Saturday, October 19, 2002

Book (Forthcoming) : Human Resource Management in the Knowledge Economy - New Challenges, New Roles, New Capabilities : By Mark L. Lengnick-Hall and Cynthia A. Lengnick-Hall; Available December 2002 - "As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment … ‘Human Resource Management in the Knowledge Economy’ examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge … The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. ‘Human Resource Management in the Knowledge Economy’ describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage."
* Table of Contents – 1. A New Imperative for Human Resource Management / 2. The Knowledge Economy and Human Resource Management / 3. Human Capital Steward / 4. Knowledge Facilitator / 5. Relationship Builder / 6. Rapid Deployment Specialist
* Go to this book at Amazon or
Barnes & Noble
Conference Presentations : KM 2002 : Held August 7-9, 2002 (Australia) - "The speakers for the 2002 Knowledge Management Conference are amongst the most respected in their fields around the world. In 2002 we saw a mix of people from the United States and Australia/Pacific present topics that included Knowledge Sharing, Storytelling, Implementing Knowledge Management, Education, Organizational Learning, Knowledge Management and the impact Outsourcing has on organizational knowledge, Building Communities of Learning and Communities of Practice – in fact the topics were so wide ranging discussion was not limited to what was on the conference program."
* Presentations are downloadable - Zipped files
* Go to KM 2002
Project : Senior Knowledge Worker (SKW) Research Project : "Japan's aging population is arguably the biggest problem facing Japan this Century. Japan's inability to turn its economy around has it's roots in the myriad of issues related its aging society. With serious implications for the world economy, Japan's ability to manage this crisis is of international importance … In recognition of this problem, the Knowledge Management Society of Japan has established the Senior Knowledge Worker (SKW) research team, to research solutions. Led by Yoshio Ichiryu, the SKW workgroup has been researching solutions for Japanese corporations to improve their return on investment from senior and retiring employees through a better process of knowledge management. Through this website, the International Chapter of the Knowledge Management Society of Japan invites corporations and other interested parties to learn about the research findings and participate in activities to explore the development of Senior Knowledge Worker in Japan."
* Go to SKW
Research Note (Short) : Brain on a Chip Will Help Test New Drugs : "A new method for keeping brain slices alive for weeks will allow researchers to better study effects of chemicals on entire neural networks rather than just single cells … ‘Behaviour is the result of the electrical activity of billions of brain cells connected in complex circuits, not the activity of a cell or a receptor acting in isolation,’ says Miro Pastrnak, business development director of Tensor Biosciences of Irvine, California … Currently, however, researchers test candidate drugs on individual nerve cells because keeping big brain chunks alive for long has proven too difficult. But psychoactive drugs alter behaviour of the entire brain, affecting various receptors, cell types and synapses."
* Go to Brain on a Chip Will Help Test New Drugs
Working Paper : Repairing Managerial Knowledge-ability Over Distance :
By K Goodall and J Roberts; Published in 2002 - "Despite a growing acknowledgement in the literature of the ‘socially embedded’ character of organisational knowledge, in this paper we argue that conceptualisations of knowledge management have remained aloof from the agency that they seek to inform, particularly in relation to managing within physically dispersed organisations. We seek, therefore, to explore the essential link between knowledge and action (‘knowledge-ability’) through an empirical investigation of the organisational conditions and managerial labour needed to preserve knowledge-ability within a transnational. In order to achieve this we compare the experience and practices of three managers located in China, Columbia and Australia as they seek both to communicate knowledge of their local context to the remote center in order to influence policy, and gather knowledge of what is happening remotely in order to coordinate their local action with shifts in corporate thinking. A model of the resources needed in order to limit and repair the damage of distance is generated using this qualitative data. We argue that the labour of repairing knowledge -ability should be understood as an essential aspect of the workings of power relations within the transnational, and involves an intensification of self-disciplinary practices within network forms of organising."
* Downloadable as a 39-page, 123 KB PDF file
* Go to Repairing Managerial Knowledge-ability Over Distance

