Supporting Communities of Practice by Advancing Knowledge Management between Hybrid Collaborative Environments

2010 ◽  
pp. 38-54
Author(s):  
Anna De Liddo ◽  
Grazia Concilio
Keyword(s):  
Knowledge Management ◽  
Comparative Analysis ◽  
Communities Of Practice ◽  
Collective Knowledge ◽  
Collaborative Environments ◽  
General Applicability ◽  
Web Based ◽  
Collaborative Environment ◽  
Real Community

In this chapter the authors investigate a tool integration perspective to support knowledge management and exchange between Web-based and traditional collaborative environments. In particular they discuss the integration between a tool (CoPe_it!) supporting collaborative argumentation and learning in Webbased communities of practices and a hypermedia and sense making tool (Compendium) acting as a personal and collective knowledge management (KM) system in traditional collaborative environments. The authors describe the tools and drive a comparative analysis of the two groupware by focusing on the general applicability of the tools integration for supporting communities of practices and, more generally, collaborative works. Moreover the authors present the results of a case study in which the tools integration has been applied within a real community of practice. Finally they discuss main results of the tools integration in order to leverage communities of practice to a truly collaborative environment with no communication boundaries.

Supporting Communities of Practice by Advancing Knowledge Management

2011 ◽  
pp. 340-357
Author(s):  
Anna De Liddo ◽  
Grazia Concilio
Keyword(s):  
Knowledge Management ◽  
Comparative Analysis ◽  
Communities Of Practice ◽  
Collective Knowledge ◽  
Collaborative Environments ◽  
General Applicability ◽  
Web Based ◽  
Collaborative Environment ◽  
Real Community

In this chapter the authors investigate a tool integration perspective to support knowledge management and exchange between Web-based and traditional collaborative environments. In particular they discuss the integration between a tool (CoPe_it!) supporting collaborative argumentation and learning in Web-based communities of practices and a hypermedia and sense making tool (Compendium) acting as a personal and collective knowledge management (KM) system in traditional collaborative environments. The authors describe the tools and drive a comparative analysis of the two groupware by focusing on the general applicability of the tools integration for supporting communities of practices and, more generally, collaborative works. Moreover the authors present the results of a case study in which the tools integration has been applied within a real community of practice. Finally they discuss main results of the tools integration in order to leverage communities of practice to a truly collaborative environment with no communication boundaries.

Artifacts of Expansive Learning in Designing a Web-Based Performance Assessment System

2010 ◽  
pp. 210-251
Author(s):  
Hanne Mawhinney
Keyword(s):  
Knowledge Management ◽  
Performance Assessment ◽  
Assessment System ◽  
Web Based ◽  
Institutional Dynamics ◽  
Expansive Learning ◽  
The World ◽  
Performance Assessment System ◽  
Scholarly Attention

Recent evidence of the adoption of technologically mediated systems of knowledge management as part of the trend to accountability in the Institutions of Higher Education around the world has been widely disseminated in World Bank and UNESCO reports, and the effects of assessment driven accountability on preparation programs extensively debated in scholarly communities. Less scholarly attention has been paid to the institutional effects of the technology enhanced performance assessment evidentiary demands on university programs undergoing review by national accrediting bodies. The lack of scholarly attention is addressed by presenting a case study examining the institutional dynamics of accreditation review experienced by faculty in one department that offered graduate programs leading to certification for education leaders. Drawing from institutional analysis (Scott, 2008a, 2008b) a conceptual framework is established in a discussion of conditions of enactment of the regulative, normative and cognitive facets of the institutional dynamics evident in the implementation ecology of accountability systems. The case study analysis outlines four phases of development of the essential elements of a web-based assessment system, and describes the questions raised by faculty about performance evidence, the assessment of that evidence, and the nature of measures of program outcome effectiveness. Classic theories of organizations fail to fully explain the concerns and questions that were raised by faculty. In contrast, Engeström’s (1999, 2001, 2008) theory of expansive learning grounded in Cultural Historical Activity Theory (CHAT) provides insights into faculty responses to questions raised by the criteria for program review established by the accrediting body. Artifacts of expansive learning evident in the development of a performance assessment system can be viewed as reflecting institutionalization of regulative, normative, and cognitive dimensions of the emergent evaluative state of leadership preparation around the world. Implications are suggested for understanding the development of information technology (IT) enhanced knowledge management systems (KMS).

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2012 ◽  
pp. 134-149
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Social Learning ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
High Importance ◽  
Web Technologies ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

The Launch of Web-based Collaborative Decision Support at NASA

2008 ◽  
pp. 113-125
Author(s):  
Irma Becerra-Fernandez ◽  
Matha Del Alto ◽  
Helen Stewart
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Makers ◽  
Web Based ◽  
Management Platform ◽  
Individual Person ◽  
Mission Critical ◽  
Multiple Domains ◽  
Collaborative Decision

Today, organizations rely on decision makers to make mission-critical decisions that are based on input from multiple domains. The ideal decision maker has a profound understanding of specific domains coupled with the experience that allows him or her to act quickly and decisively on the information. Daily, decision makers face problems and failures that are too difficult for any individual person to solve; therefore, teams are now required who share their knowledge in spontaneous collaborations. Since requisite expertise may not all reside in the same organization, nor be geographically colocated, virtual networked teams are needed. This chapter presents a case study describing the development and use of Postdoc, the first Web-based collaborative and knowledge management platform deployed at NASA.

