The lecture introduces "Global Social Knowledge Management" - it starts with conceptual foundations and discusses research approaches and methodologies and potentially interesting research topics. Several studies on KM and Social Software are outlined, in particular studies on barriers of KM in global settings as well as utilizing SoSo for KM.
A business is, in essence, a vast collection of knowledge and information. It's what's behind the creation of benchmark products and services, and it exists as a web of insights and ideas shared by staff. It's in your documentation—your manuals, guidelines, lists, databases, memos, and files. And it's also in the minds of your team members, as the expertise you need to capture to enhance your business. Knowledge is power, and when properly harnessed, it fuels a successful company.
Technology has had a tremendous impact on knowledge management (KM), inspiring the development of robust software platforms to leverage KM strategies. Knowledge management software continues to evolve in response to new demands and challenges.
Let's look at 15 emerging knowledge management trends that are changing the course of knowledge management software.
Knowledge management and social media by Enamul HaqueEnamul Haque
Today, most of the conversations happen on the web, using different social media tools. Conversations that are stored electronically are forming knowledge nuggets, serving the world, like it has never been before. That’s the Social media era that we are passing through. Which is changing the way we live our life & share knowledge.
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."
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
A business is, in essence, a vast collection of knowledge and information. It's what's behind the creation of benchmark products and services, and it exists as a web of insights and ideas shared by staff. It's in your documentation—your manuals, guidelines, lists, databases, memos, and files. And it's also in the minds of your team members, as the expertise you need to capture to enhance your business. Knowledge is power, and when properly harnessed, it fuels a successful company.
Technology has had a tremendous impact on knowledge management (KM), inspiring the development of robust software platforms to leverage KM strategies. Knowledge management software continues to evolve in response to new demands and challenges.
Let's look at 15 emerging knowledge management trends that are changing the course of knowledge management software.
Knowledge management and social media by Enamul HaqueEnamul Haque
Today, most of the conversations happen on the web, using different social media tools. Conversations that are stored electronically are forming knowledge nuggets, serving the world, like it has never been before. That’s the Social media era that we are passing through. Which is changing the way we live our life & share knowledge.
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."
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
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/
12 Principles Of Knowledge Management By Enamul HaqueEnamul Haque
There is little doubt that we have entered the knowledge economy where what organisations know is becoming more important than the traditional sources of economic power – capital, land, plant and labour – which they command.
When people are given access to the information and resources they need to complete a task, they can finish it more quickly and effectively.
An engineer selecting a part for a sensor, a scientist analyzing data from an experiment, a manager selecting among various new technologies—all these actions are more likely to succeed if the people have access to relevant information about what has worked before and who has made the same analyses.
Knowledge management applications are the key to helping bring the right information to the right people at the right time to make the right decision.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
This talk was given in National Conference on Emerging Trends in Business- NCETB 2016, @Christ University on 12 Feb 2016
The topic was Knowledge Management through SECI Model and effective Tacit to Explicit Conversion-An experience sharing. This talk focused our experience of knowledge management using the SECI Model. SECI Model focuses on four modes of Knowledge management:
1. Tacit to Tacit (Socialization)
2. Tacit to Explicit (Externalization)
3. Explicit to Explicit (Combination)
4. Explicit to Tacit (Internalization)
Provided details about our experience of converting the tacit knowledge to explicit knowledge. Tacit knowledge is the experience and the knowledge which is residing the minds of people. Many times bringing this out is a big challenge and it gets lost as soon as the member leaves the organization or moves to another project.
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/
12 Principles Of Knowledge Management By Enamul HaqueEnamul Haque
There is little doubt that we have entered the knowledge economy where what organisations know is becoming more important than the traditional sources of economic power – capital, land, plant and labour – which they command.
When people are given access to the information and resources they need to complete a task, they can finish it more quickly and effectively.
An engineer selecting a part for a sensor, a scientist analyzing data from an experiment, a manager selecting among various new technologies—all these actions are more likely to succeed if the people have access to relevant information about what has worked before and who has made the same analyses.
