In this paper, we review the benefits of sketching or ad-hoc, collaborative hand drawings for knowledge creation, knowledge sharing, and knowledge documentation. We have conducted a comprehensive literature review in the fields of design, psychology, and computer science that documents the multiple advantages of sketch-based approaches for managing knowledge in organizations, especially on the team-level. We argue for the complementary use of this „low-tech knowledge management‟ approach with existing digital infrastructures and tools. The article concludes with a set of propositions for practitioners regarding the use of sketching in different knowledge management contexts and with implications for future research in this area.
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.
Siemens is well known for ambitious efforts in knowledge management, providing a series of innovative tools and applications within the intranet. References@BT is such a web-based application aimed to support globally sharing knowledge, experiences and best-practices within the Building Technologies Division. As a reaction to the demand of employees, a new microblogging service, tightly integrated into References@BT, was implemented in March 2009. In this paper, we comprehensively describe motivation, experiences and advantages for the organization in providing an internal microblogging application. Because of the tight inte-gration, we also outline general facts of the knowledge management application.
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.
Small-world networks represent a decentralised network topology in which several actors are strongly connected with each other. A high clustering coefficient and a high number of short paths within a social network characterise such a network. Particularly in the context of inter-organisational knowledge transfer among R&D organisations, the structure of small-world networks appears significant for effective knowledge transfer. This paper reports on an investigation into the nature of inter-organisational knowledge transfer among R&D organisations. The topology of a social network is explored using UCINET social network analysis software. From these findings, implications are drawn for ICT support at an interorganisational level.
This paper introduces the LIR-Schema, a framework to model knowledge flows within a company based on model-theory. Competence management is integrated in this framework as a tool for modelling the contexts of sender and receiver of expertise. The main target of this framework is to reduce the knowledge gap between experts and laymen within the company.
In the paper the new possibilities of eLearning 2.0 management systems for knowledge production, experience sharing and communication are presented. The Web 2.0 effects and mechanisms for knowledge capturing and construction are discussed. Reviews of seven new generation learning systems are done with aim one of them to be selected for knowledge building and competence development during the university education as well as after degree receiving. The analysis of eLearning 2.0 management systems is performed in context of the IEEE LTSA (Learning Technology Systems Architecture) component architecture.
There are many technologies calling themselves knowledge management systems in the market but most of them deal only with information management. The main difference between them is that knowledge management systems are oriented into people and participated in tacit knowledge capturing. The paper describes set of information technologies which could take part in all process of knowledge management and especially in collecting tacit knowledge.
Adapting E-Learning material allows re-using existing material even in changed usage scenarios. But this adaptation is a complex task. To achieve a perfect result expert knowledge is needed. Often adaptations have to be performed by persons who are not experts in performing these tasks. To enable those persons to achieve a satisfying result they need to be supported. Patterns are one possibility to make expert knowledge on certain tasks available to other persons. In this paper an approach is presented how expert knowledge of performing adaptations of existing E-Learning material can be collected and made available with patterns. This approach can also be used to collect knowledge of other processes, e.g. in companies.
There is surprisingly little literature specifically concerned with theorising and conceptualising of the transfer and sharing of complex information and/or knowledge, despite the fact that its significance is widely and without restriction acknowledged throughout the [mostly Anglo-American] literature on knowledge management and organisational learning. It is the aim of this paper to provide a brief review that allows an eclectic snapshot of the state of the – predominantly continental European – literature on this subject. After an introductory definition and limitation of the concepts involved the theoretical constructs are illustrated with the use of a set of models – selected predominantly for their link to empirical research and the capability to delimit the field. The empirical grounding of the models makes it possible to view them as partial investigations contributing individual elements of a more overarching research framework into which future studies may be integrated. In conclusion, a systemic approach of knowledge exchange in the form of a dynamic factorial model is proposed, the contributing frameworks are further categorised as to the type of knowledge for which they would be of maximum utility and the influence of external issue and problem spaces is shown.
