Showing papers on "Domain knowledge published in 2002"
TL;DR: The premise that knowledge in new product development proves both a barrier to and a source of innovation is explored, with a pragmatic view of 'knowledge in practice' developed, describing knowledge as localized, embedded, and invested within a function and how consequences often arise that generate problematic knowledge boundaries.
Abstract: This study explores the premise that knowledge in new product development proves both a barrier to and a source of innovation. To understand the problematic nature of knowledge and the boundaries that result, an ethnographic study was used to understand how knowledge is structured differently across the four primary functions that are dependent on each other in the creation and production of a high-volume product. A pragmatic view of 'knowledge in practice' is developed, describing knowledge as localized, embedded, and invested within a function and how, when working across functions, consequences often arise that generate problematic knowledge boundaries. The use of a boundary object is then described as a means of representing, learning about, and transforming knowledge to resolve the consequences that exist at a given boundary. Finally, this pragmatic view of knowledge and boundaries is proposed as a framework to revisit the differentiation and integration of knowledge.
3,248 citations
TL;DR: In this paper, the authors explore the possibility of building a useful knowledge base for teaching by beginning with practitioners' knowledge and identify the requirements for this knowledge to be transformed into a professional knowledge base.
Abstract: To improve classroom teaching in a steady, lasting way, the teaching profession needs a knowledge base that grows and improves. In spite of the continuing efforts of researchers, archived research knowledge has had little effect on the improvement of practice in the average classroom. We explore the possibility of building a useful knowledge base for teaching by beginning with practitioners’ knowledge. We outline key features of this knowledge and identify the requirements for this knowledge to be transformed into a professional knowledge base for teaching. By reviewing educational history, we offer an incomplete explanation for why the United States has no countrywide system that meets these requirements. We conclude by wondering if U.S. researchers and teachers can make different choices in the future to enable a system for building and sustaining a professional knowledge base for teaching.
1,130 citations
TL;DR: This paper explores the key factors that have been cited as significant influences on the ability to transfer knowledge, an important area of knowledge management, and integrated into a conceptual framework to explain how effective knowledge transfer can be managed in an organization.
Abstract: One of the major challenges an organization faces is to manage its knowledge assets. Increasingly, the use of knowledge is seen as a basis for competitive advantage. This paper explores the key factors that have been cited as significant influences on the ability to transfer knowledge, an important area of knowledge management. Each of these factors is discussed separately and then integrated into a conceptual framework to explain how effective knowledge transfer can be managed in an organization. A set of managerial implications, or a qualitative assessment approach, is also discussed. It is framed as organizational characteristics and managerial practices required to establish an effective knowledge transfer process in an organization. Conclusions are drawn about the complexity of managing knowledge transfer and the need to take a balanced approach to the process.
893 citations
TL;DR: The purpose of this paper is to highlight the lack of attention paid to the unintended consequences of managing organizational knowledge and thereby to broaden the scope of IS-based knowledge management research.
Abstract: In information systems, most research on knowledge management assumes that knowledge has positive implications for organizations. However, knowledge is a double-edged sword: while too little might result in expensive mistakes, too much might result in unwanted accountability. The purpose of this paper is to highlight the lack of attention paid to the unintended consequences of managing organizational knowledge and thereby to broaden the scope of IS-based knowledge management research. To this end, this paper analyzes the IS literature on knowledge management. Using a framework developed by Deetz (1996), research articles published between 1990 and 2000 in six IS journals are classified into one of four scientific discourses. These discourses are the normative, the interpretive, the critical, and the dialogic. For each of these discourses, we identify the research focus, the metaphors of knowledge, the theoretical foundations, and the implications apparent in the articles representing it. The metaphors of knowledge that emerge from this analysis are knowledge as object, asset, mind, commodity, and discipline. Furthermore, we present a paper that is exemplary of each discourse. Our objective with this analysis is to raise IS researchers' awareness of the potential and the implications of the different discourses in the study of knowledge and knowledge management.
669 citations
TL;DR: This article identifies four challenges to knowledge integration in virtual team environments: constraints on transactive memory, insufficient mutual understanding, failure in sharing and retaining contextual knowledge, and inflexibility of organizational ties, and proposes knowledge management system (KMS) approaches to meet these challenges.