Knowledge management applications are the key to helping bring the right information to the right people at the right time to make the right decision.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
This talk was given in National Conference on Emerging Trends in Business- NCETB 2016, @Christ University on 12 Feb 2016
The topic was Knowledge Management through SECI Model and effective Tacit to Explicit Conversion-An experience sharing. This talk focused our experience of knowledge management using the SECI Model. SECI Model focuses on four modes of Knowledge management:
1. Tacit to Tacit (Socialization)
2. Tacit to Explicit (Externalization)
3. Explicit to Explicit (Combination)
4. Explicit to Tacit (Internalization)
Provided details about our experience of converting the tacit knowledge to explicit knowledge. Tacit knowledge is the experience and the knowledge which is residing the minds of people. Many times bringing this out is a big challenge and it gets lost as soon as the member leaves the organization or moves to another project.
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
Problem Solving PowerPoint Presentation Content slides include topics such as: teaching problem solving skills, evaluating how you solve problems, understanding the process: how to solve problems, 8 active listening techniques, primary issues for problem solvers, group or individual brainstorming, the problem solving framework, vertical and lateral thinking, adaptors and innovators as problem solvers, collaborative problem solving, leadership and creative work environments, four models of problem solving, SWOT, the 6 C's of decision making, how to's and much more.
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
Organisational AnalysisAnalysing and Codifying Organisational .docxvannagoforth
Organisational Analysis
Analysing and Codifying Organisational Knowledge
‹#›
Aims
To discuss knowledge as an organisational resource (VIRO)
To discuss knowledge creation cycles in organisations
To build on your understanding of knowledge cycles organisations.
Codifying knowledge
Controlled dictionaries, vocabularies
Taxonomies
Folksonomies
Organisational Implications
‹#›
Definition of Knowledge Management
“Knowledge Management is the process of capturing, distributing, and effectively using knowledge.”
Davenport, T. and Prusak, L. (1998)
This definition does not commit any stakeholder to any particular form of method or technology.
‹#›
Job Profiles in Knowledge Management
‹#›
Knowledge and Competitive Advantage
As a Resource:
Knowledge, in the organisational context, is:
the sum of what is known among organisational members.
Organisational success requires organisations to develop new techniques and competencies to fully utilise the intelligence & knowledge among its organisational members.
To become aware of and utilise both explicit and tacit knowledge.
‹#›
Knowledge – Resource Based View
Competitive Advantage
Part of strategy is taking a resource based view of the organisation
Knowledge, learning are intangible resources
Competition in the ‘knowledge economy’ requires organisations:
to acquire & make use of (i.e. exploit) existing knowledge (within and beyond the organisation)
manage and utilise knowledge innovatively through exploration and searching for new options
‹#›
Explicit versus Tacit Knowledge
Explicit knowledge:
Can be codified (tangible)
Precisely and formally articulated
Easy to transfer, share, document and communicate
"Explicit knowledge is emphasised as a management tool to be exploited as organisational knowledge. Groupware, intranets, list servers, knowledge repositories, database management and knowledge action networks allow the sharing of organisational knowledge”
Scarbrough et al. (1999)
“Managers hope that these tools will retain knowledge within the company when employees have left, and also that this will encourage learning and the flourishing of communities of interest across functional boundaries"
Radcliffe-Martin, Coakes and Sugden (2000)
‹#›
Explicit versus Tacit Knowledge
Tacit knowledge:
Subconsciously understood or applied
Difficult to articulate and often context-specific
Developed from direct action and experience
Shared through conversation or story-telling
"Tacit knowledge is not available as a text. . . .It involves intangible factors embedded in personal beliefs, experiences, and values" (Pan and Scarbrough 1999).
‹#›
Knowledge as a Resource
Resource Analysis (VIRO)
Organisational Analysis examines resources as:
V - Valuable
I – Imitable (or non-imitable)
R - Rare
O – Organised (well deployed)
Preparing some business students for their Capstone course
How do we put a “value” on knowledge as a resource?
‹#›
Challenges to Knowledge Management
A num ...
