Saturday, December 14, 2002

Article (Short): Following the Telework Compass - Lessons from Two Enterprise Transformation Projects : "There is a great difference between tactical telework, as an informal or alternative work arrangement, and strategic telework, as a formal component of a firm's business strategy. The ‘Telework Compass’ illustrates this move from tactical to strategic - from the familiar to the unknown."
* Go to Following the Telework Compass, Published September 2002 in the AT&T Telework Webguide
Article : Intellectual Capital - Accumulation and Appropriation :
By Laurie Hunter; Published November 2002 - "This paper seeks to develop a literature-based perspective on intellectual property from the standpoint of business strategy and strategic human resource management. Distinctive competitive advantage is increasingly built on a firm's knowledge, one of the principal ingredients of intellectual capital. Competitive capability is strongly influenced by the organisation's ability to develop, differentiate, appropriate and disseminate its knowledge base. Section 2 identifies the principal characteristics of knowledge assets and explores the means of extracting and protecting the value of those assets, e.g., through R&D, patents and trademarks, licensing and human capital investment. Section 3 reviews the significance of knowledge as a strategic asset and reflects on its growing importance vis-a vis physical capital. However, where knowledge is embodied in people as part of their personal intellectual capital, questions of ownership and appropriability arise in ways that are absent with physical capital. This is discussed in Section 4. Section 5 focuses on the human resource management issues arising from the disputability of ownership of knowledge, especially embodied or intrinsic knowledge. Attention is paid to problems of 'stickiness' of knowledge transfer and diffusion, and employer expropriation of value. Section 6 presents conclusions, including reference to the role of governmental agencies concerned with the public interest in the protection of property rights and the social benefit to be derived from advances in knowledge. An appendix briefly surveys three main approaches to the valuation of intangible capital and observes some of the problems posed in the development of effective measures of intangible assets, particularly where these are embodied in people."
* Here’s a direct link to the Paper
(71-page 324 KB PDF)
* Go to Intellectual Capital - Accumulation and Appropriation
Conference Proceedings : IntelligentCities™ 2002 : Held October 1-2, 2002 (Chantilly, VA) "provided the best networking and informational opportunity for the cities and businesses that are evolving into new dynamic public-private partnerships. As they use information technology to transform themselves in new and innovative ways, they enable businesses, institutions and their citizens to improve and enhance their social, cultural and economic wealth. In effect, they are empowering them to more effectively compete in an increasingly globally competitive economy … The development of community-based broadband networks and the convergence with vertical market enterprise campus networks, such as multiple tenant and real estate networks and services has stimulated increased demand for broadband access and services. The Internet, large private networks and educational, medical and hotel campuses have contributed to this increased demand. The ubiquitous need for communications anytime/anywhere is enabling the creation of intelligent cities, communities, buildings and campuses in the public and private enterprise domains."
* A sampling of presentations includes:
- The Rush for Community Control: The Status and Future of Intelligent Cities, Communities and Municipalities
- Public/Private Initiatives to Stimulate Broadband Access and Last Mile Competition
- Proactive and Collaborative Funding Approaches for IntelligentCites and Campuses
- Generating and Acquiring Custom Sticky Content to Ensure Customer Loyalty
* Papers/Presentations are downloadable in PDF format
* Go to IntelligentCities™ 2002
Conference Presentations : ProjectWorld – Santa Clara :
Held December 10-13, 2002 - "Want to learn or brush up on the basics? Project Management Essentials is the place to start. Looking to hone your skills and boost performance? Intermediate Project Management Skills has what you need. Are you a senior manager charged with selling project management to you organization? Attend the Senior Project Manager Program track. Want to know more about hot topics like managing e-business projects? Check out Next Generation Project Management. Trying to impove your team management and motivational skills? You'll discover a wealth of tips in The People Side track."
* A sampling of presentations includes:
- People Love Change...If it's GOOD Change; by Don Zook
- Do or Die: 13 Smart Project Management Behaviors, by Ken Hanley
- Effectively Shaping the Strategy of an Organization, Initiative, or Program from a Practitioner Perspective, by Shelley Gaddie
- Project Success in a Project Adverse Environment, by Steven G. Hill
* Presentations are downloadable in PDF format
* Go to ProjectWorld – Santa Clara