Friday, October 18, 2002

Book : What's Next? Exploring the New Terrain for Business : By Eamonn Kelly, Peter Leyden and Members of Global Business Network; Published September 2002 - "Kelly and Leyden, of Silicon Valley- based consultancy Global Business Network, chat with 50 ‘remarkable people,’ including entertainers like Laurie Anderson and geographic demographers like Joel Garreau, about everything from China's role in world politics to biotechnology, while trying to figure out how these trends mesh. After everyone's chimed in, the authors propose that the 21st century's successful business leaders will be those who develop an ‘adaptive advantage’ over their competitors, learning to gauge the culture as effectively as the marketplace. They further suggest such corporate-minded entrepreneurs will be the most likely candidates to develop creative solutions for the world's toughest problems. The enthusiasm for corporations isn't unexpected, given Leyden's pro-globalization stance in 1999's The Long Boom, which he co-authored; and much effort is spent explaining why today's recession hasn't nullified those earlier predictions for a prosperous future. One analyst compares the wave of failed dot-coms to ‘regular brushfires to... make space for fresh growth,’ while another believes increased antidepressant usage created fearless investors, who pumped the market up to unsustainable levels. With so many people discussing subjects outside their specialized fields, the reflections swerve from insightful to inane, and despite the authors' attempt to structure the book thematically, there's still a disjointed feel to what is, essentially, a hodgepodge of excerpted transcripts. ‘Things are going to be wild and crazy much sooner than we expect,’ one contributor warns (as if they weren't already!), but for all the speculation, the book's only practical advice is to learn how to think fast.
Copyright 2002 Reed Business Information, Inc.”
* Go to this book at Amazon
* Here’s the link to the Global Business Network
Forum (Session Summaries) :
World Knowledge Forum 2002 :

Held October 15-18, 2002 - "In today's turbulent economy, we are not talking evolution - we're talking revolution. Evolution refers to steady, predictable change. Revolution - like a rugby ball in which we cannot predict the direction of the next bounce - is all about disruption, discontinuity, instability, and unpredictable change. Could this be deemed as a threat? Or opportunity? … Defining ‘economy’ over again is the knowledge economy. It is no longer about the factories you own or the funding you can receive : it's all about what you know, how you know it, and the method to take for your entire organization to know more. Knowledge of technologies, knowledge of processes, knowledge of precedent, and knowledge of knowledge combined is the key to coping with economic turbulance … We like to define the World Knowledge Forum as a ‘jubilee of human knowledge,’ where participants will be able to seek pragmatic ways to respond to the new paradigm of a knowlede-based society, and where they will be able to cooperate gladly in working together toward the ideal of global prosperity."
* The Forum is organized by:
-- Tracks -- 1. Maximum Leadership / 2. Winning Financial Strategies / 3. Transforming Organizations / 4. Next Generation Technology / 5. Sustainable Globalization / 6. Northeast Asia in the World / 7. Art of Knowledge Management
-- Plenarys -- A. MBN Plenary I / B. MBN Plenary II / C. Bloomberg Plenary / D. Bain & Company Plenary / E. OECD Plenary / F. World Bank Plenary / MBN Plenary III
* NOTE 1 – Session Summaries are downloadable in Word format
* NOTE 2 – Materials are also available for the 2001 and 2000 Forums
* Go to World Knowledge Forum 2002
* Source: Originally encountered on the Development Gateway – Knowledge Economy portal
Summit Papers : eSkills Summit :
Held October 17-18, 2002 - "provide[s] a unique opportunity to learn how the eSkills challenge has been and can be successfully addressed by stakeholders in both the public and the private sectors. These initiatives range from individual projects targeting specific groups in society to high-level policy actions that have been endorsed by EU Heads of State and Government. Different forms of partnerships have also been formed as a means to bring stakeholders together and to ensure that synergies are created and that efforts are not being duplicated. The purpose of this page is to capture as many of these initiatives as possible in order to inform the debate on eSkills and to award recognition to those that are already making great strives towards the ultimate goal of bridging the eSkills gap in Europe."
* Summit papers include:
- Summit Declaration and Report
- Views and Initiatives from Stakeholders
- EU Policy Papers
* Go to the eSkills Summit
Working Paper : An Economic Map of the Internet : By Shawn O'Donnell; Published September 2002 - "The term 'Internet industry' encompasses a broad spectrum of economic activity. A relatively simple action like downloading a web page might involve, among other parties, one or more backbone providers, one or more ISPs, various web hosting companies, application service providers, content delivery networks, content providers, and advertising agencies. Assessing the relationships among the various providers without a guide can be tricky … This paper presents a framework for studying the economic architecture of the Internet industry. Its purpose is to map how dollars flow on the net. The Internet dollar flows map provides a tool and a context for discussing industry economics and policy. For example, where does the consumer's ISP dollar go? Given the cost structures of Internet service, are pure-play ISPs likely to capture enough value to compete with vertically integrated providers? What are the prospects for unaffiliated ISPs providing access over cable television networks, or for CLECs providing access over ILEC facilities? How much of the consumer's access dollar trickle down to the core of the network? Or, working backwards, how might enhanced services in the core of the network (like QoS-guaranteed levels of service) affect access charges? … The economic map of the Internet shows estimates of the current revenues for various industry segments, as well as showing something of the complex structural relationships among the branches. To interpret the map, remember that, just like data, dollars flow into the Internet from the edges. Money enters from consumer and business ISP fees as well as from advertisers and through e-commerce and pay-for-content sites. The ISPs, hosting and e-commerce companies skim off their margins, then pass money to other firms in the value web. Eventually, money makes its way down to the backbone providers at the heart of the Internet … The paper begins with a discussion of the map. Data gathered from financial reports and dot-com post-mortems provide details on industry revenues and the expenses and capital expenditures required to sustain them. To illustrate how a map of Internet dollar flows could be applied to policy analysis, the paper includes case studies of the dollar flows through Internet access providers operating over competing technologies."
* Downloadable as a 24-page, 307 KB PDF file
* Go to An Economic Map of the Internet (Look for Working Paper #164)