Abstract: Virtual teams are becoming a preferred mechanism for harnessing, integrating, and applying knowledge that is distributed across organizations and in pockets of collaborative networks. In this article we recognize that knowledge application, among the three phases of knowledge management, has received little research attention. Paradoxically, this phase contributes most to value creation. Extending communication theory, we identify four challenges to knowledge integration in virtual team environments: constraints on transactive memory, insufficient mutual understanding, failure in sharing and retaining contextual knowledge, and inflexibility of organizational ties. We then propose knowledge management system (KMS) approaches to meet these challenges. Finally, we identify promising avenues for future research in this area.
528 citations
TL;DR: Eleven approaches to domain analysis make a unique competence for information specialists in professional cognition and artificial intelligence.
Abstract: What kind of knowledge is needed by information specialists working in a specific subject field like medicine, sociology or music? What approaches have been used in information science to produce kinds of domain‐specific knowledge? This article presents 11 approaches to domain analysis. Together these approaches make a unique competence for information specialists. The approaches are: producing literature guides and subject gateways; producing special classifications and thesauri; research on indexing and retrieving specialities; empirical user studies; bibliometrical studies; historical studies; document and genre studies; epistemological and critical studies; terminological studies, LSP (languages for special purposes), discourse studies; studies of structures and institutions in scientific communication; and domain analysis in professional cognition and artificial intelligence. Specific examples and selective reviews of literature are provided, and the strengths and drawbacks of each of these approaches are discussed.
516 citations
TL;DR: It is argued that effective knowledge management in many disciplinary contexts must be based on understanding the dynamic nature of knowledge itself, and programs built around knowledge as a dynamic process are needed.
Abstract: Knowledge management (KM) or knowledge sharing in organizations is based on an understanding of knowledge creation and knowledge transfer In implementation, KM is an effort to benefit from the knowledge that resides in an organization by using it to achieve the organization's mission The transfer of tacit or implicit knowledge to explicit and accessible formats, the goal of many KM projects, is challenging, controversial, and endowed with ongoing management issues This article argues that effective knowledge management in many disciplinary contexts must be based on understanding the dynamic nature of knowledge itself The article critiques some current thinking in the KM literature and concludes with a view towards knowledge management programs built around knowledge as a dynamic process
433 citations
01 Jan 2002
TL;DR: Knowledge management systems, Knowledge management systems , مرکز فناوری اطلاعات و اصاع رسانی, کδاوρزی
Abstract: Knowledge management systems , Knowledge management systems , مرکز فناوری اطلاعات و اطلاع رسانی کشاورزی
416 citations
01 Oct 2002
TL;DR: MAFRA is presented, an interactive, incremental and dynamic framework for mapping distributed ontologies in the Semantic Web, and aims to balance the autonomy of each community with the need for interoperability.
Abstract: Ontologies as means for conceptualizing and structuring domain knowledge within a community of interest are seen as a key to realize the Semantic Web vision. However, the decentralized nature of the Web makes achieving this consensus across communities difficult, thus, hampering efficient knowledge sharing between them. In order to balance the autonomy of each community with the need for interoperability, mapping mechanisms between distributed ontologies in the Semantic Web are required. In this paper we present MAFRA, an interactive, incremental and dynamic framework for mapping distributed ontologies.
407 citations
Posted Content•
TL;DR: It is argued that KM is essentially about people and the earlier technology driven approaches, which failed to consider this, were bound to be limited in their success.
Abstract: Knowledge Management (KM) is a field that has attracted much attention both in academic and practitioner circles. Most KM projects appear to be primarily concerned with knowledge that can be quantified and can be captured, codified and stored - an approach more deserving of the label Information Management. Recently there has been recognition that some knowledge cannot be quantified and cannot be captured, codified or stored. However, the predominant approach to the management of this knowledge remains to try to convert it to a form that can be handled using the 'traditional' approach. In this paper, we argue that this approach is flawed and some knowledge simply cannot be captured. A method is needed which recognises that knowledge resides in people: not in machines or documents. We will argue that KM is essentially about people and the earlier technology driven approaches, which failed to consider this, were bound to be limited in their success. One possible way forward is offered by Communities of Practice, which provide an environment for people to develop knowledge through interaction with others in an environment where knowledge is created nurtured and sustained.
