This chapter contains sections titled: The Problem, The Generalized Delta Rule, Simulation Results, Some Further Generalizations, Conclusion

/pdf/learning-internal-representations-by-error-propagation-100fypr7vm.pdf

Learning internal representations by error propagation

Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice.

Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp.

https://memberfiles.freewebs.com/84/90/65819084/documents/TOWARD%20A%20KNOWLEDGE-BASED%20THEORY%20OF%20THE.pdf

Toward a Knowledge-Based Theory of the Firm

What makes us modern? This is a classic question in philosophy as well as in political science. However it is often raised without including science and technology in its definition. The argument of this book is that we are modern as long as we split our political process in two - between politics proper, and science and technology. This division allows the formidable expansion of the Western empires. However it has become more and more difficult to maintain this distance between science and politics. Hence the postmodern predicament - the feeling that the modern stance is no longer acceptable but that there is no alternative. The solution, advances one of France's leading sociologists of science, is to realize that we have never been modern to begin with. The comparative anthropology this text provides reintroduces science to the fabric of daily life and aims to make us compatible both with our past and with other cultures wrongly called pre-modern.

We Have Never Been Modern

Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.

/pdf/organizational-learning-and-communities-of-practice-toward-a-5d5ay5q3oh.pdf

Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation

Welcome aboard navigation as computation the implementation of contemporary pilotage the organization of team performances communication navigation as a context for learning learning in context organizational learning cultural cognition.

Cognition in the wild

We are quickly passing through the historical moment when people work in front of a single computer, dominated by a small CRT and focused on tasks involving only local information. Networked computers are becoming ubiquitous and are playing increasingly significant roles in our lives and in the basic infrastructures of science, business, and social interaction. For human-computer interaction to advance in the new millennium we need to better understand the emerging dynamic of interaction in which the focus task is no longer confined to the desktop but reaches into a complex networked world of information and computer-mediated interactions. We think the theory of distributed cognition has a special role to play in understanding interactions between people and technologies, for its focus has always been on whole environments: what we really do in them and how we coordinate our activity in them. Distributed cognition provides a radical reorientation of how to think about designing and supporting human-computer interaction. As a theory it is specifically tailored to understanding interactions among people and technologies. In this article we propose distributed cognition as a new foundation for human-computer interaction, sketch an integrated research framework, and use selections from our earlier work to suggest how this framework can provide new opportunities in the design of digital work materials.

Distributed cognition: toward a new foundation for human-computer interaction research

Direct Manipulation Interfaces

https://www.it.uu.se/grad/courses/qualresearch/teachingplan/hutchins.pdf

How a Cockpit Remembers Its Speeds

Direct manipulation has been lauded as a good form of interface design, and some interfaces that have this property have been well received by users. In this article we seek a cognitive account of both the advantages and disadvantages of direct manipulation interfaces. We identify two underlying phenomena that give rise to the feeling of directness. One deals with the information processing distance between the user's intentions and the facilities provided by the machine. Reduction of this distance makes the interface feel direct by reducing the effort required of the user to accomplish goals. The second phenomenon concerns the relation between the input and output vocabularies of the interface language. In particular, direct manipulation requires that the system provide representations of objects that behave as if they are the objects themselves. This provides the feeling of directness of manipulation.

/pdf/direct-manipulation-interfaces-4alxhabo0a.pdf

Edwin Hutchins

Papers

Cognition in the wild

Distributed cognition: toward a new foundation for human-computer interaction research

Direct Manipulation Interfaces

How a Cockpit Remembers Its Speeds

Direct manipulation interfaces