Thursday, October 17, 2002

Article : Applying Knowledge Management to Oil and Gas Industry Challenges : By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert); Released October 2002 - "The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a one-worded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective … For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness … Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of KM is apt for much of the industry: processes, tools, and behaviors that deliver the right content to the right people at the right time, and in the right context so they can make the best decisions, exploit business opportunities, and promote innovative ideas."
* Go to Applying Knowledge Management to Oil and Gas Industry Challenges, published by the APQC (American Productivity & Quality Center)
Article : Information Retrieval by Semantic Analysis and Visualization of the Concept Space of D-Lib® Magazine : By Junliang Zhang and Javed Mostafa - "In this article we present a method for retrieving documents from a digital library through a visual interface based on automatically generated concepts. We used a vocabulary generation algorithm to generate a set of concepts for the digital library and a technique called the max-min distance technique to cluster them. Additionally, the concepts were visualized in a spring embedding graph layout to depict the semantic relationship among them. The resulting graph layout serves as an aid to users for retrieving documents. An online archive containing the contents of D-Lib Magazine from July 1995 to May 2002 was used to test the utility of an implemented retrieval and visualization system. We believe that the method developed and tested can be applied to many different domains to help users get a better understanding of online document collections and to minimize users' cognitive load during execution of search tasks."
* Go to Information Retrieval by Semantic Analysis, published in the October 2002 edition of D-Lib Magazine
Book (Forthcoming) : Theories of Innovation - Change and Meaning in the Age of the Internet : By Ilkka Tuomi; Available November 2002 - "This volume takes an approach that is different from your standard internet-related books. The primary focus is the theory of Open Source Innovation. This is the open, collective interactive mode of innovation that involves little conventional economic transaction. This book goes from an analysis of the early phases of internet development to its importance today."
* Table of Contents: 1. Introduction / 2. Innovation as Multifocal Development of Social Practice / 3. Inventing the Web / 4. Making of the Internet / 5. Analysis of the Early Phase of Internet Development / 6. Socio-cognitive Spaces of Innovation and Meaning Creation / 7. Breaking through a Technological Frame / 8. Combination and Specialization in the Evolution of the Internet / 9. Retrospection and Attribution in the History of Arpanet and Internet / 10. Learning from Linux / 11. Concluding Remarks
* Go to this book at Amazon or Barnes & Noble
Special Interest Group (SIG, New) : Quaerere - Research and Action on the Learning Society :
* Purpose: "To promote the building blocks of the Learning Society"
* Goal: "Theory building and practice improvement on knowledge management and organisational learning through reflexive interaction"
* Objectives: - "To work on-line and to meet regularly face-to-face
- To develop peer support and personal commitment to research goals
- To report on the process while we go through our work and interaction
- To work in an interdisciplinary way
- To invite other researchers in Knowledge Management related areas"
* Connecting Practitioners and Researchers:"Though the main target group is constituted of Master and PhD students – people who are already committed to the delivery of a research project – the idea is to welcome everyone who is interested in joining a collective interacting process around the broad area of Knowledge Management. Thus we welcome prospective students, practitioners and, of course, senior researchers. Different people will want different things from this group"
* NOTE - ‘Quaerere’ - "from Latin (pronounced Kuerere), means to inquire, to search, to investigate and also to want."
* Go to Quaerere
* While you are there, checkout the other Community Zones and SIGs at Knowledge Board [announced in the October edition of the Knowledge Board newsletter]
Tutorial (On-line) : Best Practices in Project Startup and Team Creation : "Prosci’s 2002 Best Practices in Business Process Reengineering report is the third study in a series conducted over a five year period. Three hundred and twenty-seven organizations from 53 countries participated in the 2002 study. The 1999 study had 248 participants while the 1997 study had 57 participants. The results of the 2002 study combine the most current findings with those of the past two studies to provide a comprehensive and comparative view of business process reengineering projects. This tutorial provides some highlights from the 2002 study related to starting a new project."
* Go to Best Practices in Project Startup and Team Creation
* NOTE – For more information about the ADKAR model for change management try this Change Management Tutorial