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
Speaker: Allam Ahmed, SPRU
Presentation at the Eldis 20th Anniversary event "Learning from 20 years of digital knowledge sharing for global development" held at IDS on Thursday 15 September 2016 and Friday 16 September 2016.
You can watch a video of this presentation at:
https://youtu.be/ncIVJFLBXZ8
ISSIP Service Design Speaker Series
Panel Title: Developing design capabilities in organizations: Diluting or condensing design innovation skills (February 19th 2020)
Filipe Lima
https://www.linkedin.com/in/filipedelima/
Dr. Lisa Malmberg
Ana Kustrak Korper
https://www.linkedin.com/in/ana-kustrak-korper-835b726/
Dr. Daniela Sangiorgi
https://www.linkedin.com/in/daniela-sangiorgi-6749aa1b/
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Soccnx III - The impact of the national culture on the adoption and use of so...LetsConnect
Speakers: Pavel Bogolyubov
The use of social media in organizations implies a paradigm shift in user behavior from a one-way mode to more proactive, collaborative way of working with much more dynamism and openness than before. Our research shows that such shift does not necessarily fit equally well the behavioral traits exhibited in different countries, and such cultural factors as collectivism (propensity to work in well established groups), relationship with power and hierarchy, and so on, can have a significant impact on how well social systems are adopted. I would like to address the Connections community with an overview of the national culture concept and to describe our research findings to date concerning the implementation cases in a variety of countries. I would envisage that it will be of relevance to those engaged in the Connections deployment in different countries directly on in consultancy capacity.
Computational Thinking and Acting: Future Technologies for Future GenerationsJan Pawlowski
Computation Thinking describes the ability to purposefully use computers for problem solving. Computation Thinking and Acting focuses on using technologies for solving real world problems. The slides give examples and solutions how to include COTA in primary schools.
The presentation discusses quality considerations and success factors of MOOCs - a critical review of current discussions and some potentials for Asian-European collaboration
Contextualization of Open Educational Resources in Asia and EuropeJan Pawlowski
The presentation shows current developments of OER in Europe and Asia - starting with barriers and analysis of the current status, we realized three case studies, looking at OER in Finland, Malaysia and Philippines. The results lead to 10 main recommendations to achieve successful, cross-border collaborations for learning and teaching using OER.
Born Global Innovation - Social Software to Support Global InnovationJan Pawlowski
The presentation shows "Born Global Innovation" which aims at directed innovation processes in non-competing markets - this approach should allow SMEs to go global from the very beginning by creating trusted partnerships. The presentation shows how social software can support these innovation processes.
The Nordic Open Education Alliance at EDEN 2013Jan Pawlowski
The presentation shows the idea of creating a regional approach to collaborate around Open Educational Resources (OER) in the Nordic countries. Which are the main barriers and recommendations / actions to overcome those.
The Nordic Open Education Alliance: Global Collaborations through Open Educat...Jan Pawlowski
The presentation introduces the Nordic Open Education Alliance which aims at promoting and support the uptake of Open Educational Resources (OER) in the Nordic countries. The presentation discusses the current status in the Nordic countries and the possibilities to engage in global collaborations. How can we support OER as a tool for educators around the globe? How can we create, re-use and share OER to support global collaborations?
The presentation shows 5 main trends for e-learning - it is a starting point for discussions, slides can be re-used for workshops on trend identification and roadmapping
Knowledge Management (KM) is a social activity. More and more organizations use social software as a tool to bridge the gap between technology- and human-oriented KM. In order to create interoperable, transferable solutions, it is necessary to utilize standards. In this paper, we analyze which standards can be applied and which gaps currently exist. We present the concept of knowledge bundles, capturing information on knowledge objects, activities and people as a prerequisite for social-focused KM. Based on our concept and examples, we derive the strong need for standardization in this domain. As a manifesto this paper tries to stimulate discussion and initiating a broad initiative working towards a common standard for the next generation of knowledge management systems. Our manifesto provides with eight recommendations how the KM community should act to address future challenges.
The Personalization Challenge: Context and Culture Metadata for Mobile Learning
In this keynote, we addressed m-learning adaptation based on a standardized context description. The context description contains cultural, organization and individual factors as a base for adaptable and adaptive systems. This is used on the openscout project which is about adaptation of learning resources also in the international context.