Friday, December 13, 2002

Article : Elements of Trust - The Cultural Dimension of Internet Diffusion Revisited : By Thomas Volken -
"For quite some time sociologists have been discussing information and communication technologies (ICT) as the heart and engine of societal change. But only recently have researchers begun to investigate the cultural preconditions of technological change. Trust as a cultural resource not only acts as a lubricant for transactions and fosters economic growth, which has been empirically demonstrated by recent research, but also facilitates more, and more innovative, actions. Bornschier in his seminal work on Internet diffusion in 34 developed countries finds strong empirical evidence that generalized trust is a necessary precondition for successful technological change. The context in which Bornschier (2001a) considered this question, however, as well as the conceptualization of trust, may have seriously affected his findings. Trust is a complex construct with multiple dimensions, and their relative effects on innovative actions may be highly dependent on their respective social context. The latter may be especially relevant in the highly fragile context of Eastern European transformation societies. This paper leads to the thesis that institutional properties (trust in systems) – rather than interpersonal generalized trust – substantially account for the differences in the diffusion of ICT not only between the transformation societies, but between developed societies as well. Using data of 47 countries from the World Values Survey and other sources, I can present strong empirical support for this thesis. Effects remain persistent even after controlling for material wealth, Internet access cost, early proliferation of tertiary education and density of scientists and engineers in research and development."
* Go to Elements of Trust - The Cultural Dimension of Internet Diffusion Revisited, published in the Electronic Journal of Sociology - Volume 6 Number 4 (2002)
Article : Learning is a Community Experience : By Adele Goldberg - "Perhaps it is obvious - you do not learn alone, but you do take responsibility for your own education. Part of that responsibility is fulfilled by your creating or finding affinity groups - the collection of places or people that provide a motivating context in which you can learn. Your choice of affinity group reflects the social and experiential nature of the learning process. What interaction style suits you best - push or pull? What timeframe provides the best retention - preparing forward or just-in-time, on-the-job? … Much learning takes place on-the-job, but is retained by taking that experience and storing it as part of a more general knowledge base - the set of enduring principles that allows you to succeed in new situations, using new technologies or applying old ones. The enduring principles of object technology are often lost in the battle over programming language, engineering methodology, or architectural preference. The need to be an expert in transient technology creates an atmosphere of immediate training rather than long-term education, and often creates practitioners crippled by the currency of their expertise. But the lessons learned from the introduction and use of object technology highlight the need to foster a community of learners who help one another develop themselves as practitioners while they develop the practice itself … This paper is a story about how we might experience learning in the near future, and the role of computers in that experience - not as computer-assisted instruction, but as communications-assisted learning. The story is based on my own history as a promulgator of object technology, and what I think I learned about education from that adventure. Many of us enjoy the learning experience I describe, and so the story is told to encourage wider spread inclusion of supportive learning experience as a regular part of our professional community building. In telling the story, I will share with you a little of my own activities in developing learning as supported by communications within a community context."
* Read it on-line or download it
(14-pages, 206 KB PDF)
* Go to Learning is a Community Experience, published in the July/August 2002 edition of the Journal of Object Technology
Article : Posthuman Law - Information Policy and the Machinic World :
By Sandra Braman - "It has been an unspoken assumption that the law is made by humans for humans. That assumption no longer holds: The subject of information policy is increasingly flows between machines, machinic rather than social values play ever-more important roles in decision-making, and information policy for human society is being supplemented, supplanted, and superceded by machinic decision-making. As the barrier between the human and machinic falls with implantation of chips within the body and other types of intimate relationships, and as dependence upon the information infrastructure continues to grow, the question of the rights of technological systems themselves is entering the legal system. This paper explores information technologies as the policy subject, as determinant of the values that inform information policy, and as policy-makers. All of these are manifestations of a transformation in the legal system so fundamental that it may be said that we are entering a period of posthuman law."
* Go to Posthuman Law - Information Policy and the Machinic World, published in the December 2002 edition of First Monday
Conference Presentations : Fourth International Conference on Practical Aspects of Knowledge Management : Held December 2-3, 2002 (Vienna) - "To succeed in the accelerating business pace of the ‘internet age’, organisations must efficiently leverage their most valuable and under-leveraged resource: the intellectual capital of their highly educated, skilled, and experienced employees. The compression of communication cycles and the omnipresence of information forces enterprises to seek a faster return on knowledge - knowledge that ages rapidly in a market place brimming with innovation. One of the most important prerequisites in achieving this return is the systematic management of the key success factor ‘knowledge’ - previously left to manage itself ‘somehow’."
* Conference tracks include:
- Track 1: Introduction of Knowledge Management
- Track 2: Knowledge Management Case-Toolkits
- Track 3: Knowledge Management Case Studies
- Track 4: Agent based approaches
- Track 5: Metasearch and Ontologies
- Track 6: Learning and KM
- Track 7: Frameworks for Knowledge Management
- Track 8: Visualization and Knowledge Management
- Track 9: Knowledge Processes
- Track 10: Web Communities and Knowledge Management
- Track 11: Knowledge Distribution
- Track 12: Knowledge and Risk Management
* Some of the presentations that are downloadable in PDF format include:
- KMap: Providing Orientation for Practitioners when Introducing Knowledge Management
- A Domain-Specific Formal Ontology of Archeology for Knowledge Sharing and Reusing
- Integrating Knowledge Management, Learning Mechanisms and Company Performance
- A process for acquiring knowledge while sharing knowledge
- A Framework for Analysis and a Review of Knowledge Asset Marketplaces
- Are the Knowledge Management Professionals up to the Job?
- Challenges and Directions in Knowledge Asset Trading
* Go to the Fourth International Conference on Practical Aspects of Knowledge Management

