A Complex Adaptive Systems-Based Enterprise Knowledge Sharing Model

Adaptive Systems ◽

Knowledge Workers ◽

Emergent Behavior ◽

Agent Simulation ◽

Complex Adaptive ◽

This paper describes a complex adaptive systems (CAS)-based enterprise knowledge-sharing (KnS) model. The CAS-based enterprise KnS model consists of a CAS-based KnS framework and a multi-agent simulation model. Enterprise knowledge sharing is modeled as the emergent behavior of knowledge workers interacting with the KnS environment and other knowledge workers. The CAS-based enterprise KnS model is developed to aid knowledge management (KM) leadership and other KnS researchers in gaining an enhanced understanding of KnS behavior and its influences. A premise of this research is that a better understanding of KnS influences can result in enhanced decision-making of KnS interventions that can result in improvements in KnS behavior.

A Complex Adaptive Systems-Based Enterprise Knowledge Sharing Model

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch321 ◽

2010 ◽

pp. 831-849

Author(s):

Cynthia T. Small ◽

Andrew P. Sage

Keyword(s):

Decision Making ◽

Knowledge Management ◽

Knowledge Sharing ◽

Adaptive Systems ◽

Knowledge Workers ◽

Emergent Behavior ◽

Agent Simulation ◽

Complex Adaptive ◽

This paper describes a complex adaptive systems (CAS)-based enterprise knowledge-sharing (KnS) model. The CAS-based enterprise KnS model consists of a CAS-based KnS framework and a multi-agent simulation model. Enterprise knowledge sharing is modeled as the emergent behavior of knowledge workers interacting with the KnS environment and other knowledge workers. The CAS-based enterprise KnS model is developed to aid knowledge management (KM) leadership and other KnS researchers in gaining an enhanced understanding of KnS behavior and its influences. A premise of this research is that a better understanding of KnS influences can result in enhanced decision-making of KnS interventions that can result in improvements in KnS behavior.

A Complex Adaptive Systems-Based Enterprise Knowledge Sharing Model

Emerging Systems Approaches in Information Technologies ◽

10.4018/978-1-60566-976-2.ch009 ◽

2010 ◽

pp. 137-155

Author(s):

Cynthia T. Small ◽

Andrew P. Sage

Keyword(s):

Decision Making ◽

Knowledge Management ◽

Knowledge Sharing ◽

Adaptive Systems ◽

Knowledge Workers ◽

Emergent Behavior ◽

Agent Simulation ◽

Complex Adaptive ◽

This paper describes a complex adaptive systems (CAS)-based enterprise knowledge-sharing (KnS) model. The CAS-based enterprise KnS model consists of a CAS-based KnS framework and a multi-agent simulation model. Enterprise knowledge sharing is modeled as the emergent behavior of knowledge workers interacting with the KnS environment and other knowledge workers. The CAS-based enterprise KnS model is developed to aid knowledge management (KM) leadership and other KnS researchers in gaining an enhanced understanding of KnS behavior and its influences. A premise of this research is that a better understanding of KnS influences can result in enhanced decision-making of KnS interventions that can result in improvements in KnS behavior.

A Complex Adaptive Systems-Based Enterprise Knowledge Sharing Model

Knowledge Networks ◽

10.4018/978-1-59904-976-2.ch015 ◽

2009 ◽

pp. 217-236

Author(s):

Cynthia T. Small ◽

Andrew P. Sage

Keyword(s):

Decision Making ◽

Knowledge Management ◽

Knowledge Sharing ◽

Adaptive Systems ◽

Knowledge Workers ◽

Emergent Behavior ◽

Agent Simulation ◽

Complex Adaptive ◽

This paper describes a complex adaptive systems (CAS)-based enterprise knowledge-sharing (KnS) model. The CAS-based enterprise KnS model consists of a CAS-based KnS framework and a multi-agent simulation model. Enterprise knowledge sharing is modeled as the emergent behavior of knowledge workers interacting with the KnS environment and other knowledge workers. The CAS-based enterprise KnS model is developed to aid knowledge management (KM) leadership and other KnS researchers in gaining an enhanced understanding of KnS behavior and its influences. A premise of this research is that a better understanding of KnS influences can result in enhanced decision-making of KnS interventions that can result in improvements in KnS behavior.

