In this study we look at an innovative approach to knowledge management, namely the use of graphical representations for conveying a specific type of knowledge. We focus on business strategy and investigate how this type of knowledge can best be communicated by comparing textual and visual representations. Through a controlled experiment we examine the effect of knowledge representation on understanding and recall of participants in Europe and East Asia. The results show that knowledge visualization is superior to text, independent of culture, and that culture does not have a negative mediating role on the reception of knowledge. However, we also find that subjects underestimate the benefits of visual representations of information for building up knowledge in both cultures. We believe that these findings reveal the hidden benefits of visualization for knowledge work. Communicating knowledge with visual formats or representations thus seems a promising, but undervalued practice for international, intercultural contexts.
By entering the knowledge age and the appearance of knowledge economy, organizations are more dependent on knowledge workers productivity. Productivity means doing the right things right. It shows how a knowledge worker makes use of resources to fulfill the goals of the organization. This definition makes productivity be the result of simultaneous existence of efficiency “doing the things right” and effectiveness “doing the right things “. Since factors influencing knowledge workers productivity cannot be definitely measured, uncertainty theory plays an important role in this area. So in this paper, first, dimensions of productivity will be introduced and then, by the use of linguistic fuzzy approach and DEA, efficiency and effectiveness of knowledge workers will be measured. Next, a model for measuring knowledge workers productivity will be presented on the basis of efficiency and effectiveness. Finally, values of knowledge workers productivities will be ranked. In the last section, the result of this five-step method is examined through a case study.
Knowledge communication is an essential mechanism to facilitate intra- and inter-organizationalnowledge transfer. In order to improve the efficiency of knowledge communi-cation, organizations need to pay particular attention to the clarity of conveyed knowledge in order not to create confusion, misunderstandings, or misapplication of knowledge. In this con-tribution, we show where and how the concept of clarity matters for knowledge management in general, and for knowledge communication in particular. We review and operationalize the clarity concept so that it can become the object of a systematic management effort. Further-more, we show ways of how clarity can be pro-actively and systematically managed. We have tested our conception of clarity in a survey on clarity in knowledge-focused presentations, and we present the results in this paper. An outlook on future research on clarity in knowledge management concludes the article.
Knowledge-intensive organizations that carry out many Knowledge-Intensive Business Processes (KIBP), seek to improve and enhance their KIBP for gaining competitive advantages. These organizations need to develop their Knowledge Management (KM) infrastructure of KIBP, starting from knowledge audit that is a necessary first step in any KM initiative. As KM infrastructure integrates social and technological disciplines, we developed a combined Socio-Engineering Knowledge Audit Methodology (SEKAM) for a systematic audit of the KM infrastructure in the context of KIBP. In this paper we present and discuss the conceptual framework of SEKAM and its instruments developed in this research.
This paper introduces a new process-oriented visualisation method for risk assessment in groups. Today, in corporate risk assessment there is a lack in visual facilitation methods for collaborative assessments of risks. Existing visualisation methods emphasize analytical purposes. However, they are not useful for the facilitation of risk assessments in a group, such as the board of management. The described risk visualization approach offers a visual dialogue oriented approach to improve the quality of organisational risk-assessment in groups and goes hand in hand with already established risk management processes and systems. Secondly, this paper introduces the “ETH Baugarten Value Lab”, where we tested the tool on touch displays.
An internally developed knowledge transfer methodology ensures at Credit Suisse that irreplaceable know-how (implicit and explicit) remains within the firm – even when keypersons leave, e.g. retirement, internal job mobility, extended absence or general leaving. The methodology tested in theory and in praxis was developed by supporting over 70 keypersons and became part of the organisation in 2008. By covering general aspects of knowledge transfer as well as enhancing the human capital development in the business, the methodology provides a basis for organisational development: Due to transparent tasks and functions efficient and sustainable changes are possible.
Evaluating success of knowledge management (KM) is a difficult undertaking, yet without a decent approach to show evidence about its value, KM initiatives might not be sustainable as already evident in many abandoned projects. Although there have been a number of theoretical approaches on evaluating success of KM, so far organizations find it difficult to design an evaluation effort and as a consequence many often only employ the most straightforward approaches such as adding some questions to a general user survey without much reflection as to e.g., who, what, how, why and when they measure and what consequences should be taken upon the results. This paper aids evaluation by providing an interrogative framework for designing evaluation initiatives. Its applicability is shown with the help of a real-world case study evaluating the KM system @sk!.
Although receiving significant attention in management research, the organizational competence concept still remains difficult to apply, due to the vagueness of the theoretical construct, and due to the lack of pragmatic procedures to make it actionable. According to recent research, knowledge visualization may mitigate the elusiveness of the competence concept by assisting the identification, management, and communication of competences. In this paper, we thus review the academic literature in search for conceptual representations designed to support organizational competence mapping at the intra-, and inter-organizational level. By taking a synoptic overview of the collected representations, we single out the building blocks of competence visualization, and develop a corresponding classification. Drawing on this classification, we position twelve existing competence representation methods in an integrative framework to assist practitioners in selecting the right representation method and to inform scholars about future research and development needs.