391 citations
Book•
29 Aug 2002
TL;DR: This book discusses the development of the Knowledge Management System, the architecture of the system, and the strategic Imperatives for Successful Knowledge Management.
Abstract: (NOTE: Each chapter ends with Lessons Learned.) Preface. Acknowledgments. About the Author. I. THE RUBBER MEETS THE ROAD. 1. Introduction. Knowledge Management: In Search of Alchemy. What This Book Is About. 2. The Knowledge Edge. Making Sense of Nonsense. Intellectual Capital. The Drivers of Knowledge Management. Creating the Knowledge Edge. 3. The Origins of Knowledge. From Data to Information to Knowledge. From Data to Knowledge. Classifying Knowledge. The Three Fundamental Processes. Taming the Tiger's Tail. Business and Knowledge. II. THE ROAD AHEAD: IMPLEMENTING KNOWLEDGE MANAGEMENT. 4. The 10-Step Knowledge Management Road Map. The 10-Step Knowledge Management Road Map. Phase 1. Infrastructual Evaluation. Phase 2. Knowledge Management System Analysis, Design, and Development. Phase 3. Deployment. Phase 4. Metrics for Evaluation. IIA. THE FIRST PHASE: INFRASTRUCTURE EVALUATION AND LEVERAGE. 5. The Leveraged Infrastructure. Leveraging What Exists. Leveraging the Internet. The Knowledge Platform: A 10,000-Fott View. 6. Aligning Knowledge Management and Business Strategy. Strategic Visioning. Knowledge Transfer versus Integration: The Strategic Dichotomy. Real Options Under Uncertainly. The Responsiveness Quadrahedron: Variety and Speed. Business Models and Executability. Codification or Personalization? Knowledge Maps to Link Knowledge to Strategy. Strategic Imperatives for Successful Knowledge Management. Strategic Imperatives for Successful Knowledge Management. Assessing Focus. Detecting Lost Opportunities. IIB. THE SECOND PHASE: KM SYSTEM ANALYSIS, DESIGN, AND DEVELOPMENT. 7. The Knowledge Management Platform. Technology Components of the Knowledge Management. The Seven-Layer Knowledge Management System Architecture. Foundation for the Interface Layer. The Web or Proprietary Platforms? Collaborative Intelligence and Filtering Layer. Knowledge Management Platforms versus Other Enterprise Systems. The Application Layer. The Promise of Peer-to-Peer Knowledge Networks. 8. Knowledge Audit and Analysis. Hindsight, Insight, and Foresight. Measuring Knowledge Growth. The Knowledge Audit Team. Conducting the Knowledge Audit. Choosing Your Company's Knowledge Niches. 9. Designing the Knowledge Management Team. Sources of Expertise. Team Composition and Selection Criteria. Team Life Span and Sizing Issues. The KM Team's Project Space. Chemistry. Highways to Failure. 10. Creating the Knowledge Management System Blueprint. The Knowledge Management Architecture. Components of a Knowledge Management System. Integrative and Interactive Knowledge Applications. Build or Buy? User Interface Design Considerations. A Network View of the KM Architecture. Future-Proofing the Knowledge Management System. 11. Developing the Knowledge Management System. The Building Blocks: Seven Layers. The Interface Layer. A Live Walkthrough: Urban Motors. The Access and Authentication Layer. The Collaborative Filtering and Intelligence Layer. The Application Layer. The Transport Layer. The Middleware and Legacy Integration Layer. The Repository Layer. IIC. THE THIRD PHASE: DEPLOYMENT. 12. Prototyping and Deployment. Moving from Firefighting to Systems Deployment. Legacy Deployment Methods. The Results-Driven Incremental Methodology. 13. Leadership and Reward Structures. From the Chief Information Officer. The Successful Knowledge Leader. Reward Structures to Ensure Knowledge Management Success. IID. THE FINAL PHASE AND BEYOND: REAL OPTIONS ANALYSIS FOR PERFORMANCE. 14. Real-Options Analysis for Knowledge Valuation. The Limitation of Traditional Metrics. Real-Options Analysis. Measuring Inputs for Real-Options Models. III. SIDE ROADS: APPENDICES (ON THE CD-ROM). Digital Appendix A. The Knowledge Management Assessment Kit. Digital Appendix B. Alternative Schemes For Structuring the Knowledge Management Platform Front End. Digital Appendix C. Software Tools. Endnotes. Bibliographic References and Further Reading. Glossary. Index. About the CD.