Participation in Decision Making as a Property of Complex Adaptive Systems: Developing and Testing a Measure

Nursing Research and Practice ◽

10.1155/2013/706842 ◽

2013 ◽

Vol 2013 ◽

pp. 1-16 ◽

Cited By ~ 9

Author(s):

Ruth A. Anderson ◽

Donde Plowman ◽

Kirsten Corazzini ◽

Pi-Ching Hsieh ◽

Hui Fang Su ◽

...

Keyword(s):

Decision Making ◽

Adaptive Systems ◽

Discriminant Validity ◽

Reliability And Validity ◽

Organizational Level ◽

Validity And Reliability ◽

Complex Adaptive ◽

Participation In Decision Making ◽

Level Property

Objectives.To (1) describe participation in decision-making as a systems-level property of complex adaptive systems and (2) present empirical evidence of reliability and validity of a corresponding measure.Method.Study 1 was a mail survey of a single respondent (administrators or directors of nursing) in each of 197 nursing homes. Study 2 was a field study using random, proportionally stratified sampling procedure that included 195 organizations with 3,968 respondents.Analysis.In Study 1, we analyzed the data to reduce the number of scale items and establish initial reliability and validity. In Study 2, we strengthened the psychometric test using a large sample.Results.Results demonstrated validity and reliability of the participation in decision-making instrument (PDMI) while measuring participation of workers in two distinct job categories (RNs and CNAs). We established reliability at the organizational level aggregated items scores. We established validity of the multidimensional properties using convergent and discriminant validity and confirmatory factor analysis.Conclusions.Participation in decision making, when modeled as a systems-level property of organization, has multiple dimensions and is more complex than is being traditionally measured. Managers can use this model to form decision teams that maximize the depth and breadth of expertise needed and to foster connection among them.

Barriers to Knowledge Sharing

Encyclopedia of Knowledge Management, Second Edition ◽

10.4018/978-1-59904-931-1.ch006 ◽

2010 ◽

pp. 49-61 ◽

Cited By ~ 1

Author(s):

Keith L. Lindsey

Keyword(s):

Decision Making ◽

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Workers ◽

Organizational Routines ◽

Organizational Decision Making ◽

Comprehensive Review ◽

Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

Knowledge Management

Knowledge Management and Business Strategies ◽

10.4018/978-1-59904-486-6.ch001 ◽

2011 ◽

pp. 1-26 ◽

Cited By ~ 1

Author(s):

Shamin Bodhanya

Keyword(s):

Knowledge Management ◽

Adaptive Systems ◽

Social Process ◽

Situated Action ◽

Complex Adaptive ◽

Process Perspective ◽

The Impact ◽

Epistemology Of Action ◽

Organisational Intervention

This chapter demonstrates that despite a plurality of discourses related to knowledge, they are reduced to a single dominant discourse on knowledge management. It draws on systems thinking and complexity theory to reconceptualise organisations as complex adaptive systems within which knowledge ecologies may flourish. The focus thus shifts to knowing in situated action and on knowledge as a dynamic phenomenon. The chapter makes a contribution to strengthening the impact of the epistemology of action and that of a social-process perspective of knowledge. The approach presented has radical implications for knowledge management such that it becomes an enduring organisational intervention as opposed to a management fad. The implications for organisational practice and changes in managerial orientations are shown to be novel offering significant potential towards a second order knowledge management.