Open Educational Resources for Global Collaboration: Introduction, Guideline...Jan Pawlowski
An extensive slideset and workshop concept regarding the internationalization of open educational resources. This includes an introduction of OER, some practices. The main aspect provides guidelines for OER internationalization and a simple case study (including samples and worksheets). If you are interested to further develop the workshop concept, just drop me an email...
Open management education and social software20110407Jan Pawlowski
how to use open content / open educational resources for management education using social software tool? OpenScout (www.openscout.net) provides access to thousands of hours to freely available management contents - we discuss how to utilize social software in learning scenarios as well as for the adaptation of learning materials
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Research Issues in Knowledge Management and Social Media
1. The use of social software for
Knowledge Management in
globally distributed settings
Jan Pawlowski & Henri Pirkkalainen
Global Information Systems group
Department of Computer Science and Information Systems
TJTSD66 Advanced Topics in Social Media
2. Global Information Systems
Mission Statement
Creating and validating new solutions for Information Systems in a
global context - this includes the support of individuals and
organizations to improve competitiveness, performance, and mutual
understanding
Topics
Designing work and learning processes in globally distributed
organizations
Design & development methods for global information systems
Culture analysis and awareness
Support tools for knowledge intensive processes in global
organizations
ICT4D: ICT for development
E-Learning and knowledge management in global
organizations
3. Global Information Systems, University of Jyväskylä
The Team
Denis Kozlov
Kati
Clements
Jan M.
Pawlowski
Henri
Philipp Holtkamp Pirkkalainen
4. Twitter feedback channel
#GSKM13
You can provide feedback and ask questions
regarding our part and the research topics
through Twitter
5. Social Software for KM: Contents
Knowledge Management in Global Settings
Social Software – Vocabulary in IS field?
Starting point for global inspection - Barriers
Focus in KM – what has been studied and how?
Towards unexplored research territories
10. Related Concepts (modified,
North, 1998)
Competitiven
ess
+
Competence uniqueness
+applying to
Skill new settings
Knowledge +use
Information +context
Data +meaning
Symbol +syntax
11. Definition: Knowledge Management
“Knowledge management is defined as the management function responsible for
the regular selection, implementation and evaluation of goal-oriented
knowledge strategies that aim at improving an organization’s way of handling
knowledge internal and external to the organization in order to improve
organizational performance. The implementation of knowledge strategies
comprises all person-oriented, organizational and technological instruments
suitable to dynamically optimize the organization-wide level of competencies,
education and ability to learn of the members of the organization as well as to
develop collective intelligence.“ (Maier 2002)
”Planned and ongoing management of activities and processes for leveraging
knowledge to enhance competitiveness through better use and creation of
individual and collective knowledge resources.” (CEN 2004)
14. Business Process Management
in a Networked Business
Management Processing
R&D
A
Marketing R&D
Sales Marketing Processing Marketing
Production B
Sales
IT
Services
Sales
IT
Services
Marketing
Material Flow
Knowledge/
Information / Data
Flow
15. Some random questions…
Decision questions
– Where to produce?
– How to build partnerships (joint ventures, contractors, …)
– Which systems to exchange knowledge?
Operational questions
– How to process wood?
– When will the next shipment arrive?
– How to market the product in Japan?
– How to explain the concept and advantages of Finnish
saunas?
– How to find the main problems of customers?
– Which are import and safety regulations?
16. This means…
Knowledge is a key to global success
Global KM managers need to understand the value
chain and knowledge requirements
Global KM managers need to understand
knowledge processes and culture
Global KM managers are the main hubs for smooth
operations in production and service enterprises
Which kind of IS support is promising or proven
successful?
17. Summary
Knowledge as a critical success factor
Knowledge management to support businesses
Global aspects
– Understanding the context
– Process design
– Systems and tool support
– Cultural aspects
Social Software as a promising tool to combine
human- and technology-orientation
– Which tools for which context?
– How to overcome cultural differences?
– How to embed tools?