Classifying phenomena is a key step to building new knowledge, especially in the early stages of a research process. It can bring about multiple advantages and insights, such as overview and comparison. Yet it also poses several risks and constraints. Thankfully, challenges can be over-come by re-classifying items in a domain with alternative classification principles, which lead to new insights or perspectives, as well as highlight previously neglected considerations. This process can be supported by graphic representations. Visualizing the drawn (and redrawn) distinctions can make a classification accessible and versatile, which makes it easier to compare with other classifications. Visualizing classifications can augment the entire research process, including hypothesis formation, testing, interpretation and result reporting. There is no systematic overview of methods to represent (especially qualitative) classifications graphically. This paper fills that gap in the literature. We distinguish between four types of visual classifications, based on their differing ability to emphasize hierarchies or group relations. We label these four types as compilations, configurations, layers, and trees. We analyze their benefits for the research process and point out potential risks to consider when using visualization for classifications purposes in social science research.
Extreme Programming focuses on spreading knowledge through many collaborative practices like pair programming, planning game, and retrospectives. The basic idea behind these practices is to share the work specific knowledge across the development teams as well as the management quarters. This knowledge sharing is said to have an accelerated effect when it is combined with the retrospectives analysis of the knowledge gained and the process performed. This inherent property of Knowledge Management (KM) facilitated by retrospective analysis is being used to teach Extreme Programming (XP) methodology as a graduate level Software Engineering (SE) course and is showing a notable effect on the learning process. The paper describes the KM issues in XP practices and how these issues are being managed for the students to present them with a profound learning experience.
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 paper makes an attempt to develop a business classification scheme for organizing information assets in an international organization. It proposes a conceptual model, to explain and enhance the understanding of complex issues involved in the organization of information in international knowledge-based organizations. Eight different international organizations were studied, including the European Union (EU), the International Atomic Energy Agency (IAEA), the International Maritime Organization (IMO), the OPEC Fund for International Development (OFID), the Organization of the Petroleum Exporting Countries (OPEC), the Organization for Security and Co-operation in Europe (OSCE), the United Nations Industrial Development Organization (UNIDO) and the United Nations Office on Drugs and Crime (UNODC) and were classified according to their functional orientation. Over 40 interviews were conducted, with organizational leaders, knowledge managers, IT managers and human resources managers. The project also reviewed the current literature on managing knowledge, identifying aspects relevant to the international organization context. Organizational leaders, knowledge managers, IT managers and consultants involved in creating and implementing knowledge management initiatives aimed at process improvements in international organizations context could benefit from the reflections and learning insights from this paper. This paper does not address efficiency matters from the political or governing sphere, nor does it propose specific programmatic changes to work of international organizations; rather it presents a pragmatic “bottom-up” approach, based on case studies and interviews conducted.
This paper proposes a conceptual definition that can used as a starting point to contextualize knowledge initiatives in international organizations and other types of non-profit organizations interested in knowledge management.
Organizational leaders, knowledge managers and consultants involved in creating and implementing knowledge management initiatives aimed at process improvements in international organizations context could benefit from the reflections and learning insights from this paper.
This paper does not address efficiency matters from the political or governing sphere, nor does it propose specific programmatic changes to work of international organizations; rather it presents a pragmatic “bottom-up” approach, based on case studies and interviews conducted at eight different international organizations, including the European Union (EU), the International Atomic Energy Agency (IAEA), the International Maritime Organization (IMO), the OPEC Fund for International Development (OFID), the Organization of the Petroleum Exporting Countries (OPEC), the Organization for Security and Co-operation in Europe (OSCE), the United Nations Industrial Development Organization (UNIDO) and the United Nations Office on Drugs and Crime (UNODC) and were classified according to their functional orientation. Over 40 interviews have been conducted, with organizational leaders, knowledge managers, IT managers and human resources managers.
The grounded theory methodology as described by Strauss and Corbin [Strauss and Corbin, 1990, Strauss and Corbin, 1994], using interviews and document studies for data collection, combined with findings from literature, helped identify processes involved in managing knowledge in international organizations.
A Report on a Systems Theory Based Approach to Identify Options for Higher Knowledge Work Productivity and its Applications in Business and Public Management
The established methods used for measuring labour productivity originally designed for the manufacturing sector do not fit the specific characteristics of knowledge work. We therefore propose a more appropriate understanding of the driving forces behind knowledge work productivity, focussing on process quality instead of result quantity. In a three step potential analysis, we assess (1) the knowledge intensity and then (2) current levels of knowledge work productivity with regard to typical intellectual activities such as information processing, communication, decision making, and learning, as well as organizational adaptability. The quality of knowledge work can be increased if the handling of information, communication and knowledge during these activities occurs in a systematically organised way instead of arbitrarily. Results of the analysis are then used to (3) propose both short and medium term action plans for more productive knowledge work.
Despite intensive research within the field of knowledge management and its components, the issue of knowledge valuation and its organisational integration presents a big challenge. Existing research papers about knowledge valuation have remained on very abstract levels and therefore cannot be very easily adapted to the needs of a specific company. Often only scarce information is provided for specific practical implementation. This interferes considerably with the application of existing methods of knowledge valuation. In addition, support by information technology seems only seldom to be found nowadays, which also complicates the application of existing methods in organisations. The aim of this research paper is to compare selected established approaches of knowledge valuation on the basis of certain criteria. Furthermore, an analysis and identification of possibilities for improvement are given.