Communities of Implementation

2011 ◽  
pp. 35-42 ◽  
Author(s):  
Duncan Shaw ◽  
Brad Baker ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Dynamic Environment ◽  
Collective Responsibility ◽  
Practical Aspect ◽  
Individual Knowledge ◽  
Competing Priorities ◽  
Complementary Actions

The concept of communities of practice (CoPs) has rapidly gained ground in fields such as knowledge management and organisational learning since it was first identified by Lave and Wenger (1991) and Brown and Duguid (1991). In this article, we consider a related concept that we have entitled “communities of implementation.” Communities of implementation (CoIs) are similar to communities of practice in that they offer an opportunity for a collection of individuals to support each other and share knowledge in a dynamic environment and on a topic in which they share interest. In addition, and to differentiate them from CoPs, a community of implementation extends the responsibilities of a CoP by having as its focus the implementation of a programme of change. This may well extend to designing the change programme. Thus, whereas a main purpose of a CoP is to satisfy “a real need to know what each other knows” (Skyrme, 1999) in an informal way, we argue that a main purpose of a community of implementation is to “pool individual knowledge (including contacts and ways of getting things done) to stimulate collective enthusiasm in order to take more informed purposeful action for which the members are responsible.” Individual and collective responsibility and accountability for successfully implementing the actions/change programme is a key feature of a community of implementation. Without these pressures the members might lower the priority of implementation, allowing competing priorities to dominate their attention and resources. Without responsibility and accountability, the result is likely to be (at best) an organisation which has not begun a change programme, or (at worst) an organisation which is stuck halfway through another failing initiative. To achieve these additional objectives beyond those of a CoP, the CoI needs to provide heightened support to its members. In fact often the members will collectively strategise the development and implementation of the change programme they are leading in the organisation. Other concepts similar to CoPs have appeared in the literature, for example “communities of knowing” (Boland & Tenkasi, 1995), but none have a specific focus on implementation. Perhaps the closest example of a CoI, as suggested by our definition, is reported by Karsten, Lyytinen, Hurskainen, and Koskelainen (2001) who describe a CoP in a paper machinery manufacturer which seems to have the necessary focus on implementation. The theoretical aspects of this article will explore the relationship between CoPs and CoIs, and the needs for different arrangements for a CoI. The practical aspect of this article will consist of a report on a case study of a CoI that was successful in its implementation of a programme of change that aimed to improve its organisation’s knowledge management activities. Over two years the CoI implemented a suite of complementary actions across the organisation. These actions transformed the organisation and moved it towards achieving its ‘core values’ and overall objectives. The article will explore: the activities that formed and gelled the community, the role of the community in the implementation of actions, and experiences from key members of this community on its success and potential improvements.

The Launch of Web-Based Collaborative Decision Support at NASA

2010 ◽  
pp. 218-230 ◽  
Author(s):  
Irma Becerra-Fernandez ◽  
Martha Del Alto ◽  
Helen Stewart
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Makers ◽  
Web Based ◽  
Management Platform ◽  
Individual Person ◽  
Mission Critical ◽  
Multiple Domains ◽  
Collaborative Decision

Today, organizations rely on decision makers to make mission-critical decisions that are based on input from multiple domains. The ideal decision maker has a profound understanding of specific domains coupled with the experience that allows him or her to act quickly and decisively on the information. Daily, decision makers face problems and failures that are too difficult for any individual person to solve; therefore, teams are now required who share their knowledge in spontaneous collaborations. Since requisite expertise may not all reside in the same organization, nor be geographically colocated, virtual networked teams are needed. This chapter presents a case study describing the development and use of Postdoc, the first Web-based collaborative and knowledge management platform deployed at NASA.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2010 ◽  
Vol 5 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Management Process ◽  
Technical Approach ◽  
Web Technologies ◽  
Learning Network ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

A Case Study of Web-Based Collaborative Decision Support at NASA

2009 ◽  
pp. 231-243
Author(s):  
Irma Becerra-Fernandez ◽  
Martha Del Alto ◽  
Helen Stewart
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Makers ◽  
Web Based ◽  
Management Platform ◽  
Individual Person ◽  
Mission Critical ◽  
Multiple Domains ◽  
Collaborative Decision

Today, organizations rely on decision makers to produce “mission critical” decisions that are based on inputs from multiple domains. The ideal decision maker has a profound understanding of specific domains, coupled with the experience that allows them to act quickly and decisively on the information. Daily they face problems and failures that are too difficult for any individual person to solve; therefore, teams are now required to share their knowledge in spontaneous collaborations. Since requisite expertise may not all reside in the same organization, nor be geographically colocated, virtual networked teams are needed. This paper presents a case study describing the development and use of Postdoc, NASA’s Web-based collaborative and knowledge management platform.

Asynchronous Electronic Feedback for Faculty Peer Review

2019 ◽  
pp. 160-180
Author(s):  
Chad Rohrbacher ◽  
Jessica McKee
Keyword(s):  
Comparative Analysis ◽  
Hybrid Model ◽  
Teaching And Learning ◽  
Observation Model ◽  
Pedagogical Practice ◽  
Peer Observation ◽  
Or Education ◽  
Web Based ◽  
Electronic Feedback

This case study at Embry-Riddle Aeronautical University – Daytona Beach (ERAU-DB) describes the process of facilitating a faculty peer observation model that uses asynchronous electronic feedback through the Teaching Partners program offered by the Center for Teaching and Learning Excellence (CTLE). This practical, hybrid model of peer observation builds on practices found in current models and uses digital recording and web-based software to encourage faculty feedback that will positively impact their pedagogical practice. The results of this study suggest to truly cultivate a dialogue between faculty and/or education developer in the process, the goals should be clearly stated, the reflection should be clearly defined using the current research when possible, and the process should be modeled in practice. This comparative analysis also suggests that the hybrid model of evaluation, coupled with the implementation of video asynchronous electronic commenting system, resulted in increased faculty reflection that impacted classroom instruction.

Web-Based Knowledge Management Model

2011 ◽  
pp. 1191-1199
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

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