Exploiting tacit knowledge through knowledge management technologies

The purpose of this paper is to examine the contributions and suitability of the available knowledge management (KM) technologies, including the Web 2.0 for exploiting tacit knowledge. It proposes an integrated framework for extracting tacit knowledge in organisations, which includes Web 2.0 technologies, KM tools, organisational learning (OL) and Community of Practice (CoP). It reviews a comprehensive literature covering overview of KM theories, KM technologies and OL and identifies the current state of knowledge relating to tacit knowledge exploitation. The outcomes of the paper indicate that Internet and Web 2.0 technologies have stunning prospects for creating learning communities where tacit knowledge can be extracted from people. The author recommends that organisations should design procedures and embed them in their Web 2.0 collaborative platforms persuading employees to record their ideas and share them with other members. It is also recommended that no idea should be taken for granted in a learning community where tacit knowledge exploitation is pursued. It is envisaged that future research should adopt empirical approach involving Complex Adaptive Model for Tacit Knowledge Exploitation (CAMTaKE) and the Theory of Deferred Action in examining the effectiveness of KM technologies including Web 2.0 tools for tacit knowledge exploitation

Knowledge tree: Putting discourse into computer‐based learning

Most CBL materials currently in use model only the declarative aspects of the learning process. If such courseware is used without careful planning, this can be dangerous because one of the most fundamental aspects of education is the dialogue that occurs between teachers and the students. Traditionally, this has taken place in informal discussions as well as in formal small‐group learning sessions such as the conventional tutorial. However, as the student‐staff ratio increases, so does the opportunity for this type of personal dialogue decrease. Modern networking technology offers a huge potential to add discourse to CBL, but there are many pedagogical problems involved with the intrinsically ephemeral and anarchic nature both of the Internet and of most conferencing or bulletin‐board systems. In this paper we describe a software system called Knowledge Tree (KT) which we have developed to address some of these issues. KT combines a hierarchical concept‐oriented database functionality with that of a Usenet‐style bulletin board Using this, a knowledge garden may be developed for any subject area. These each contain a hypermedia database of frequently asked questions, together with answers provided by subject experts. There is provision for inter‐student discussions of problems and issues. When students ask new questions these are automatically emailed to a relevant subject expert (determined by a subject‐specific concept thesaurus). The answer is then placed in the database which eventually grows to become a valuable teaching resource. KT is discipline‐independent as the concept thesaurus can be changed to encapsulate any domain of knowledge. We have used it in support of conventional lecture courses, as an important component of a multimedia course, and for general IT support. These examples illustrate the role that this system can play both in basic information provision, and in facilitating the discussion of deep issues

Investigating learning in construction organizations

Learning in construction has received scant attention within extant theories of generic organizational learning. One of the apparently distinct characteristics of construction organization is that its business mainly runs through projects. In contrast, the origin of the organizational learning concept mainly stems from routine-based organizations. The present study investigates how these theories are applied in the construction domain. To be more specific, it focuses on contracting organizations that engage with the UK performance enhancement initiative known as Constructing Excellence. The paper summarises the theoretical perspective on the current state of knowledge about this topic and the full methodology to be adopted. In overall terms, the methodology takes a multifaceted approach involving six major stages. The first phases of this process are now complete. It takes the form of a business audit relating to the type and size of projects currently being undertaken and how the project teams are managed. In themselves, the results contain new empirical data that has informed the direction of the rest study. Two general groups of construction companies were identified: general contractors and specialist/subcontractors. Each of these groups has a different tendency for how they manage their project teams. The former tends to reform for each new project, while the latter favours staying together. The initial premise is that each of these practices implies different learning mechanisms. Further study and analysis will depart from these initial findings

Value-based management in learning organizations through 'hard' and 'soft' managerial approaches: The case of Hewlett-Packard

'Learning organizations' enable companies to remove hierarchical levels and to introduce a flatter organizational structure, which can lead to reduced costs and increased productivity. A recent Danish study has proved coherence between a flat, integrative organizational structure and an increased productivity. This enables a kind of management in which the managerial form is not as direct as it is in more traditional structured companies. Value-based management is advanced as a possible answer to the question of which managerial form that is appropriate for these kind of companies. In the article, value-based management is described as well as the underlying factors that are affected by such a managerial form. Required managerial elements in relation to value-based management are advanced. Examples from Hewlett-Packard are used to illustrate both the use of value-based management in practice and the underlying factors.organizational learning; organizational storytelling; organizational memory organization