Thursday, December 12, 2002

Article : Community Development as a Natural Step : By Richard McDermott - "Like all living things, communities of practice have a natural lifecycle. The key to starting, developing and sustaining them is understanding and resolving the natural tensions of each stage of development. In this article, Richard McDermott describes what community leaders and organizers can do to help communities move through these stages with grace."
* Downloadable as a 4-page, 133 KB PDF
* Go to Community Development as a Natural Step, posted December 12, 2002 on the Knowledge Board (originally published in November 2000)
Article : Partner With Purpose & Passion : By: Heather Shea-Schultz and John Fogarty - "Partnering is ‘hot’--especially in e-learning. IT managers new to the concept, or those without considerable external expertise, often ally themselves with content providers, infrastructure vendors, or services companies only to find themselves dancing with different partners long before the music stops. The two most common mistakes we've seen in online learning partnerships are the Accidental Partnership and the Porcupine Partnership. Here's what to watch for, and how to avoid them … Accidental Partnerships are no ‘accident.’ They are the result of poor planning, incomplete (or missing) needs assessment, or a willful reliance on technology for technology's sake … Porcupine Partnerships … often begin with great promise only to become prickly, problematic, and just plain painful … Following are six ‘take it to the bank’ protocols or commitments key to partnership greatness: Expect the best; Work to be ALL there; Assert the truth; Honor your partner; Keep your promises; Stay...on purpose"
* Go to Partner With Purpose & Passion, published in the December 2002 edition of e-learning Magazine
Book Chapter : Strategic Knowledge Measurement and Management :
By John W. Boudreau - "The strategic value of human capital, knowledge and talent is now well established. The other chapters in this volume attest to their essential roles in organizational value creation, uniqueness and competitiveness. This chapter focuses on measuring knowledge. Most research in industrial-organizational psychology (I-O) and even human resource management (HR) has focused on knowledge measurement at the level of the individual (e.g., competencies, skills, abilities, understanding, etc.), so this chapter will focus on knowledge measurement at more aggregate levels, and on the connection between knowledge measures and the competitive value proposition of organizations … Knowledge is increasingly important to competitive advantage (DeNisi, Hitt & Jackson, this volume; Evans & Wurster, 1998, 1999; Rayport & Sviokla, 1995; Seely-Brown and Duguid, 2000), so information about knowledge – knowledge measurement – becomes even more critical. As Boudreau and Ramstad (in press) have noted, human capital measures, including knowledge measures, not only enhance decisions of HR leaders (Boudreau, 1991; 1996), they send signals to constituents such as financial analysts (Low & Seisfeld, 1998), prospective and actual employees (Cappelli, 2000) and shareholders. Measuring knowledge systematically supports better decisions about human capital, and signals how knowledge is valued … Simply creating knowledge measures does not achieve these goals (Boudreau & Ramstad, in press). Researchers need to look beyond merely developing measures, and develop measures that connect talent to strategic success. Rich and articulated connections, supported by measurement, explain the effectiveness and prominence of decision systems such as Finance and Marketing (Boudreau & Ramstad, 1999; 1997). Thus, knowledge measurement should articulate, test and reinforce connections between knowledge and competitive advantage. DeNisi, et al. (this volume) similarly note that competitive advantage rests not on simply possessing resources, but in the way they are exploited by organizations."
* In S. Jackson, M. Hitt & A. DeNisi (Eds.). Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management. San Francisco, CA: Jossey-Bass Publishers
* Download the chapter at Strategic Knowledge Measurement and Management (48-page, 108 KB PDF)
e-Journal (Special Issue) : The Innovation Journal - A Special Issue on Innovations in Leadership (Volume 7, Number 3) :
* Peer Reviewed Articles:
- Classic Theories – Contemporary Applications, by Michael Miles, Arun Thangaraj, Wang Dawei and Ma Huiqin
- Governance, Power and Ego Development: Toward the Democratic Organization, by Aïda A. Warah
- The Reality of Innovation in Government, by Nada Teofilovic
* Discussion Paper:
- Leadership and Innovation: Relating to Circumstances and Change, by Jim Selman
* Case Study:
- Federal-Provincial Business Registry Services and Payment System: Offering Electronic Inter-jurisdictional Services Based on Business Needs, by Stuart MacLean
* Book Reviews (by Mark Hammer):
- Beyond work-family balance: Advancing gender equity and workplace performance
- Primal Leadership: Realizing the power of emotional intelligence
* Go to The Innovation Journal - A Special Issue on Innovations in Leadership, published December 12, 2002