Wednesday, October 16, 2002

Community : Gantthead
(Project Management) :
"Being an IT Project Manager can be a lonely job. You are responsible for a project that business people in your organization care a lot about. Someone may have over-committed you, and is now asking you why you're not done yet. You and your staff are working together to find solutions as best you can - but within your organization there is no one you can lean on for the answers you need … No one is doing exactly what you are doing now within your company … This is why we built gantthead. Our mission is simple: Make IT project managers more successful … gantthead is the experience bridge that fills in the gaps - providing help to project managers in a number of ways. It is a community, your community, for IT project managers … gantthead.com gives you:
- Connections - to others who are managing projects like yours
- A place to get started - processes that you can customize for your needs
- Instant productivity boosts - deliverable templates & examples
- Access to experts - real people who understand what you are going through
- News that matters - stories that relate to what you are trying to accomplish
- Advice you need - tips on the art of managing your effort
- 'Just-in-time' Consulting - Providing services ranging from answering questions, reviewing deliverables, and participating in meetings remotely. These services can be an hour on the phone with an expert or live consulting on your site, whichever is best for you. "
* Be sure to checkout the
Knowledge Management
section
* NOTE – Access to some content requires registration or membership
* Go to Gantthead
Conference Presentations :
NORDNET 2002 :
An International Conference on Project Management held September 25 – 27
* Presentations inlcude:
- Project Finance - Alternative way of financing large projects, by Alexander K. Guðmundsson (39 pages, 515 KB)
- Value Creation: Mission Breakdown Structure, by Erling S. Andersen (17 pages, 132 KB)
- Transformations Within Organizational Structure–Again?, by Árelía Eydís Guðmundsdóttir (13 pages, 322 KB)
- The Alone Rider Syndrome - Opportunities and Threats of Co-operation in the Field of Project Management, By Bolsius (17 pages, 117 KB)
- The Value of Collaboration - A perspective on working together and the benefits that result, by Timothy P. Butler (29 pages, 352 KB)
- Project Risk and the Bidding Phase, by Enrico Cagno, Franco Caron and Mauro Mancini (23 pages, 153 KB)
- Managing Virtual Projects with Weblogs, by Jay Datema (8 pages, 372 KB)
- How to Consciously Plan and Evaluate Your Project Management, by MortenFangel (20 pages, 175 KB)
- Effective Product Development, by HilmarBrJanusson (33 pages, 997 KB)
- Building Virtual Project Teams, by Andrew Hunt (23 pages, 1.2 MB)
- Maintaining Communication, Interest and Focus in Virtual Research Projects, by Ebba Þóra Hvannberg and Sigrún Gunnarsdóttir (20 pages, 1.3 MB)
- Knowledge Management as a Part of Project Management, by Kaj U. Koskinen (16 pages, 473 KB)
- Key People Skills for Virtual Project Managers, by Ginger Levin (23 pages, 673 KB)
- Early Warnings of IT Project Failure, by Robert S. McKeeman (23 pages, 297 KB)
- Building Tomorrow’s Leaders Today, by Sten Mortensen (36 pages, 968 KB)
- Privatisations are Different, by Paterson (37 pages, 670 KB)
- How to Successfully Implement Global Project Management, by Daniel A. Posner (28 pages, 685 KB)
- eLearningto Accelerate Project Management Capabilities and Maturity, by Povlsen (46 pages, 3.0 MB)
- Emerging Issues on the International Agenda, by Roland Randefelt (14 pages, 351 KB)
- The Virtual Project Room - When Intentions Meet Reality, by Eva Riis (26 pages, 522 KB)
- Project Management in International Mergers: Making Cultural Differences Work (21 pages, 366 KB)
* NOTE – All files are downloadable in PDF format
* Go to NORDNET 2002