Virtual HR Departments: Getting Out of the Middle

In this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research

Co-ordinating distributed knowledge: An investigation into the use of an organisational memory

This paper presents an ethnographically informed investigation into the use of an organisational memory, focusing in particular on how information was used in the performance of work. We argue that understanding how people make use of distributed knowledge is crucial to the design of an organisational memory. However, we take the perspective that an ‘organisational memory’ is not technology dependant, but is an emergent property of group interaction. In this sense, the technology does not form the organisational memory, but provides a novel means of augmenting the co-ordination of collaborative action. The study examines the generation, development and maintenance of knowledge repositories and archives. The knowledge and information captured in the organisational memory enabled the team members to establish a common understanding of the design and to gain an appreciation of the issues and concerns of the other disciplines. The study demonstrates why technology should not be thought of in isolation from its contexts of use, but also how designers can make use of the creative flexibility that people employ in their everyday activities. The findings of the study are therefore of direct relevance to both the design of knowledge archives and to the management of this information within organisations

Knowledge as Culture

Culture must not be seen as something that merely reflects an organization’s social reality: rather, it is an integral part of the process by which that reality is constructed. Knowledge management initiatives, per se, are not culture change projects; but, if culture stands in the way of what an organization needs to do, they must somehow impact

Using ICT to support public and private community memories: case studies and lessons learned

Information communication technologies (ICTs) enable the development of memories across a variety of communities. We identify a spectrum of deployment from private through to open public spaces. As we move along this spectrum key variables change including mechanisms of trust and accountability and the definition of ownership, authorship and readership. Some challenges however, remain constant such as designing for sustainability and the need to align research and community goals. Private spaces can be created to enhance existing interactions, develop bonding capital and build shared memory. Such spaces allow a defined membership the opportunity to explore new ideas away from the public gaze, using language which may not be intelligible to outsiders. ICTs may be used to bridge internal and external audiences, repurposing content for a wider public. The original content may require alternative presentation, organisation or navigation methods to support its effective use by an external audience. Increasingly, community memories are being developed using social software within the public sphere, however this raises issues of authority, reputation management, and conflict resolution. Unexpected innovation may occur, and issues of sustainability must be addressed. In our analysis we will draw on three ICT initiatives in which we have participated: Bletchley Park Guides’ Forum, Bletchley Park Text and Milton Keynes Open Guide

A knowledge hub to enhance the learning processes of an industrial cluster

Industrial clusters have been defined as ?networks of production of strongly interdependent firms (including specialised suppliers), knowledge producing agents (universities, research institutes, engineering companies), institutions (brokers, consultants), linked to each other in a value adding production chain? (OECD Focus Group, 1999). The industrial clusters distinctive mode of production is specialisation, based on a sophisticated division of labour, that leads to interlinked activities and need for cooperation, with the consequent emergence of communities of practice (CoPs). CoPs are here conceived as groups of people and/or organisations bound together by shared expertise and propensity towards a joint work (Wenger and Suyden, 1999). Cooperation needs closeness for just-in-time delivery, for communication, for the exchange of knowledge, especially in its tacit form. Indeed the knowledge exchanges between the CoPs specialised actors, in geographical proximity, lead to spillovers and synergies. In the digital economy landscape, the use of collaborative technologies, such as shared repositories, chat rooms and videoconferences can, when appropriately used, have a positive impact on the development of the CoP exchanges process of codified knowledge. On the other end, systems for the individuals profile management, e-learning platforms and intelligent agents can trigger also some socialisation mechanisms of tacit knowledge. In this perspective, we have set-up a model of a Knowledge Hub (KH), driven by the Information and Communication Technologies (ICT-driven), that enables the knowledge exchanges of a CoP. In order to present the model, the paper is organised in the following logical steps: - an overview of the most seminal and consolidated approaches to CoPs; - a description of the KH model, ICT-driven, conceived as a booster of the knowledge exchanges of a CoP, that adds to the economic benefits coming from geographical proximity, the advantages coming from organizational proximity, based on the ICTs; - a discussion of some preliminary results that we are obtaining during the implementation of the model.