19. Social Software
“Social Software enables an interactive way of collaboration,
managing content and connecting to online networks with other
people. It supports the desire of users to be pulled into groups in
order to achieve their personal goals”
(Wever, Mechant, Veevaete & Hauttekeete 2007)
20. Social Software
4 Cs of Social Software
Cook, N. Enterprise 2.0: How Social Software Will Change the Future of Work, UK:Gover, 2008.
23. Groupware
Message systems
Multiuser editors
Group decision support systems (GDSSs) Ellis, Gibbs & Rein 1991)
Computer conferencing systems
Shared information spaces
Workflow management/coordination systems
…Much older approach in the IS research
Ellis C.A., Gibbs S.J. & Rein C.L. 1991. Groupware: Some issues and experiences. Communications of the ACM 34 (1), 39 – 58.
25. Web 2.0
Often explained as the
combination of methods and
techniques on which
Social Media is based on
Still used in IT literacy
http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html
26. What do you focus on when addressing
Social Software?
27. Research Trends for KM & SoSo
Constructive / Design-oriented research
– Tools to improve knowledge exchange and distribution
Do we really understand how global KM works: Qualitative
Research
– Understanding which influence factors and relations emerge in
global settings
– For example: Barriers to KM (why and how)
Relating and quantifying: Quantitative Research
– Understanding behavior in KM settings
– E.g. ISSM, TAM, KM Success Model
• What type of relations, how strong, cause-effect etc.
• Applied for example in Social networking studies, also Web 2.0 focus
28. Barriers?
Discussed from the viewpoint of an individual or group of people
Can relate to social interaction and as an example to factors that
hinder or challenge knowledge exchange
Might relate to challenges and risks when adopting or using a
specific technology
Challenges set by diverse workers, hierarchies and cultural
influences within an organization
In many cases tied to a specific context
Can be presented as a wider concept “cultural distance”
…or as a question that is formed from the problem,
“How to reward contribution?”…
29. Barriers
+ +
Organizational Dependent on business Location, time, culture
and hierarchical process and project and language
=
“Knowledge Islands”
30. Success factors - barriers
Critical Success Factors (CSF)
The relation between a barrier and success factor not always clear
…not always counter balanced in a way that overcoming a
barrier means a success
…not all success factors can be derived from barriers
Barriers are a starting point to understand success factors within a
specific context
Geographical dispersion of individuals
CSF
“set meeting schedules and rules of engagement”
“conduct periodic face-to-face meetings”
31. Context.
Organization /
Success Factors Individuals
Instruments
Holistic, integrated and standardized approach
– KM integrated within culture, coordination, and leadership
– Consider relationships and interdependencies
– Avoid isolated solutions, e. g., different, incompatible communication systems, no
standards, different knowledge processes,
– Knowledge processes and ICT platforms for KM should be standardized
throughout the organization and integrated with the existing business processes.
Knowledge-oriented culture
– Supportive organizational culture
– Open and communicative atmosphere
– Supporting a knowledge-oriented culture through e. g., communication of success
stories and best practices, through the acceptance of errors a s well as promoting
individual responsibility
Management support
– Top management to strategic knowledge goals, allocate sufficient budgets to the
KM initiative
– Providing good example for the change of behavior
– A knowledge champion can act as a coordinator for management support as well
as key speaker and motivator for the initiative.
32. Relation of concepts – GSKM
(Global Social Knowledge Management)
Pawlowski & Pirkkalainen 2012
38. Methodology to capture barriers
Different approaches depending on the discipline and maturity of the field
KM
Observation, ethnographic approaches
Relying on the rigor of the researcher
The main authors often experts with long history in the field
Experiences
Documented best practices, policies
Also combined approaches applying interviews and surveys within
specific organizations
Global factors
Long traditions, identification turned to concrete context specific
understanding
Social Software
Depending what is analyzed (adoption, influencing factors for sharing,
usability etc.)
Expert interviews, surveys, lab testing etc.
Research trend II - Merging research orientations and disciplines
39. Research results – Part I
Published in ECIS 2011
Studying influencing factors for Researchers’ sharing intentions in
Social Networking sites. Focus on sharing research and educational
information.