TL;DR: A framework is provided that explores the differences between individual knowledge and organizational knowledge, and a set of management strategies for knowledge management is proposed.
Abstract: In the present postindustrial society, knowledge has become a key resource. However, organizations face innumerable challenges in nurturing and managing knowledge. Unlike manufacturing activities, knowledge activities are difficult to monitor and control, because only a part of knowledge is internalized by the organization, the other part is internalized by the individuals. This duality between individual knowledge and organizational knowledge demands different sets of management strategies in knowledge management. This paper provides a framework that explores the differences between individual knowledge and organizational knowledge, and proposes a set of management strategies for knowledge management. The paper also discusses the ways through which an organization can transform individual knowledge into organizational knowledge.
TL;DR: An analogical reasoning structure for feature weighting using a new framework called the analytic hierarchy process (AHP)-weighted k-NN algorithm is proposed and the paper introduces AHP methodology for assigning relative importance in case indexing and retrieving.
Abstract: Case-based reasoning (CBR) is a methodology for problem solving and decision-making in complex and changing business environments. Many CBR algorithms are derivatives of the k-nearest neighbor (k-NN) method, which has a similarity function to generate classification from stored cases. Several studies have shown that k-NN performance is highly sensitive to the definition of its similarity function. Many k-NN methods have been proposed to reduce this sensitivity by using various distance functions with feature weights.
This paper proposes an analogical reasoning structure for feature weighting using a new framework called the analytic hierarchy process (AHP)-weighted k-NN algorithm. The paper also introduces AHP methodology for assigning relative importance in case indexing and retrieving. The AHP model is a methodology effective in obtaining domain knowledge from numerous experts and representing knowledge-guided indexing. The proposed AHP weighted k-NN algorithm has been shown to achieve classification accuracy higher than the pure k-NN algorithm. This approach is applied to bankruptcy prediction involves the examination of several criteria, both quantitative (financial ratios) and qualitative (non-financial variables).
TL;DR: The authors investigated the interplay between domain knowledge and factors that are believed to reflect general, and relatively stable, characteristics of the individual, such as working memory capacity, age, and knowledge about the game of baseball.
TL;DR: The relationship between knowledge management and e‐learning is discussed and a framework for employing e‐ learning as a valuable tool for knowledge management is presented.
Abstract: A common thread among the plethora of definitions of knowledge management is that its objective is to identify and leverage the collective knowledge in an organization to help organizations compete and survive. One potential lever is e‐learning, the creation and distribution of organizational knowledge through the online delivery of information, communication, education, and training. John Chambers, of Cisco Systems, said: “The two great equalizers in life are the Internet and education”, so why not fuse the two to provide an efficient way to empower a workforce with the skills and knowledge it needs to compete amid the rapid pace of change in business? In this paper we discuss the relationship between knowledge management and e‐learning and present a framework for employing e‐learning as a valuable tool for knowledge management. The framework encompasses the planning and implementation elements necessary for organizations to leverage existing technologies and implement new ones to promote organizational learning and contribute to the management of organizational knowledge.
TL;DR: This paper identifies and characterizes a generic set of elemental knowledge manipulation activities that can be arranged in a variety of patterns within KM episodes and indicates possible knowledge flows that can occur among the activities.
07 Aug 2002
TL;DR: By adopting a multi perspective of the intranet where information, awareness, and communication are all considered, this interaction can best be supported and the Intranet can become a useful and people-inclusive KM environment.