e-Journal (New) : e-Journal of Organizational Learning and Leadership : "Topics that we plan to cover from an organizational learning perspective are: Learning Disciplines, Organizational Culture, Servant-Leadership and Principle-Centered Leadership, Stewardship, Change Management, Ethics … Although the E-Journal will be published only twice a year in the fall and spring, other parts of the web site will change monthly. For instance, new bibliographic entries and related links will be added each month. In addition, new sections of the web site will be added as we receive your ideas and bring them on-line!"
* Feature Article:
- The Learning Organization, by Tom DeMarco
* Articles By College Students:
- Transformation Within Organizational Culture: The Gap Between Paper and Reality, by Brenda Bertrand
- This is Such a Fun Job!, by Andrea Wheeler
* Go to the e-Journal of Organizational Learning and Leadership, published by weLEAD
Model : Holistic Development of Knowledge Management with KMMM (Knowledge Management Maturity Model) : "If knowledge management is to become a professional management discipline within the company rather than a short-lived "fad", it is essential to have a reliable instrument for defining ones current position and driving long-term corporate development. With its Knowledge Management Maturity Model the Competence Center for Knowledge Management at Siemens AG has developed such a methodology and already applied it successfully. This methodology comprises three components: A development model, an analysis model and an auditing process. Applying this instrument generally leads to understanding and appreciation of a gradual and integral development of knowledge management. It delivers the important qualitative and quantitative information to navigate this journey"
* Downloadable as a 8-page, 186 KB PDF file
* Go to Holistic Development of Knowledge Management with KMMM
* Posted on the Knowledge Board
* Be sure to checkout the Knowledge Management Maturity Model website
Workshop Presentations : How Does Siemens Implement KM with Success? : "In order to answer the question ‘What type of business problems can be solved with KM’, different Siemens Business Units presented their KM solutions on the 9th of October at Siemens in Munich … It started with an introduction on the development of KM within the whole Siemens Group, given by Dr. Josef Hofer-Alfeis, from the Corporate Information and Operation Department of the Siemens AG … Mr. Andreas Manuth presented then the ICN/ICM ShareNet, and described how KM is bringing a solution for the improvement of sales processes within a global provider of telecommunication solutions … It was followed by the description of the KM activities within Infineon Technologies by Mrs. Berit Grasnik, insisting on how Communities of Practice are supporting the product development and innovation process in the semiconductor industry … Dr. Josef Hofer-Alfeis carried on by presenting a method jointly developed by Siemens and CIBIT – the 'Knowledge Strategy Process' - that allows business owners and their teams to determine strategy and action plans … Mrs. Simone Steinruck from Siemens Medical Solutions introduced us the KnowledgeSharing@MED initiative and explained the benefits of KM for the employees of the medical solutions sector … Last but not least, Dr. Frank Rexer closed the day by giving the point of view of a consultant onto the implications of the implementation of KM projects in different industries … All these examples have shown how KM can improve business processes, reduce costs and save time, improve the quality of products and services, accelerate for example the integration of new employee, enable a better resource allocation, create trust, improve team work and global collaboration, foster innovation and so on."
* NOTE – Presentations are downloadable in PDF format
* Go to How Does Siemens Implement KM with Success?
* Posted on the Knowledge Board website