Examined our suggested hypotheses in a
quantitative analysis
Model: Extending TAM towards
knowledge sharing. Influence factors of:
-reputation
-anticipated mutual benefit
-self-efficacy
-enjoy helping
-internal personal computing support
-external computing support
-management support
Hypothesized based on existing literature
Kalb, Hendrik; Pirkkalainen, Henri; Pawlowski, Jan; and Schoop, Eric, "SOCIAL NETWORKING SERVICES AS A
FACILITATOR FOR SCIENTISTS’ SHARING ACTIVITIES" (2011). ECIS 2011 Proceedings. Paper 267.
http://aisel.aisnet.org/ecis2011/267
40. Fo
lie
Social Networking Services for research and 40
education
41. Research results – Part I
Survey: 54 eligible responses
Data analysis was conducted using the Partial Least Squares (PLS) approach and the SmartPLS
software. PLS is a structural equation modeling technique (SEM) – well fitting to confirmatory research
Results:
Expected reputation through sharing activities is an important predictor of the intention
the perceived usefulness of an SNS influences the intention to share information
To influence the usefulness in our context we found as antecedents the anticipated
reciprocal relationships through knowledge sharing in the system, the perceived
ease of use of the system and management support
….and Influence of enjoy helping on the intention to share educational resources in
a SNS
Not significant: internal and external support, we can not find support for the hypotheses
H5a and H5b, which propose a positive influence of self-efficacy on sharing behavior.
Kalb, Hendrik; Pirkkalainen, Henri; Pawlowski, Jan; and Schoop, Eric, "SOCIAL NETWORKING SERVICES AS A
FACILITATOR FOR SCIENTISTS’ SHARING ACTIVITIES" (2011). ECIS 2011 Proceedings. Paper 267.
http://aisel.aisnet.org/ecis2011/267
42. Research results – Part II
Currently studied
Studying barrier significance for using OER portals.
Contextualization of the previously presented barriers with OER
focus
Step1: Literature research
Step2: Narrowing the focus and studying barriers
Step3: Mapping identified barriers to KM activities and interventions
Step4: Studying changes over time. Deeper investigation on
implications and reasons behind
44. Research results – Part II
Currently studied
Combining engagement activities (focus group) with the survey
instrument.
Running teacher workshops across Europe
- Presenting OER portals for teachers, running a scenario,
discussing SWOT, change enablers
- Filling the survey on-site or online
1176 eligible responses from 20 countries
Extending current OER research to Social Software (portal focus) to
understand most significant challenges.
Data analysis in progress… Variance analysis (One-way ANOVA)
depicts the significance of barriers dependent on the nationality of
the stakeholders.
45. Research results – Part II
Currently studied
Example difference between countries: availability of resources in
own language
Significant barrier: Bulgaria, Croatia, Lithuania, Latvia…
Not significant: Romania, Spain, Netherlands, Finland..
46. Social Software in
Knowledge Management
Individuals, process/culture, technology
In many cases generalizing the purpose of Social
Software/media unnecessarily
E.g. “social media is essentially a social networking site, with subscribing”
Support of Social Software for different levels of KM:
Knowledge evolution, knowledge use/reuse, knowledge sharing/transfer
Not to replace but to support?
Are we discussing a specific service
or about the web in general?
47. Social Software in KM
Collaboration
Awareness
Documentation
Customer engagement
Interaction with stakeholders
…
48. Research trends III
Analyzing the cultural, organizational, and individual
context
Identifying barriers and potential success factors
Choosing and creating solutions (=interventions /
methods)
– Aligned with strategies and processes
– Addressing barriers
– Involving all stakeholders
– Not overloading people
Utilizing barrier-knowledge in KM processes
49. Social Software in KM activities and tasks
Knowledge Management Tasks
Not all tools are meant to support creation, building, anticipation or
generation
all knowledge steps/tasks acquisition, appropriation or adoption
identification, capture, articulation or
extraction
collection, gathering or accumulation
Identifying
(legally) securing
conversion
organization, linking and embedding
formalization
Collection, modification, collaboration storage
refinement or development
Annotation distribution, diffusion, transfer or
sharing
presentation or formatting
application, deploying or exploiting
review, revision or evolution of
Sharing, awareness knowledge
Source: (Maier, 2004)
50. From barriers to tools…
Tool Purpose Key End user KM Activities & processes Main Barriers
category Functionality
Blogging tools Communication -Post writings -Active & passive exchange of Organizational,
-Comment on professional information (Fiedler & Cultural, Social
writings Welpe 2011).