Abstract: Knowledge has widely been acknowledged as one of the most important factors for corporate competitiveness, and we have witnessed an explosion of IS/IT solutions claiming to provide support for knowledge management (KM). A relevant question to ask, though, is how systems and technology intended for information such as the intranet can be able to assist in the managing of knowledge. To understand this, we must examine the relationship between information and knowledge. Building on Polanyi's theories, the author argues that all knowledge is tacit, and what can be articulated and made tangible outside the human mind is merely information. However, information and knowledge affect one another. By adopting a multi perspective of the intranet where information, awareness, and communication are all considered, this interaction can best be supported and the intranet can become a useful and people-inclusive KM environment.
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TL;DR: This work describes some developments in the domain of states of knowledge that can change when communication takes place and how these changes affect possible co-ordinated action.
Book•
01 Feb 2002
TL;DR: Knowledge management can be defined as identifying, organizing, transferring and using the information and knowledge, both personal and institutional, within an organization to support its strategic objectives as discussed by the authors, but much of that knowledge cannot be accessed or used.
Abstract: All organizations are awash with knowledge, but much of that knowledge cannot be accessed or used. Indeed, in some cases, much of that knowledge is not even visible since other members of the organization, or its customers, are not aware of its existence. Knowledge management can be defined as identifying, organizing, transferring and using the information and knowledge, both personal and institutional, within an organization to support its strategic objectives. This guide sets out to show readers how to do so. It explains why knowledge should be managed, shows best and worst practices, reveals new HRM strategies, and offers decision models and tools. The author also covers cultural differences in learning styles, the role of technologies, content management, customer value management and the role of the CKO.
TL;DR: A variety of methods can be used to access knowledge that lies outside the organization's boundaries as discussed by the authors, such as tapping the social networks of executives to more involved efforts such as alliances, but the method used must be appropriate to the volume and kind of knowledge needed.
Abstract: Executive Overview Organizations are operating in increasingly complex worlds that require them to apply large amounts of knowledge to their activities. Because knowledge is continuously changing and evolving, most organizations cannot possess all required knowledge within their formal boundaries. Accordingly, they need to acquire large amounts of knowledge from outside the organization by tapping their linkages to external organizations and individuals. A variety of methods can be used to access knowledge that lies outside the organization's boundaries. Such methods vary from tapping the social networks of executives to more involved efforts such as alliances. The method used must be appropriate to the volume and kind of knowledge needed. However, benefiting from the knowledge of outsiders has several additional complexities, and executives need to prepare their organizations to take advantage of social capital. For instance, they need to ensure that the organization has an adequate level of knowledge in...
TL;DR: It is argued that with this framework the resulting process-oriented knowledge management strategies address the integration of the resource-based view of an organization with the market-oriented view — which is implicitly brought about by process orientation.
Abstract: Along which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented taken from theoretical and empirical studies which are then related to each other in the light of what we call a strategic intervention into an organization's way of handling knowledge. We then make the case for the integration of process orientation into a comprehensive multi-dimensional framework for knowledge management strategies. Process-oriented knowledge management initiatives are designed to provide employees with task-related knowledge in the organization's operative business processes. We argue that with this framework the resulting process-oriented knowledge management strategies address the integration of the resource-based view of an organization — which is the main focus of knowledge management — with the market-oriented view — which is implicitly brought about by process orientation. Copyright © 2002 John Wiley & Sons, Ltd.
TL;DR: The proposed model provides a new way to model and manage teamwork processes and a reference model for coordinating the knowledge flow process with the workflow process is suggested to provide an integrated approach to model teamwork process.
Abstract: To realize effective knowledge sharing in teamwork, this paper proposes a knowledge flow model for peer-to-peer knowledge sharing and management in cooperative teams. The model consists of the concepts, rules and methods about the knowledge flow, the knowledge flow process model, and the knowledge flow engine. A reference model for coordinating the knowledge flow process with the workflow process is suggested to provide an integrated approach to model teamwork process. We also discuss the peer-to-peer knowledge-sharing paradigm in large-scale teams and propose the approach for constructing a knowledge flow network from the corresponding workflow. The proposed model provides a new way to model and manage teamwork processes.
TL;DR: A user modeling server is described that offers services to personalized systems with regard to the analysis of user actions, the representation of assumptions about the user, and the inference of additional assumptions based on domain knowledge and characteristics of similar users.
