ASTERIX and 2.0 Knowledge Management : exploring the appropriation of 2.0 KMS via the Myth of the Gaulish village

International audienceKnowledge Management Systems (KMS) in companies have profoundly changed in recent years. They have become KMS 2.0 that aim to transform the firm and are driven by a new relationship to knowledge in line with 2.0 organisations. These 2.0 KMS have implemented modes of organisation that disrupt those that previously guided firms’ performance. This can sometimes lead to paradoxical organizational dysfunctions as witnessed by the difficulties faced by some traditionally hierarchical French companies. Through a case study of Constructor and a theoretical background on IS appropriation in organizations and myths in management, we show how the Asterix myth contributes to understanding how 2.0. KMS are appropriated in such companies. We find evidence of similarities regarding knowledge and Knowledge Management between the Asterix’ myth and the behaviours and practices concerning knowledge management within Constructor. As a result, the Asterix’ myth may be a relevant perspective for understanding the obstacles, advantages and appropriations of 2.0. KMS within French organizations

Knowledge sharability in cross-organizational collaboration : an exploratory field study

International audienc

Back to Practice: a Decade of Research in Egovernment

Chapitre 1info:eu-repo/semantics/publishe

Practical Studies in E-Government: Best Practices from Around the World

http://dx.doi.org/10.1007/978-1-4419-7533-1info:eu-repo/semantics/publishe

Introduction to the serious games, gamification, and innovation minitrack

A Serious Game combines a serious intention with a game's rules and targets. They are often considered to be technological applications that use games to engage individuals in an experience through which a learning or professional training aim can be explored. From the innovation perspective, concepts such as serious gaming and gamification are the most interesting and valuable in this domain. If the first repurposes a game via different methods, in order to offer activities that go beyond mere entertainment, the second uses game design to enhance individual's willingness to participate to originally non-playful experiences. The papers in this minitrack discuss different aspects related to the adaption of Serious Games and the use of gamification as an innovation. Each offers a unique contribution to our understanding of how Serious Games would be used to support learning

Towards a Knowledge Transfer 2.0 Process with an Impact on a Companies of Social Business

This paper discusses a knowledge transfer 2.0 process that guides the construction of knowledge networks in collaborative environments based on the business model put forward by social business. This process is defined as a workspace to deployment the knowledge transfer 2.0 model (COOPIN 2.0), which was created to strengthen multi-directional communication that actively uses social media. The process was developed in three stages. As a starting point, work was focused on the cultural change towards knowledge transfer and organizational collaboration. Then, the process of knowledge transfer was designed following the methods of observation, experimentation, analysis, and assessment, using a case study to assess the validity of the process. The results shown a change in individual and organizational culture towards a culture of knowledge transfer, along with improving maturity levels in terms of collaboration since the onset of the process. Thus, we come to the conclusion that any knowledge-creation company should adhere to a knowledge transfer process in order to support the company's social business. © Springer International Publishing Switzerland 2014