Organizations are increasingly dependent on knowledge assets as primary sources of competitive advantage. Knowledge management typically aims at increasing transparency of knowledge, codifying it and enhancing knowledge sharing in order to improve (re-)use of knowledge assets. However, this also bears the risk that knowledge-based competitive advantages are diluted. This paper defines the concept of knowledge risk, identifies and structures factors influencing intended and unintended knowledge transfer with a special focus on inter-organizational knowledge transfer because here potentials and risks are comparably high. Finally, the paper discusses the consequences for setting governance rules for knowledge risks.
This paper discusses cultural constraints in transferring knowledge. In international companies or cooperation at least two different organisational cultures face each other. Organisational cultures are often driven by the national context, in which the company operates basically. In order to gain and sustain competitive advantages in a globalised competition, companies aim at transferring market knowledge and expertise in the presence of organisational and national cultural barriers. In doing so, managers have to consider the political-legal, the economical and the socio-cultural framework (cp. Welge/Holtbrügge 2003). Recent studies indicate that companies do not consider cultural constraints in an appropriate manner, while doing international business (cp. Elenkov et al. 2005, Demorgon 2004, Poech 2002, Schmid 1996, Schmidt-Dorrenbach 1991, Stadler 2004, Welge/Holtbrügge 2003). This paper discusses the transfer of knowledge and explores its affection by organisational culture. Finally, methods and recommended actions for improving the transfer of knowledge through cultural boundaries will be given.
Information management and IT are often called the backbone of an organisation. Yet in practice, IT does not play the most important role in managing information: That much can be learned from experience with ‚dead‘ (hardly ever used) knowledge bases. While there are many technical solutions to so called repositories or FAQ collections hardly any attention is paid to the problem of transfer: how stored, „sedimented“ know how from the knowledge bases can be transformed into professional knowledge empowering people to act competently. Neither practice nor knowledge management research is really concerned with this issue. Referring to discussions about organisational learning and organisational memory concepts, our case study deals with informal learning processes in specialised professional communication. The SEM®THEK case study will show a possible solution to the transfer problem: knowledge, collected and stored in knowledge bases, is processed to fit the needs of users by applying models of instruction which were originally developed in media didactics, technical documentation and transfer research.
The explosive growth of international strategic alliances as firm’s way to enter markets, as well as a mode to acquire new knowledge has affected the complexity of academic research about international cooperation and knowledge transfer process. Transferring knowledge among organizations involves a wide range of features. According to this statement, empirical evidences fade out both the need to test the validity of the existing theoretical framework on knowledge sharing process and to better understand the impact of different variables on international knowledge transfer. Starting from the role that the typology of context and the tendency to individualism vs collectivism have in affecting the stability of international strategic alliances [Calvelli, 1998], the aim of this paper1 is to show, through some case studies, to what extent the effectiveness of cross-border knowledge transfer can be influenced by: the role of cultural dimensions, the type of international collaboration (complementary/synergic) as well as the strategic objectives of the relationship. Some hypothesis and suggestions for further research will be formulated on learning capabilities of partners involved in an international strategic alliance.
The loss of an employee – voluntarily or involuntarily – represents a great risk of losing information and know how as well as breaks the natural knowledge flow. We developed the Knowledge Transfer Meeting Methodology in order to reduce the “brain drain” through a systematic hand-over. The Knowledge Transfer Meeting consists of five modules that support the retrieval and sharing of knowledge systematically and explicitly. The approach promotes a mentorship or partnership philosophy, motivating the leaving employee to share his or her knowledge and experience with a successor. For the implementation of the Knowledge Transfer Meeting Methodology in the company, we identify and train so-called “facilitators” who lead the participants through the process and hence support and spread the methodology within the company.
This paper reports on long-term research work of recycling networks in Germany and Austria from a knowledge-based perspective. Using data from expert interviews, we
discuss the key determinants of inter-organizational knowledge transfer within networks. In particular, we highlight the factor of mutual trust as important determinant of knowledge transfer in company recycling networks. One important goal of our empirical research is the institutionalization of knowledge transfer through the implementation of a central recycling agency in order to build core capabilities and to create intellectual capital.