Wednesday, December 11, 2002

Article : Multimedia Interaction for Learning and Knowing : By Sara Albolino and Maurizio Mesenzani - "a critical presentation of the work done by the authors during the past years in two European Projects in the knowledge management area: Klee&Co (Knowledge and Learning Environments for European & Creative Organisations, co-funded under the European Commission's ESPRIT Program) and MILK (Multimedia Interaction for Learning and Knowing, co-funded under the European Commission's IST Program) … Both projects focus on the dynamic vision of knowledge management as a way to enact communities and to enable innovation and new ideas generation … Technical and organisational sides of knowledge management are considered. The result of the design effort is the 'view with context': a visualisation feature based on keywords and automatic text processing, permitting users to see objects inside their context"
* Downloadable as a 5-page, 221 KB PDF
* Go to Multimedia Interaction for Learning and Knowing, posted on the Knowledge Board
Awards : The 2003 Editors' Choice Awards : "Our annual list of 60 strategic IT solution providers leading the transformation of business organizations into intelligent enterprises … Strategic IT is not passive IT: The objectives are no less than to transform how an organization makes decisions, invents and communicates business objectives, and continuously improves business performance. Strategic IT must wake up sleeping data giants; it must compel order among complex business processes; and it must brighten the organization's vision as it searches for opportunity. Only an intelligent enterprise can make this happen … Welcome to the fifth annual Intelligent Enterprise editors' selection of IT solution providers doing the most to enable the intelligent enterprise. Repairing to secret chambers, Intelligent Enterprise's editors dug deep into a year's worth of coverage, reviews, research, and dialog with the Intelligent Enterprise community. The selection process was tough — tougher than ever, given the turmoil in the IT industry and the economy. We made lists and made them again. The result was 60 companies — a mere five dozen. We present them in two articles:
- The Dozen: The 12 most influential companies enabling the intelligent enterprise, distilled and extracted after great deliberation from our list of 60
- Companies to Watch: Four lists highlighting 12 leading companies in each, divided into Intelligence, Integration, Infrastructure, and Collaborative Commerce — what we see as the four vital pillars critical to an intelligent enterprise … A tough economy demands that businesses do more with less. That takes intelligence — and it takes IT solution providers that can step up their technology to meet the requirements. Change creates opportunity, which IT must help their organizations seize."
* Go to The 2003 Editors' Choice Awards, published in the January 2003 edition of Intelligent Enterprise Magazine
Conversations (Free, On-line, Upcoming) : Chautauqua : "Group Jazz invites you to join us for three upcoming Chautauqua conversations. Each one will open on the 15th and run to the end of the month:
- December 2002: Join Jody Lentz from LEGO Serious Play to find out how to put imagination to work
- January 2003: Howard Rheingold discusses his new book Smart Mobs: The Next Social Revolution
- February 2003: Jeremy Lurey and a few special guests dig into their book Rewiring Organizations for the Networked Economy"
* Register at Chautauqua
[NOTE: “At the turn of the century, there were more than 10,000 Chautauqua venues in small towns and rural areas across the United States. People gathered to enjoy the famous authors of the day, the best musical ensembles, and art exhibits usually available only in major cities. After a stimulating presentation, participants wandered back to their porches and living rooms to discuss, debate, and reflect on what they had experienced together. The Chautauqua movement was all about learning in community … Today, there are only a handful of Chautauqua sites left to provide this unique opportunity to share a rich menu of cultural and educational activities We can never replace the pleasure of sitting together on the grass and talking long into a summer night. But we can make a time and place for learning in community - even in lives lived on Internet time … In The Virtual Chautauqua we're bringing some of the best of this learning tradition online.”]

