How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

During the recent years the mainstream framework for HCI research — the informationprocessing cognitive psychology —has gained more and more criticism because of serious problems in applying it both in research and practical design. In a debate within HCI research the capability of information processing psychology has been questioned and new theoretical frameworks searched. This paper presents an overview of the situation and discusses potentials of Activity Theory as an alternative framework for HCI research and design.

Activity theory as a potential framework for human-computer interaction research

The ability to manage knowledge has become increasingly important in today's knowledge economy. Knowledge is considered a valuable commodity, embedded in products and in the tacit knowledge of highly mobile individual employees. Knowledge management (KM) represents a deliberate and systematic approach to cultivating and sharing an organization's knowledge base. It is a highly multidisciplinary field that encompasses both information technology and intellectual capital. This textbook and professional reference offers a comprehensive overview of the field of KM, providing both a substantive theoretical grounding and a pragmatic approach to applying key concepts. Drawing on ideas, tools, and techniques from such disciplines as sociology, cognitive science, organizational behavior, and information science, the text describes KM theory and practice at the individual, community, and organizational levels. It offers illuminating case studies and vignettes from companies including IBM, Xerox, British Telecommunications, JP Morgan Chase, and Nokia. This second edition has been updated and revised throughout. New material has been added on the information and library science perspectives, taxonomies and knowledge classification, the media richness of the knowledge-sharing channel, e-learning, social networking in KM contexts, strategy tools, results-based outcome assessments, knowledge continuity and organizational learning models, KM job descriptions, copyleft and Creative Commons, and other topics. New case studies and vignettes have been added; and the references and glossary have been updated and expanded.

http://msjavan.persiangig.com/document/Research2/km%20book.pdf

Knowledge Management in Theory and Practice

Group processes in computer-mediated communication☆

Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.

The nonsense of knowledge management

Knowledge management is often seen as a problem of capturing, organizing, and retrieving information, evoking notions of data mining, text clustering, databases, and documents. We believe that this view is too simple. Knowledge is inextricably bound up with human cognition, and the management of knowledge occurs within an intricately structured social context. We argue that it is essential for those designing knowledge management systems to consider the human and social factors at play in the production and use of knowledge. We review work—ranging from basic research to applied techniques—that emphasizes cognitive and social factors in knowledge management. We then describe two approaches to designing socially informed knowledge management systems, social computing and knowledge socialization.

The knowledge management puzzle: human and social factors in knowledge management

The psychological study of design

The authors explore what they call an ecological gap between what is observed during interface evaluation in a laboratory and what happens when the interface is used in the real world. They look at the gap as it relates to users, tasks, systems, and the real-world context. They propose specific techniques to be used at different phases of development for evaluation and tuning the interfaces in a real-world context. >

Minimizing ecological gaps in interface design

One way of conceptualizing many of the human factors issues in interactive computing is as issues in communication about computers. Presented area framework for this conceptualization and a review of research addressed to several levels of the communication process. Communication as an ill-structured design process is analyzed and contrasted with a process of algorithmic encoding and decoding. The design framework is then applied to examinations of how people name and refer to entities, how people understand and express relations (quantifiers and other predicates) between entities, how more complex communications (business letters) are created, and how preprinted forms reflect previous knowledge.

Human factors in communication

We describe here a system and method which makes use of “narrative patterns” to assess and affect the state of affairs within and among given organizations and communities with respect to given issues or objectives. Narrative patterns are conceptual structures that result from common sensemaking around narrative material elicited from the given organizations and communities and relevant to the given issues or objectives. Through the facilitated emergence of such narrative patterns, options for response are formed and evaluated. Response options include the creation and use of purposeful stories, story repositories, and other resources derived from the collected narrative material.

John C. Thomas

Papers

The knowledge management puzzle: human and social factors in knowledge management

The psychological study of design

Minimizing ecological gaps in interface design

Human factors in communication

Story-based organizational assessment and effect system