Balancing by strategy & guidance It is not more knowledge, but selected knowledge that is more mature that counts in our model. MATURE - Continuous Social Learning in Knowledge Networks

8. What is the role of artefacts for knowledge maturing? Boundary objects = “objects that both inhabit several communities of practice and satisfy the informational requirements of each of them” requires robustness on the one side, but also interpretative flexibility MATURE - Continuous Social Learning in Knowledge Networks

9. MATURE - Continuous Social Learning in Knowledge Networks The knowledge maturing model landscape

10. Knowledge Maturing Criteria & Indicators MATURE - Continuous Social Learning in Knowledge Networks

11. MATURE - Continuous Social Learning in Knowledge Networks

12. Knowledge maturing indicators operationalise the notion of knowledge maturing how can we observe or assess knowledge maturing? provide a basis for guidance activities in a closed-loop approach: how can we systematically and traceably intervene into knowledge maturing with the help of guidance activities? help shaping goals and measures in broader initiatives for knowledge management how can we align interventions into knowledge maturing with the portfolio of management instruments already in use in an organisation? Are based on context-dependent assumptions no universal indicators, but a “construction kit” MATURE - Continuous Social Learning in Knowledge Networks

13. Problems with Indicators v1 First version defined on the basis of the ethnographic studies However: Not clear what they actually measure and how it relates to knowledge maturing Differentiation needed between State-based (measuring maturity) and event-based (measuring maturing) indicators Levels of granularity (knowledge maturing of a certain piece of knowledge vs. knowledge maturing processes in a company in general) MATURE - Continuous Social Learning in Knowledge Networks

14. Criteria Artefact-related measure something related to any form of artefact Individual capability-related individual’s experience, competence, or knowledge. Sociofact-related quality of social interaction or meta-competencies on a collective level Alignment of artefacts and cognifacts. aligning the maturity or formality of artefacts with the maturity of the cognifacts, avoiding over- and under-formalization. Impact & Results. measure maturity of knowledge through the output it generates MATURE - Continuous Social Learning in Knowledge Networks

15. Artefact-related MATURE - Continuous Social Learning in Knowledge Networks

16. Sociofact-related MATURE - Continuous Social Learning in Knowledge Networks

17. Guidance MATURE - Continuous Social Learning in Knowledge Networks

18. MATURE - Continuous Social Learning in Knowledge Networks

19. Guidance any influence on the direction (“goal”) or the quality of knowledge maturing processes by entities not directly involved in them . can range from an unintended “influence” (e.g., via the mere existence of artefacts) via explicit shaping of context conditions (e.g., giving room for collaboration, recommendation of artefacts) up to direct interventions into the setting of goals or even operational procedures (e.g., decisions on what to pursue and what to discard, prescription of artefacts). not limited to persons as the “guiding” entity MATURE - Continuous Social Learning in Knowledge Networks

20. Forms of guidance Artefact-based guidance Awareness of existence Legitimation, commitment Quality and usefulness Level of formality Sociofact-based guidance Culture Collaboration and communication structures Shared practices Managerial guidance Setting goals and thus giving priority Shape work environment and work organisation Organise and coach learning processes MATURE - Continuous Social Learning in Knowledge Networks

21. Knowledge Maturing Phase Model MATURE - Continuous Social Learning in Knowledge Networks

22. MATURE - Continuous Social Learning in Knowledge Networks

23. Phase Model v3 Splitting an instructional and an experimental path (major strands from interviews) Separating large-scale roll-out from the standardisation phase without necessarily a wider standardisation (major need for clarification in the interviews) Institutionalization has two perspectives: external (black box; output specification, service, product) internal perspective (white box; process, practice, roles, responsibilities, feedback mechanisms etc.) MATURE - Continuous Social Learning in Knowledge Networks

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25. Conclusions MATURE - Continuous Social Learning in Knowledge Networks

26. Summary Improved understanding through theoretical work as well as reflection in empirical work Take-up of experiences made with demonstrators Major extension of the Knowledge Maturing Model into a Landscape of Models Refining of Concepts of Knowledge Maturing Impact on Coordination of Year 3 Activities Prototype development Evaluation In-depth Study Conceptual refinement of KMMM MATURE - Continuous Social Learning in Knowledge Networks

27. Advancing the state of the art Knowledge maturing model landscape provides a unique system for Analysing knowledge development processes and their existing barriers (motivational, organisational etc.) Identifying key activities to improve Designing socio-technical systems intending to overcome barriers Making knowledge maturing and the effects of intervention measurable Linking knowledge maturing to other organisational functions MATURE - Continuous Social Learning in Knowledge Networks

28. Future plans Guidelines for knowledge maturing support Alignment of KM indicators with standard reporting system (KPIs) Consideration of complementary initiatives, such as innovation management, quality management, high performance management Interventions and levers as proposals for guidance activities MATURE - Continuous Social Learning in Knowledge Networks