Trying to Go Open

2017 ◽  
pp. 222-250
Author(s):  
Özgün Imre
Keyword(s):  
Knowledge Management ◽  
Open Source ◽  
Management System ◽  
Holistic Approach ◽  
Editorial Team ◽  
Academic Journal ◽  
Study Approach ◽  
Source Journal ◽  
Over Time

Theoretically, open source solutions are a good match with the resource scarce organization such as a young academic journal to make the publication process and the knowledge shared explicit to the participants in the system. This paper uses a case study approach to investigate how the decision to have such a system depends on a myriad of factors, and tracks how the editorial team decided to adopt an open source journal management system for their knowledge management issues. The study argues that these components should not be taken in isolation by showing how the previous decisions can become a hindrance as these components change over time. The results show that some factors, though initially thought to be unimportant, can become major forces as the journal matures, and a more holistic approach could help to side-step the problems faced.

scholarly journals XML (almost) all the way

2015 ◽  
Author(s):  
Peter Flynn
Keyword(s):  
Human Factors ◽  
Open Source ◽  
Support Group ◽  
Open Source Software ◽  
Financial Resources ◽  
Small Scale ◽  
It Support ◽  
Source Journal ◽  
Almost All

In 2006 my university academic IT support group was approached by an academic colleague wanting to start a new journal, which would be available in electronic form only. There were restrictions imposed by the technical capabilities of the pool of authors, the requirements of the discipline, and — unsurprisingly — the lack of financial resources. The decision was made to implement a system using only open source software, and building largely from scratch, as the existing open source journal publishing systems at the time, although comprehensive and well-established, were seen as far too large and complex for the task. This paper is a case study describing the process and explaining the background to the decisions made. It attempts to draw some conclusions about the technical viability of creating a small-scale publishing system which attempted to retain XML throughout the workflow, and about the human factors which influenced the decisions.

Should knowledge management in organizations be rebranded?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Theory Approach ◽  
Content Type ◽  
Study Approach ◽  
Qualitative Research Methodology ◽  
Knowledge Intensive ◽  
Strategic Perspective ◽  
First Time

Purpose This study aims to examine the relevance of the term “knowledge management” (KM) in the organizational context, and deliberates whether there is a need for rebranding of this field. It also enriches the understanding regarding the appropriateness of the term “KM,” which was chosen to represent the discipline. Design/methodology/approach This study adopted a qualitative research methodology, and a case study approach was followed by conducting 19 semi-structured in-depth interviews with international KM experts working in a global consulting firm. The data were analyzed using a thematic analysis method based on the grounded theory approach. Findings The findings provide empirical evidence that attempts are being made to move away from the label “KM” in certain knowledge-intensive organizations. This study sheds light on the challenges associated with this term, which leads some to believe that the name of the discipline needs to change. Originality/value The present pioneering research contributes to empirical knowledge through investigation of an unexplored scientific field. To the best of the authors’ knowledge, for the first time, its uniqueness can be established by the fact that the opinions of KM professionals are being heard regarding the “KM” label, as well as the need for a rebranding of this discipline in the organizational context. From a practical and strategic perspective, this study suggests that the research community and practitioners pay attention to attempts to shift away from the existing title identified in organizational practice.

Using Moodle to Teach Constructivist Learning Design Skills to Adult Learners

2012 ◽  
pp. 561-572
Author(s):  
Douglas L. Holton
Keyword(s):  
Instructional Design ◽  
Adult Learners ◽  
Open Source ◽  
Management System ◽  
Online Courses ◽  
Learning Experience ◽  
Learning Design ◽  
Design And Implementation ◽  
Design Skills

This chapter describes a case study of the design and implementation of an online project-based course for learning constructivist instructional design techniques. Moodle, a free and open source learning management system, was chosen as a tool to meet both the goals of the course and the needs and abilities of the adult learners in this course. Despite the instructor’s and students’ inexperience with both Moodle and online courses, Moodle greatly facilitated the process, resulting in a largely successful and motivating learning experience.

Volunteers in Large Libre Software Projects

2007 ◽  
pp. 1-24 ◽  
Author(s):  
Martin Michlmayr ◽  
Gregorio Robles ◽  
Jesus M. Gonzalez-Barahona
Keyword(s):  
Human Resources ◽  
Open Source ◽  
Technical Skills ◽  
Voluntary Work ◽  
Software Projects ◽  
Free Open Source Software ◽  
Libre Software ◽  
Free Open Source ◽  
Over Time

Most libre (free, open source) software projects rely on the work of volunteers. Therefore, attracting people who contribute their time and technical skills is of paramount importance, both in technical and economic terms. This reliance on volunteers leads to some fundamental management challenges: Volunteer contributions are inherently difficult to predict, plan, and manage, especially in the case of large projects. In this chapter we present an analysis of the evolution over time of the human resources in large libre software projects, using the Debian project, one of the largest and most complex libre software projects based mainly in voluntary work, as a case study. We have performed a quantitative investigation of data corresponding to roughly seven years, studying how volunteer involvement has affected the software released by the project, and the developer community itself.

Open Source Software Adoption

2009 ◽  
pp. 1675-1698 ◽  
Author(s):  
Brian Fitzgerald
Keyword(s):  
Public Sector ◽  
Open Source ◽  
Open Source Software ◽  
Longitudinal Case Study ◽  
Software Adoption ◽  
Public Sector Organization ◽  
Desktop Application ◽  
Depth Study ◽  
Over Time

Current estimates suggest widespread adoption of open source software (OSS) in organizations worldwide. However, the problematic nature of OSS adoption is readily evidenced in the fairly frequent reports of problems, unforeseen hold-ups, and outright abandonment of OSS implementation over time. Hibernia Hospital, an Irish public sector organization, have embarked on the adoption of a range of OSS applications over several years, some of which have been successfully deployed and remain in live use within the organisation, whereas others, despite achieving high levels of assimilation over a number of years, have not been ultimately retained in live use in the organization. Using a longitudinal case study, we discuss in depth the deployment process for two OSS applications – the desktop application suite whose deployment was unsuccessful ultimately, and the email application which was successfully deployed. To our knowledge, this is the first such in-depth study into successful and unsuccessful OSS implementation.

Implementing a Knowledge Management-Based Model for Lessons Learned

2020 ◽  
pp. 196-219
Author(s):  
Moria Levy ◽  
Rinat Salem
Keyword(s):  
Knowledge Management ◽  
Community Services ◽  
Lessons Learned ◽  
Case Study Approach ◽  
Study Approach ◽  
Model Based ◽  
Organizational Work ◽  
Key Features ◽  
Active Processes

Lesson learning is a well-known and crucial organizational tool that serves many organizations wishing to improve their performance. This chapter describes a knowledge management (KM)-based model, improving the level of learning and of the lessons learned with the goal of reducing repeated mistakes as well as recreating their successes. The key features of the model were the base of a research conducted using a case study approach implemented at the Welfare Division of the Jerusalem Municipality's Community Services Administration. The implemented model, based on KM ideas, added two significant stages to the process of debriefing—refining the lessons learned and transforming them into lessons that are managed in an independent database—as well as an additional stage, which was comprised of active processes of integrating the lessons into the organizational work.

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