Tuesday, October 15, 2002

Article : Channeling Innovation :
By James L. Fahey; Published October 14, 2002 - "Despite its importance to business, innovation can be a confusing distraction. An effective process for managing innovation allows organizations to respond to markets while remaining focused on business objectives … Seven Steps for Channeling Innovation:
1. Clearly articulate business objectives and priorities
2. Include all the right people
3. Pick a leader and an administrator
4. Create a list of recommended innovations
5. Publish the list and give all participants access
6. Meet regularly with a clear objective
7. Stick to the lists
Although the process for channeling innovation appears somewhat elaborate, it is actually quite efficient and consumes relatively little human resource time."
* Go to Channeling Innovation
* Discuss the article in the Forum

Article : Maximising Return on Your Knowledge Management Investment : By Byron G. Sabol; Published October 9, 2002 - "Frequently, knowledge management is merely a support function of a law firm’s client development programme, a passive participant contributing a fraction of its potential to firm profits. When effectively embedded within the firm’s marketing programme, KM makes meaningful and measurable contributions to firm income. This article does not attempt to assess the technological issues of law firm KM systems. This article explains:
1) What effective application of knowledge management can do for a law firm;
2) How strategic client service planning ensures KM marketing success
What effective application of KM can do for a law firm - KM saves the law firm time and saves the client money … KM supports team effort … KM accelerates the rate for younger lawyers to become self-sufficient … How strategic client service planning ensures KM marketing success … Enter strategic client service planning (SCSP) as the KM driver … While knowledge management initiatives are successfully launched within practice groups where lawyers share a common knowledge interest, SCSP provides a method for measuring new business generated through the firm’s KM programme. Strategic client service planning identifies the legal needs, service standards and the KM needs and interests of a specific existing client and matches the resources, including the KM resources, of the firm to client needs. SCSP brings together in a face-to-face meeting those lawyers who service an existing client."
* Go to Maximising Return on Your Knowledge Management Investment,
in Managing Partner

Article : Moving from Information Transfer to Knowledge Creation - A New Value Proposition for Technical Communicators : By Michael Hughes - "Technical communicators discount the value they add to organizations when they describe their role merely as one of information transfer from SMEs to end-users. In areas of high technology or complex products, most product knowledge is so distributed and tacit as to be inaccessible—even to those within the organization. In these situations, the technical communicator performs the function of knowledge creation. Although this role requires many of the same skills associated with information transfer, it carries new requirements and offers an additional level of value to organizations … This article describes the underlying principles of knowledge creation and the role of the technical communicator as creator of knowledge. It also describes specific techniques for making tacit knowledge explicit and for creating organizational knowledge assets."
* NOTE 1 - Registration is required to access the abstract
* NOTE 2 - Access to the full text of the article is available to subscribers only
* Go to Moving from Information Transfer to Knowledge Creation, published in the August 2002 edition of Technical Communication Online
* While you are there, checkout:
Technical Communication, Knowledge Management, and XML, by J. D. Applen

Awards : Technology Benefiting Humanity - 2002 Tech Awards Laureates Announcement : "The Tech Museum Awards honor innovators and visionaries from around the world who are applying technology to profoundly improve the human condition in the categories of education, equality, environment, health, and economic development. Individuals, for-profit companies, and not-for-profit organizations are eligible. The Tech Awards showcase their compelling stories and reward their brilliant accomplishments. The purpose of The Tech Awards program is to inspire future scientists, technologists, and dreamers to harness the incredible power and promise of technology to solve the challenges that confront us at the dawn of the 21st Century … Each year, candidates are nominated and then invited to submit applications. International panels of judges carefully review the applications according to a set of criteria that emanate from the Awards credo — Technology Benefiting Humanity. At the Awards Gala each November, five Laureates in each category are honored, and $250,000 in cash prizes are awarded."
* Go to 2002 Tech Awards Laureates Announcement
* Source: Originally encountered on the Millennium Project mail list


Special Report : The 2002 e.biz 25 : "These choices for the most influential personalities in e-business just might stick around because their companies are profitable or cash-rich … In the span of just two years, e-business has morphed from capitalist cure-all to pure catastrophe. The dot-com collapse took down not only the majority of e-tailers but also a wide swath of software and hardware companies that catered to them. The ripples from that disaster had assumed tidal wave proportions by the time they hit the telecom business, where the Internet bubble fueled wild overexpansion"
* Go to The 2002 e.biz 25, published in October 2002 by BusinessWeek