Abstract: Several current support systems for travel and tourism are aimed at providing information in a personalized manner, taking users' interests and preferences into account. In this vein, personalized systems observe users' behavior and, based thereon, make generalizations and predictions about them. This article describes a user modeling server that offers services to personalized systems with regard to the analysis of user actions, the representation of assumptions about the user, and the inference of additional assumptions based on domain knowledge and characteristics of similar users. The system is open and compliant with major standards, allowing it to be easily accessed by clients that need personalization services.
TL;DR: In this article, the authors describe a technique for identifying knowledge gaps in innovative firms, where gaps occur between existing knowledge and knowledge requirements and particularly occur when a firm is trying to introduce new processes or products.
TL;DR: It is argued that, to define the properties of a KT, it is necessary to analyze the cognitive context in which knowledge transfer takes place, and a cognitive approach for knowledge transfer analysis is proposed.
TL;DR: The model organizes knowledge in a three-dimensional knowledge space, and provides a knowledge grid operation language, KGOL, which enables people to conveniently share knowledge with each other when they work on the Internet.
Abstract: This paper proposes a knowledge grid model for sharing and managing globally distributed knowledge resources. The model organizes knowledge in a three-dimensional knowledge space, and provides a knowledge grid operation language, KGOL. Internet users can use the KGOL to create their knowledge grids, to put knowledge to them, to edit knowledge, to partially or wholly open their grids to all or some particular grids, and to get the required knowledge from the open knowledge of all the knowledge grids. The model enables people to conveniently share knowledge with each other when they work on the Internet. A software platform based on the proposed model has been implemented and used for knowledge sharing in research teams.
TL;DR: From a discussion of this model in the context of alternative viewpoints, it is concluded that the future focus for knowledge management should be toward human resource strategies that leverage human‐intellectual capital within firms and for the dissemination and sharing of important information that promotes creativity and innovation within and between employees.
Abstract: This paper presents a model of knowledge acquisition from definitions of data, information and knowledge. The model asserts that knowledge cannot exist outside of the human brain, and that any expression of the knowledge requires it to be transformed into information to be communicated outside of the brain. The model asserts that information is acquired through the sensors to the brain where it is processed with prior knowledge and that new knowledge can be created from the processing of information within the brain only. From a discussion of this model in the context of alternative viewpoints, it is concluded that the future focus for knowledge management should be toward human resource strategies that leverage human‐intellectual capital within firms and for the dissemination and sharing of important information that promotes creativity and innovation within and between employees.
Posted Content•
TL;DR: In this paper, the authors investigate the synergy between a web-based research paper recommender system and an ontology containing information automatically extracted from departmental databases available on the web.
Abstract: Recommender systems learn about user preferences over time, automatically finding things of similar interest. This reduces the burden of creating explicit queries. Recommender systems do, however, suffer from cold-start problems where no initial information is available early on upon which to base recommendations. Semantic knowledge structures, such as ontologies, can provide valuable domain knowledge and user information. However, acquiring such knowledge and keeping it up to date is not a trivial task and user interests are particularly difficult to acquire and maintain. This paper investigates the synergy between a web-based research paper recommender system and an ontology containing information automatically extracted from departmental databases available on the web. The ontology is used to address the recommender systems cold-start problem. The recommender system addresses the ontology's interest-acquisition problem. An empirical evaluation of this approach is conducted and the performance of the integrated systems measured.
Book•
01 Jul 2002
TL;DR: This book provides an introduction to the field of knowledge management, taking a learning-centric rather than information-centric approach, and emphasizes the continuous acquisition and application of knowledge.
Abstract: From the Publisher:
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes the continuous acquisition and application of knowledge. The book is organized into three sections, each opening with a classic work from a leader in the field. The first section, Strategy, discusses the motivation for knowledge management and how to structure a knowledge management program. The second section, Process, discusses the use of knowledge management to make existing practices more effective, the speeding up of organizational learning, and effective methods for implementing knowledge management. The third section, Metrics, discusses how to measure the impact of knowledge management on an organization. In addition to the classic essays, each section contains unpublished works that further develop the foundational concepts and strategies.