Developing a Framework for Managing Tacit Knowledge in Research using Knowledge Management Models

This research investigates whether and how selected models from Knowledge Management (KM) can be used to devise a framework for building coherent and rigorous methodologies for research in the creative and practice-led disciplines (CPD). This research has arisen from methodological problems of research in art and design in the UK concerning how, and the extent to which, non-propositional and tacit kinds of knowledge (e.g. experiential, procedural) can be included and communicated within research. The proposed research builds on previous studies by the authors into the role and relationship of different kinds of knowledge in research (Niedderer, 2007a, 2007b), and into how knowledge management (KM) and creative disciplines provide complementary insights on how knowledge can be managed and transferred (Imani, 2007). The research investigates whether and how the SECI model (Nonaka &amp; Takeuchi, 1995; Nonaka, 2000) can be used to develop a framework for managing different kinds of knowledge in research. Our research goes beyond existing approaches by offering a generic and flexible framework which researchers can use to better understand and build their own research methodologies and to integrate individual methods with regard to managing different kinds of knowledge.</p

A theoretical and formal model for knowledge management systems

Knowledge management is now a huge domain, where it is difficult to have a clear view of the manipulated concepts and their crossed-relations. The development of that domain requires now a theoretical framework including concepts from various theories as Knowledge Economy, Information Systems, Knowledge theories (in particular Nonaka's theory), Communities of practice (Wenger's theory), General System Theory, Semiotic, Information theory, Knowledge Worker concept …This paper is an attempt to provide sound basis for such a framework, with a mathematical formalism. The formalism is inspired by the one used in Information System Theory, based on General System Theory (OID Model). The proposed model is structured by the set of networks (or communities) of Knowledge Workers, A, the Information System, I, and the Knowledge Capital, K (AIK model). Different morphisms, functions and operators provide classical KM links (or knowledge flows) and KM combinations for those subsystems.KM formalism, Knowledge management, KM framework , Knowledge theories

Knowledge Management Practice at a Bulgarian Bank: A Case Study

This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice

Organizational knowledge creation

The purpose of this paper is to present an overview of the state-ofthe- art in organizational knowledge creation, a field of research that is expanding almost exponentially. Knowledge creation is a dynamic capability that enables firms to achieve a sustainable competitive advantage on the market. Our purpose is to critically analyze the most significant ideas published in this field, and especially to present the most important models elaborated for organizational knowledge creation: Nonaka’s model, Nissen’s model, Boisot’s model, and the EO_SECI model. Also, we would like to identify the main determinants of the knowledge creation process.Ba, competitive advantage, knowledge, knowledge creation, SECI.

Using Digital Art to make the Tension beetween Capital and Commons Transparent. Innovation in shaping knowledge of Internet business practices as a form of cultural knowledge\ud

This paper examines a digital art performance by Ubermorgen.com called Google Will Eat Itself (GWEI.org) as an example of the tensions between Capital and the public commons. Using notions of transparency and knowledge as a form of innovation rooted in Nonaka’s Knowledge Management theory, it examines the ways in which knowledge about how Google uses the Internet is made explicit through the art performance. Finally, it discusses the implications for transparency in Internet business through both the act of GWEI expanding audiences for understanding Internet based revenue generation models and using artifacts rooted cultural contexts in order to challenge the assumptions inherent in the current configuration of Capital and the public commons. It ends with calling into question the role of Google as a form of “Cultureware,” dependent on the\ud public commons, yet profiting from it in the realm of the Capital

Organizational knowledge dynamics

The paper addresses the main issues concerning knowledge conceptualization and knowledge dynamics, in the context of Romanian organizations. The links between organizational knowledge, organizational learning and organizational culture are being investigated, with the aim of conceptual clarification and paradigm unification, in a domain of increasing research interest, where increasing complexity implies the risk of increasing confusion.knowledge dynamics, organizational learning, organizational intelligence, organizational culture.

Education and Skill Development through the Reconfiguration of Discarded Hardware: Turning Base Metal into intellectual Capital

This paper examines an intervention in Europe which enables untypical individuals to acquire skills and competences in order to enter IT related employment. To do this they need to acquire a threshold level of intellectual capital so that they are considered sufficiently competent to gain employment. This can therefore provide the industry with a solid foundation of the necessary support staff, capable of providing services to the local community supporting such educational initiatives. This initiative can then release the more conventionally educated to work at the cutting edge of industry. As a driver for wealth generation in India, the IT industry is remarkable. It demands a wide spectrum of intellectual capital. As diffusion of IT technology is predicted to pervade throughout the subcontinent, the demand for all levels of competence would seem to be buoyant. The training environment covered in this case study complements the traditional educational system and could furnish alternative career opportunities to certain sections of the community. This paper takes a strategic view throughout. The fallacy of composition has to be taken seriously. What is true for a part is not true of the whole. To place this in the context of this paper; whilst a workshop to help unemployed people build computers in Sheffield may work, it is not necessarily appropriate to draw the conclusions that it will be effective when implemented over the whole of the Indian Subcontinent

Access space and digital outreach trainers case study

This paper evaluates a situation where two organisations, in the field of encouraging digital inclusion, targeted the same population with the same intent, but with different modes of engagement. This entailed reaching outward, making contacts with those to whom the benefits of the digital realm could make a significant difference to their lives. It was the aim of the Digital Outreach Trainers to enable the articulation of the tacit knowledge of that part of the population that was considered 'hard to reach'. Success would be deemed to be the number of challenged individuals who became learned as a consequence. The two ways in which this process was conducted is the subject of this paper