Monday, October 14, 2002

Book : Realizing the Promise of Corporate Portals - Leveraging Knowledge for Business Success :
By José Claudio Terra and Cindy Gordon; Published October 2002 - "explore the components and architecture of typical corporate portals and fundamental issues in knowledge management. Geared for decision makers at the executive level, this book provides a comprehensive view of the market landscape, powerful and detailed case studies, and collected best practices and lessons learned to help organizations successfully implement corporate portals. The book also includes detailed checklists necessary for selecting and implementing appropriate corporate portal technical solutions."
* Table of Contents: Part I: the foundation: The networked and knowledge era and corporate portals // Knowledge management in the networked era / Key components of a corporate portal platform / Implementing corporate portals: key lessons / Concluding remarks // Part II: detailed case studies // ADC Telecommunications Inc., the broadband company / Bain & Company / Bank of Montreal / Context Integration / Eli Lilly / Hill & Knowlton / Nortel Networks / SERPRO, Information Services Agency from the Brazilian Federal Government / Siemens / Texaco / Xerox, the Document Company / Appendix A: leading vendors / Appendix B: technical criteria to select a corporate portal platform
* Go to this book at Amazon or Barnes & Noble
Conference Paper : Integrating Knowledge Modelling in Business Process Management : By Papavassiliou G., G. Mentzas and A. Abecker; Presented June 2002 - "In this paper we present a new approach for integrating Business Process Management and Knowledge Management. We focus on the modelling of weakly-structured knowledge-intensive business processes. We develop a framework for modelling this type of processes that explicitly considers knowledge-related tasks and knowledge objects and present a workflow tool that is an implementation of our theoretical meta-model. As an example, we sketch one case study, the process for granting full old age pension as it is performed in the Greek Social Security Institution. Finally we briefly describe some related approaches and compare them to our work and draw the main conclusions and further research directions."
* Downloadable as a 11-page, 126 KB PDF file
* Go to Integrating Knowledge Modelling in Business Process Management
Conference Proceedings (Art by the Graphic Recorders) : Leading in a Complex World : Held September 30 – October 2, 2002 - "The challenges leaders face today are greater than ever. No longer can a single leader be responsible for an organization's future. Everyone in a company, school, government agency, or community must take on the challenges and lead from their own position. But leading together in this way requires a special attitude and a special set of skills. By introducing elements of self-inquiry, collaboration, shared vision, and systems thinking"
* Go to Leading in a Complex World
Working Paper : Knowledge Management in Network Organizations : By Norm Archer and Shan Wang; Published September 2002 - "Network organizations have become commonplace in industrialized countries for improving productivity and competitive strength. Their success depends to a significant extent on the sharing of knowledge resources among participating organizations. However, due to the relative independence of component firms, successful knowledge sharing and management in network organizations presents significant challenges. In this paper, we first identify the characteristics of network organizations and of knowledge, and describe a number of knowledge applications in network organizations. A literature review distills the factors recognized as impacting knowledge management in network organizations, followed by the development of knowledge and organizational dimensions that can be useful in situational or contingency categorization. A framework is developed for determining the effectiveness of knowledge management in network organizations, based on the factors identified, and measured on situation-specific dimensions of knowledge and organizational relationships. Finally, we demonstrate the framework in the context of five widely different published cases. The purpose of this paper is to define a research framework for knowledge management which can be validated by empirical research with network organizations. This work is part of a broader project for which the objective is to define best practices for organizations in transforming and aligning businesses with the new economy."
* NOTE – Copies of the paper may be requested from the organization by e-mail
* Go to Knowledge Management in Network Organizations
Working Paper : The Role of Modularity in Knowledge Protection and Diffusion - The Case of Nokia and Ericsson:
By Peter Galvin and John Rice; Published July 2002 - "When network externalities are important for a product, there is often a move to introduce standards on the basis of product modularity such that product interfaces remain constant over time and across brands. This allows other firms to develop complementary products and services. However, introducing standardization can lead to a weakening of the technology developer’s competitive position. Standardization makes much of the underlying product knowledge accessible, reducing barriers to entry such that other manufacturers are able to quickly develop comparable products. Thus in cases where network externalities are important and standardization needs to occur, there are also needs to protect knowledge that may form the basis for the developer’s competitive position within the industry. To review the differing approaches to managing technical knowledge we deconstruct product architectures into clusters of technical knowledge that we refer to as information structures. We use the notion of knowledge structures to study how different components of a product architecture can be made open in the form of standards, whereas other elements can be heavily protected. To study these issues, we chose the mobile phone industry. Nokia and Ericsson were instrumental in developing the GSM standard and pushing for its institutionalising across Europe. However, both of these firms still remain dominant in the manufacture of mobile phones. Thus we sought to observe how they managed various clusters of technical knowledge such that the standard was open, a range of firms has produced complementary products, and yet Nokia and Ericsson’s competitive position within the industry has not been diminished."
* Downloadable as a 36-page, 135 KB Word file
* Go to The Role of Modularity in Knowledge Protection and Diffusion