Norm-Based Behavior Regulating Technique for Multi-Agent in Complex Adaptive Systems

IEEE Access ◽

10.1109/access.2019.2939019 ◽

2019 ◽

Vol 7 ◽

pp. 126662-126678 ◽

Cited By ~ 2

Author(s):

Moamin A. Mahmoud ◽

Mohd Sharifuddin Ahmad ◽

Salama A. Mostafa

Keyword(s):

Adaptive Systems ◽

Complex Adaptive ◽

Next Generation Data Infrastructures: Towards an Extendable Model of the Asset Management Data Infrastructure as Complex Adaptive System

Complexity ◽

10.1155/2019/5415828 ◽

2019 ◽

Vol 2019 ◽

pp. 1-17 ◽

Cited By ~ 1

Author(s):

Paul Brous ◽

Marijn Janssen ◽

Paulien Herder

Keyword(s):

Asset Management ◽

Adaptive Systems ◽

New Technologies ◽

Complex Adaptive System ◽

Emergent Behavior ◽

Data Infrastructure ◽

Management Domain ◽

Complex Adaptive ◽

Data Infrastructures

Organizations are increasingly looking to adopt the Internet of Things (IoT) to collect the data required for data-driven decision-making. IoT might yield many benefits for asset management organizations engaged in infrastructure asset management, yet not all organizations are equipped to handle this data. IoT data is collected, stored, and analyzed within data infrastructures and there are many changes over time, resulting in the evolution of the data infrastructure and the need to view data infrastructures as complex adaptive systems (CAS). Such data infrastructures represent information about physical reality, in this case about the underlying physical infrastructure. Physical infrastructures are often described and analyzed in literature as CASs, but their underlying data infrastructures are not yet systematically analyzed, whereas they can also be viewed as CAS. Current asset management data models tend to view the system from a static perspective, posing constraints on the extensibility of the system, and making it difficult to adopt new data sources such as IoT. The objective of the research is therefore to develop an extensible model of asset management data infrastructures which helps organizations implement data infrastructures which are capable of evolution and aids the successful adoption of IoT. Systematic literature review and an IoT case study in the infrastructure management domain are used as research methods. By adopting a CAS lens in the design, the resulting data infrastructure is extendable to deal with evolution of asset management data infrastructures in the face of new technologies and new requirements and to steadily exhibit new forms of emergent behavior. This paper concludes that asset management data infrastructures are inherently multilevel, consisting of subsystems, links, and nodes, all of which are interdependent in several ways.

Public Reform Paradoxes and the Old Effectiveness–Efficiency Problem

Hrvatska i komparativna javna uprava ◽

10.31297/hkju.18.4.1 ◽

2018 ◽

Vol 18 (4) ◽

pp. 501-529

Author(s):

Mirko Pečarič

Keyword(s):

Decision Making ◽

Adaptive Systems ◽

Essential Elements ◽

Unintended Consequences ◽

Negative Effects ◽

Or Methodology ◽

Complex Adaptive ◽

Human Decision ◽

Effectiveness And Efficiency

Although effectiveness and efficiency are old comrades of public administrations, they still often cause unintended consequences. The relation between (absent) effectiveness and (overly emphasised) efficiency remains unresolved. The paper shows that effectiveness and efficiency are still used interchangeably, and despite the presence of negative effects, it comes as a surprise that important documents still address these terms without procedure or methodology to provide the content whereby they could be more clearly elaborated. Not only is the goal to achieve clearer meaning, but to accomplish results with the fewest possible negative effects. Alongside different management reforms, decision-makers must not lose sight of the whole; all reforms are only specific answers to inadequate previous ones, and it could be valuable to take a step back to see how/why different reforms emerge. The paper addresses the success/failure of reforms and the outcomes thereof. It claims the core problem of rational decision-making lies not in rationality per se, but in a lack of concept and/or insufficient attention to the behaviour of complex adaptive systems. With the help of complex adaptive systems, cybernetics, and combinations of effectiveness and efficiency, the paper presents the essential elements for adaptive (human) decision-making (such as diversity, variation, selection, adaptation, and integration) as the framework whereby unintended, reverse, and neutral effects can be reduced. New rules/decisions should be based on different levels of planning and adaptation, and on moving from the general to the more specific, in accordance with context specificity and unplanned, emergent things. It seems the hardest thing to address is the human character that does not (want to) recognise a situation as the situation in which some things must be spotted, evaluated, and changed if needed.