-Share writing -Acquire / capture / create, Organizational
Apply/share/transfer. Incentive for (Zhang 2010),
(external/internal) (Reuse/innovate/evolve/transform), Fitness to task
-Evaluate writings alerting (Avram 2006) (Thom-Santelli
-Extend with -Knowledge Evolution (Zheng & 2010)
plugins / integrate Zheng 2010) Cognitive (Kim
to other systems -Idea-generation and problem- 2008)
-RSS (alerts) solving (Zhang 2010)
-Externalization, combination
(Chatti et al, 2007)
-Creation, codification, sharing,
collaboration, organization
(Razmerita 2009)
Micro- Connection / -Post micro -Retrieve knowledge for use Organizational,
blogging tools awareness. writings (Zheng & Zheng 2010), Social
-Comment / -Enhancing information sharing
share / evaluate (easy to identify information Fitness to task
micro writings updates), building common (Thom-Santelli
-Share material / ground, sustaining connectedness 2010),
Information via among colleagues, supporting Social (trust)
micro writings informal communication (Zhao & (Zhao & Rosson
-Manage profile Rosson 2009) 2009)
(notifications -Alerting, informing users of
(RSS), privacy) changes (Levy 2009; Avram 2006)
-Follow other -Socialization, combination (Chatti
users et al, 2007)
-Send direct
messages
Pawlowski & Pirkkalainen 2012
56. Focus points for research
Ranging from smaller to large research activities
Distributed teams (local to global, small vs massive)
– What type of challenges they face in their work
– How could Social Software support / how should it be
integrated to the working activities / how to ensure adoption /
how could it bridge the gap to other communities or
collaborators/competitors
• For example analyzing where do the collaborators or relevant
stakeholders interact (European projects one perfect example).
– Setting clear Social Software policy that differentiates
between internal/external work, customer relations etc.
– …
58. Contact Information
Prof. Dr. Jan M. Pawlowski
jan.pawlowski@jyu.fi
Skype: jan_m_pawlowski
Office: Room 514.2
Telephone +358 14 260 2596
http://users.jyu.fi/~japawlow
Henri Pirkkalainen
henri.j.pirkkalainen@jyu.fi
Office: Room 511.1
Telephone +358 400247684
59. Readings
Zheng, Y., Li, L., & Zheng, F. (2010). Social Media Support for
Knowledge Management. In Proceedings of the International
Conference on Management and Service Science, pp. 1-4. dpi:
10.1109/ICMSS.2010.5576725 [IEEE Xplore at Nelli]
Levy, M. (2009). WEB 2.0 implications on knowledge
management. Journal of Knowledge Management, 13(1), 120-
134. [Nelli e-journals]
Pawlowski, J.M., Pirkkalainen, H. (2012): Global Social
Knowledge Management: The Future of Knowledge
Management Across Borders? Proc. of European Conference on
Knowledge Management, June 2012, Spain. Retrieved from:
http://users.jyu.fi/~japawlow/Global%20Social%20Knowledge%2
0Management_ECKM2012_citation.pdf
Editor's Notes
Pure technological focus not too interesting since the challenges often are not technological
Other starting points as well, opportunities etc. Barriers are a powerful way to start an inspection
Our focus is on globally distributed Social Software supported KM activities. Large playground still
Different purposes for using SoSoDifferent tools for managing different things
Can support various stages-some applications to identify, some to share, etc.Related to barrier knowledge explained later.
Multiple entry points depending on what do you want to focus on (improving the process, application of technologies, communication channels, communication flow etc.)