Sunday, October 13, 2002

Article : An Overview of Synoptics and the Six Challenges of Creativity :
By Martin Hyatt - "Even though we can recognize creativity in action, we find it difficult to do. One reason creativity may be so difficult is that the underlying challenges involved are not easily understood. This paper explores six of the central challenges of creativity. We find two common themes, metaphoric models and tree structures, that help to resolve these challenges … We are concerned here with creativity as a problem solving process. Other aspects of enhancing a person's general creative tendencies and enhancing an environment to foster creativity are important, but by themselves are insufficient towards a concerted effort against a specific problem … The challenges below, clarify the issues of creativity. These challenges motivated a research effort (Hyatt, 2000, 2001) that led to the creation of a unifying framework called Synoptics … We first look at these six challenges:
- Challenge 1. How do we generate ideas that meet the opposing constraints of novelty and utility?
- Challenge 2. How do we know when the full space of potential ideas has been generated?
- Challenge 3. How can we develop or refine creativity techniques and practice?
- Challenge 4 How do we ask the right questions?
- Challenge 5. How can one manage the explosion of knowledge and channel it into potential solutions?
- Challenge 6. How can one deal with the large number of possible alternatives that can be generated?
Next, we look at how metaphoric models and tree knowledge structures fit into the creativity process. We will then look at the process as a whole and consider a possible end product for large-scale problems that can involve many participants from different domains."
* Go to An Overview of Synoptics and the Six Challenges of Creativity, published in the October 2002 edition of TRIZ
Article : The Mysterious Art and Science of Knowledge-Worker Performance :
By Thomas H. Davenport, Robert J. Thomas and Susan Cantrell - "As far back as 1959, Peter Drucker insisted on the need to pay more attention to knowledge work and the people doing such work. More than 40 years later, the subject still lacks its Frederick Taylor or Henry Ford; at best, it has been explored by approximations of William Morris and the Italian Futurists — artists who expressed an understanding of industrial developments in the late 19th and early 20th centuries … In the spirit of the artists concerned with industrialism a century ago, but with an eye toward more scientific advances, the authors spent more than a year investigating the mysteries of knowledge-worker performance. In the process, they realized that organizations can't begin to increase their understanding of what makes knowledge workers effective until they recognize the importance of such workers as a whole and how to differentiate among them as individuals. In this article, the authors explore five key issues that companies are struggling with and then develop a framework to help organizations think more clearly about how to improve the performance of their knowledge workers."
* NOTE – Full text of the article available to subscribers or by purchase
* Go to The Mysterious Art and Science of Knowledge-Worker Performance, published in the Fall 2002 edition of the MIT Sloan Management Review
* Other articles of interest include:
- Managing the Knowledge Life Cycle, by Julian Birkinshaw and Tony Sheehan
- The Great Leap: Driving Innovation From the Base of the Pyramid, by Stuart L. Hart and Clayton M. Christensen
- Beyond Selfishness, by Henry Mintzberg, Robert Simons and Kunal Basu
Book (and Companion Web Site) :
Fierce Conversations :
By Susan Scott; Published September 2002 - "illuminates the path to a new degree of authenticity, a new way of expressing who you are and what you believe as a person and a leader … the master guidebook to transforming the conversations that are central to your success, offering opportunities for positive personal and organizational change, great effectiveness in everyday interactions, a renewed sense of purpose, and a new way of relating to people-at work, at home, and in every area of your life … The ‘Fierce’ attitude is captured in our beliefs: We believe that individuals and organizations succeed or fail one conversation at a time; We believe that, while no single conversation is guaranteed to change the trajectory of a career, a business, a relationship, or a life, any single conversation can; We believe that for a leader, there is no trivial comment; We believe that the conversation is the relationship; We believe that it is important to engage in each conversation as if it matters. It does."
* Content is organized into the following sections: Certification, Hot Topics, Our Impact, Our Solutions, The Ideas of Fierce, and more
* Sign up for the 1c@t Newsletter (one conversation at a time)
* Go to Fierce Conversations
Community : TechsUnite : "a unique effort to connect IT workers to data critical to their careers … TechsUnite is a work-in-progress—from here we hope to build new worker alliances fueled by open exchange among site users and site partners. With your help, TechsUnite can provide effective, online community service to IT workers and the special challenges we face in the workplace and the new economy."
* Content is organized into the following sections: A Tech Union!?, Community, IT Workers News, Legal FAQ, Resources and Subscribe
* Go to TechsUnite
Information Service : FutureFeedForward : "is a publicly-traded information and financial services company. Our business leverages our temporal technologies to provide unparalleled research and investment products to our commercial, industrial, and consumer clients. … Our investment business operates on the revolutionary monetary principles derived from our Temporal Networking technologies, and our research branch, employing the same Temporal Network, supplies our clients with accurate, tailored information about the future."
* Go to FutureFeedForward