Defining the problem: key element for the success of knowledge management

The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organization's problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives.     

Instance-based cognitive mapping: a process for discovering a knowledge worker's tacit mental model

This paper addresses tacit-to-explicit knowledge externalization, arguably the most critical, and yet problematic, phase of Nonaka's knowledge creation theory. Specifically, we propose and describe instance-based cognitive mapping (ICM), a unique externalization process that analyzes multiple decision instances using the inductive learning algorithms of artificial intelligence to generate a polynomial representation of the knowledge worker's mental model, explicitly relating how the knowledge worker implicitly selects and weighs key factors in making decisions within a specific problem domain. After reviewing current externalization techniques, we describe the characteristics, and evaluate the advantages, of the ICM process. An exploratory test of the process suggests that inductive learning algorithms, such as the group method of data handling, can be used to discover a reasonable polynomial estimate of a knowledge worker's tacit mental model. This estimate can then be compared with other explicit models and standards, updated with new information and knowledge, and internalized by all interested knowledge workers.     

‘Think of others’ in knowledge management: making culture work for you

Knowledge management has an important role to play in both organizational and national cultures. In order to have a paradigm shift from a knowledge hoarding to a more knowledge-sharing culture, knowledge management should be used as part of the human capital strategy for the organization. The impact of culture on knowledge management has been studied widely, but little has been written on how knowledge management can affect organizational culture. This paper provides a thought-piece on addressing this overlooked area.     

Special knowledge needs of family enterprises in transition economies: experiences from Slovenia

In many countries throughout the world the majority of enterprises are family ones. Particularities in the development and management of family enterprises create needs for special knowledge. Therefore, in providing knowledge to these enterprises consideration must be given to their complexity, which is derived from the involvement of a family in ownership and management. In this paper, we discuss the importance of knowledge created and transferred from external sources such as counselling, publications, and education and training programs. External sources of knowledge considering the unique characteristics of family enterprises are well developed in many countries with established market economies. In Slovenia and, we believe, in many other former socialist countries, such external sources of knowledge are rare and still developing. The results of our research in Slovenia show that more than two-thirds of family business owners-managers regard such sources of knowledge as unimportant. This paper analyzes the reasons for such a finding.     

Some directions for research in knowledge sharing

This paper reviews some issues associated with knowledge sharing, and identifies what the author considers to be potentially interesting and fruitful avenues of future research. The inadequacy of the common distinction between tacit and explicit knowledge is examined, and the importance of providing experience in which the tacit knowledge of the individual can be generated is highlighted. Storytelling, in particular, is identified as one such generation mechanism. The differing ways in which communities of practice may support knowledge sharing and generation are discussed. A link between the health of the communities of practice in an organisation, the nature of its organisational memory, and the ability of the organisation to operate flexibly is hypothesised.     

Knowledge transfer by sharing task templates: two approaches and their psychological requirements

This paper considers two paradigms of process-aware information systems (PAIS) that are used to share knowledge about planning and executing tasks. The case-based task management (CBTM) system is based on the transduction of execution protocols, so-called cases; and the pattern-based task management (PBTM) system is based on task patterns that are derived from cases but yield more abstract information. As user motivation to contribute to a collaborative task management system is a crucial factor for its success, we consider the different motivational requirements of CBTM and PBTM from a psychological point of view. Based on experimental findings about different factors that have been shown to enhance people's motivation to contribute their knowledge to a shared pool, we compare the two approaches and assess which one is more appropriate with respect to motivation.     

New Learning: a different way of approaching conference evaluation

New Learning (NL) is an innovative process aimed at collaborative learning in professional and scholarly events and is a new way of approaching evaluation at professional conferences. NL is a process integral to a conference that focuses on the learner and how and what they learn, rather than on presenters and presentations. Whereas most professional conferences claim learning as a primary objective, seldom do any structure or evaluate to maximize that objective. The NL process helps to structure and assess organizational learning as a primary outcome in addition to providing avenues for collection of traditional evaluation information. This article explains the NL process, reviews the literature of learning and evaluation, describes what NL is and how it works, and then compares and contrasts it with traditional evaluation methods and theory. It concludes with implications for future applications and research for NL.     

Fostering learning – the role of mediators

This study elaborates the roles of mediators especially as enablers in knowledge creation. These roles are studied in the context of the TARU EU EQUAL training programme, aimed at helping marginal artists to enter the professional community of artists. The results indicate that the mediator roles identified from literature can be adapted to learning. However, they do not include the role of a mediator as enabling identity building, which is important in the learning context. Moreover, the mediating tasks occurring within communities merit more attention. In addition, the analysis revealed that the mediators' understandings of learning differed from those of the participants, which affected the activities and mediator roles. The use of ba and communities of practice as tools of knowing when analysing the mediator roles proved beneficial as they revealed different aspects and brought forth various ways to enable learning.     

Towards a model to explain knowledge sharing in complex organizational environments

Effective knowledge sharing underpins the day-to-day work activities in knowledge-intensive organizational environments. This paper integrates key concepts from the literature towards a model to explain effective knowledge sharing in such environments. It is proposed that the effectiveness of knowledge sharing is determined by the maturity of informal and formal social networks and a shared information and knowledge-based artefact network (AN) in a particular work context. It is further proposed that facilitating mechanisms within the social and ANs, and mechanisms that link these networks, affect the overall efficiency of knowledge sharing in complex environments. Three case studies are used to illustrate the model, highlighting typical knowledge-sharing problems that result when certain model elements are absent or insufficient in a particular environment. The model is discussed in terms of diagnosing knowledge-sharing problems, organizational knowledge strategy, and the role of information and communication technology in knowledge sharing.     

The value creation cycle: moving towards a framework for knowledge management implementation

Researchers have emphasized on the need for advances in knowledge management (KM) research to better understand how organizations accrue benefits from their knowledge resources. Thus, an integrated approach, rooted in the theoretical streams of knowledge-based view, KM and institutional theory, is proposed to explain how a successful KM program creates value. The approach discusses four organizational capabilities that firms need to develop simultaneously to create KM-enabled value, and identifies possible organizational actions to develop these capabilities. Various feedback and feed-forward processes, originating inside as well as outside the firm, integrate these capabilities into a KM-enabled value creation cycle (VCC). Key propositions were developed, and were examined with the help of three case studies.