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Sharing Knowledge (sharing + knowledge)
Selected AbstractsWorking around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2007Chris J. Ivory The article considers knowledge management issues from the client's perspective. In the example presented, a sludge treatment centre procured by Northumbrian Water Ltd (NWL), the task faced by the client was to manage knowledge in a context where the core technology being procured was new and resulted in the need for new knowledge to be created and shared both pre- and post-delivery. In exploring these issues, the article reveals the problems of (and some solutions to) managing knowledge across the project life-cycle and between different groups, where the motivation for generating and sharing knowledge was not the same for all participants. [source] Chi and Organizational Creativity: A Case Study of Three Taiwanese Computer FirmsCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2003Jon-Chao Hong The mechanisms of knowledge management include knowledge sharing, knowledge transformation and knowledge accumulation. In the corporate context, knowledge creation is of utmost importance for the promotion of competition within an organization. Knowledge creation in business corporations is most frequently done through sharing knowledge between members of a team. Therefore, how to promote the flow of ,Chi' in an organization to ensure the effectiveness of knowledge sharing becomes the key to successful knowledge creation. Moreover, to create and maintain ,Chi', a holonic working environment has to be created so that the result of knowledge sharing can be enhanced. This paper illustrates the effectiveness of the knowledge-sharing practices of three computer-manufacturing companies from the perspective of working environment design and knowledge-sharing mechanism. Through comparison, this paper will identify some good practices for the enhancement of organizational creativity. [source] Tools and techniques for transferring know-how from boomers to gamers,GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 5 2007Karl M. Kapp How well boomers transfer their knowledge to younger employees (gamers, may well determine which organizations maintain their competitive edge during the next decade. But boomers' and gamers' preferred learning styles are as different as night and day, and conventional approaches may hinder rather than aid knowledge transfer. Fortunately, companies can learn a lot from gamers about sharing knowledge. Instant messaging, blogs, wikis, RSS feeds, and podcasts,technologies gamers already use extensively outside the work environment to obtain information,are efficient, low-cost tools for informal learning that companies can incorporate into an enterprise strategy for capturing and distributing business- and job-critical know-how before it's too late. © 2007 Karl M. Kapp. [source] Sharing in teams of heterogeneous, collaborative learning agentsINTERNATIONAL JOURNAL OF INTELLIGENT SYSTEMS, Issue 2 2009Christopher M. Gifford This paper is focused on the effects of sharing knowledge and collaboration of multiple heterogeneous, intelligent agents (hardware or software) which work together to learn a task. As each agent employs a different machine learning technique, the system consists of multiple knowledge sources and their respective heterogeneous knowledge representations. Collaboration between agents involves sharing knowledge to both speed up team learning, as well as refine the team's overall performance and group behavior. Experiments have been performed that vary the team composition in terms of machine learning algorithms, learning strategies employed by the agents, and sharing frequency for a predator-prey cooperative pursuit task. For lifelong learning, heterogeneous learning teams were more successful than homogeneous learning counterparts. Interestingly, sharing increased the learning rate, but sharing with higher frequency showed diminishing results. Lastly, knowledge conflicts are reduced over time the more sharing takes place. These results support further investigation of the merits of heterogeneous learning. © 2008 Wiley Periodicals, Inc. [source] Cross-cultural Comparisons of Online CollaborationJOURNAL OF COMPUTER-MEDIATED COMMUNICATION, Issue 1 2002Kyong-Jee Kim This study investigated two interconnected conferences formed by students and instructors from two different cultures,Finland and the United States,to discuss case situations or problems in school observations, in order to examine cross-cultural differences in online collaborative behaviors among undergraduate preservice teachers. A conference for Korean students in the following semester was added and analyzed for more diverse cross-cultural comparisons. In terms of the first part of this study, computer log data indicated that there were more cross-cultural postings in the Finnish conference by U.S. students than Finnish visitors within the U.S. conference. In addition, student postings made up nearly 80 percent of these discussions. Qualitative content analyses of computer transcripts were conducted to compare their collaborative behaviors with the conferences. Results revealed some cross-cultural differences in the participants' online collaborative behaviors. Korean students were more social and contextually driven online, Finnish students were more group-focused as well as reflective and, at times, theoretically driven, and U.S. students more action-oriented and pragmatic in seeking results or giving solutions. The U.S. and Finnish students spent much time sharing knowledge and resources and also providing cross-cultural feedback. Findings indicate that instructors who facilitate online collaboration among multicultural students need to be aware of cultural differences in the learners' online collaborative behaviors, and such differences need to be taken into account to foster online collaboration among culturally diverse learners. Some data from post-collaboration questionnaires, student interviews, and videoconferencing further informed these findings. [source] Knowledge facts, knowledge fiction: the role of ICTs in knowledge management for developmentJOURNAL OF INTERNATIONAL DEVELOPMENT, Issue 1 2002Maja Van Der Velden What happens when corporate knowledge management monoculture meets the diverse international development sector? This paper finds that development agencies have too readily adopted approaches from the Northern corporate sector that are inappropriate to development needs. These approaches treat knowledge as a rootless commodity, and information and communications technology as a key knowledge tool. Alternative approaches are required, that focus on the knower and on the context for creating and sharing knowledge. ICT tools need to support this approach, helping people develop appropriate or alternative scenarios and improving the accessibility of information and knowledge for people with different cultural, social, or educational backgrounds. Copyright © 2002 John Wiley & Sons, Ltd. [source] An Empirical Investigation of Knowledge-Sharing in NetworksJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2005Stephan M. Wagner Summary Given the growing importance of knowledge-sharing, the primary purpose of this research is to develop and test a series of hypotheses regarding interorganizational knowledge-sharing with different actors in networks. Findings, based on responses from 182 firms, reveal that a firm's degree of knowledge-sharing with research institutions and customers is positively influenced by the firm's resource commitment. As expected, the firms' satisfaction is positively related to the frequency of communication. Consistent with the proposed hypotheses, knowledge tacitness diminishes the effect sharing knowledge with suppliers has on satisfaction. Contrary to expectations, tacitness positively moderates the effect sharing knowledge with customers has on satisfaction. Overall, this paper establishes the foundation for a more fine-grained analysis of knowledge-sharing with customers, suppliers and research institutions in a network setting. [source] Working around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2007Chris J. Ivory The article considers knowledge management issues from the client's perspective. In the example presented, a sludge treatment centre procured by Northumbrian Water Ltd (NWL), the task faced by the client was to manage knowledge in a context where the core technology being procured was new and resulted in the need for new knowledge to be created and shared both pre- and post-delivery. In exploring these issues, the article reveals the problems of (and some solutions to) managing knowledge across the project life-cycle and between different groups, where the motivation for generating and sharing knowledge was not the same for all participants. [source] | |||||||||||||