We first describe the state of the art of organizational learning, mentioning the theories and types of it. The need of organizational learning, contributing processes and the main processes are further explained. Various methods of organizational learning are introduced. A template for a short description is proposed, which gives an overview about existing methods. The template then offers the possibility to indicate which method can be applied on Enterprise Knowledge Maturing.
Maturity models are popular instruments used, e.g., to rate capabilities of maturing elements and select appropriate actions to take the elements to a higher level of maturity. Their application areas are wide spread and range from cognitive science to business applications and engineering. Although there are many maturity models reported in scientific and non-scientific literature, the act of how to develop a maturity model is for the most part unexplored. Many maturity models simply – and vaguely – build on their, often well-known, predecessors without critical discourse about how appropriate the assumptions are that form the basis of these models. This research sheds some light on the construction of maturity models by analysing 16 representative maturity models with the help of a structured content analysis. The results are transformed into a set of questions which can be used for the (re-)creation of maturity models and are answered with the help of the case example of a knowledge maturity model. Furthermore, a definition of the term maturity model is developed from the study’s results.
The concept of knowledge worker has been around for fifty years and many information and communication technologies have been implemented in order to support this type of work. Workplaces have changed substantially, but information is scarce about how actual knowledge workers handle knowledge in their workplaces. This paper presents the results of a joint study of knowledge workers’ workplaces in five organisations representing a diverse sample in terms of size, sector and technology intensity. The results suggest that a number of person types with predominant ways of handling knowledge can be favourably used for designing supportive tools and infrastructures.
We introduce the concept of organizational knowledge maturing based on the idea of developing knowledge assets. We explain the dimensions that have to be considered and introduce the Knowledge Maturing Dimension Framework to measure the maturity level. Finally we describe service classes as the building blocks of a future organizational learning and maturing environment (OLME).