Tuesday, December 10, 2002

Article : How to Build a Critical Mass of Support to Accelerate Your Change : "Support from stakeholders is essential to the success of every change effort. Building the necessary support is often one of the most difficult challenges change leaders face. One key strategy that works effectively – and even increases the speed of change – is consciously creating a critical mass of support for the change among key people who can influence others into tangible positive action. In this article, we will first define critical mass, and then outline how to develop a critical mass strategy."
* Go to How to Build a Critical Mass of Support to Accelerate Your Change, published in the December 2002 edition of Results from Change
Article : Next Generation Knowledge Management - The Complexity of Humans : By Peter Andrews; Published November 18, 2002 - "There is an emphasis on tools and rules for Knowledge Management (KM) that is out of step with human modes of capturing, sharing, processing and deciding on information. The approach used by the Cynefin Centre recognizes the roles of intuition and culture and uses human-centered methods to support reflection on the situation at hand and to take advantage of human capabilities for pattern recognition and finding other points of view."
* Downloadable as a 6-page, 142 KB PDF
* Go to Next Generation Knowledge Management, published by IBM Global Consulting
* You may also be interested in:
- Challenges in Managing Organizational Knowledge, by Michael Fontaine and Eric Lesser; published December 2002 (7-page, 115 KB PDF)
Book : Retreats That Work - Designing and Conducting Effective Offsites for Groups and Organizations : By Sheila Campbell and Merianne Liteman; Published October 2002 - "a practical, easy-to-use guide, full of step-by-step instructions for leading a wide variety of tested exercises. You'll learn how to design and facilitate retreats that will keep participants energized and on-task. Campbell and Liteman know what can go wrong at a retreat and what to do about it. They know how to turn difficult situations around and how to deal effectively with conflict, difficult participants, and resistance to change."
* Read and excerpt at Wiley Publishers
* Go to this book at Amazon, Barnes & Noble or Indigo
Presentation : e-Business Direction in Intellectual Property Administration : Delivered by Ian Heath (IP Australia) on December 4, 2002
* On-line slideshow (18 slides)
* Sample slide content – “e-Business (end-to-end integrated service provision) is part of e-government – ‘joined up government’ is a defining characteristic of e-government environment”
* Go to e-Business Direction in Intellectual Property Administration
Speech : Beyond the Dot Com Bubble - Supporting Global E-Commerce and Sharing the Promise of Technology : Remarks by Chris Israel, Deputy Assistant Secretary for Technology Policy, United States Department of Commerce; Delivered November 21, 2002 - "Discussing e-commerce had to be much easier two or three years ago. At the height of the dot com bubble, a lot of people (many of them living in my country) thought they had the answers to how business would operate and where the promise of e-commerce would take us all. The stories of the collapse of the dot com bubble have become legendary and the facts are significant - in the U.S. alone we've lost 500,000 jobs and $2 trillion in market value in the telecommunications and technology sectors … We've endured some pain, but we've learned some valuable lessons and when we look at the world around us it is irrefutably changed. The U.S. consulting firm EDS conducted some research earlier this year and found that most businesses treat e-business as a fundamental, long term, strategic business direction, rather than a tactical, short-term reaction to changing client demands. I completely agree with this observation. I would suspect it that it is an opinion shared by nearly everyone in this room. Most all of us are probably carrying cell phones, we communicate and do business around the world using email, we want desperately for our children to reap the benefits of technology and our governments are using technology to promote better services for our people and stronger democracies … From where we stand today, I believe that four major things are true of the marketplace that all companies now compete in - it is more efficient, more productive, more competitive and more integrated. Technology is the key driver for all of these factors … This afternoon I'd share my views on how: technology and e-commerce fuel these dynamics and provide the tools for countries to participate fully in the modern marketplace; governments can create a policy environment for growth based upon technology and e-commerce, and; technology can make our future brighter as we pursue the freedom and prosperity that President Toledo and President Bush discussed earlier this year … I'd like to conclude by offering three principles to guide our efforts going forward … First, we must not forget that technology is the key to future prosperity. It has the power to improve our lives and make the world a safer, more abundant, and more equitable place. Yet many will fear technology and the change it brings, while others may try to harness its power for evil. As leaders in government and industry, we must work to promote greater public understanding of, appreciation for, and widespread access to technology. We need to help our citizens understand this change and educate them to take advantage of it, relying on sound science and rational analysis to use technology to advance the human condition … Second, it is clear that while governments have an important role to play in setting the proper business climate to promote innovation and entrepreneurship, private sector leadership is critical to solving the toughest challenges raised by technology convergence. Politics do not improve technology development, deployment or usage - never have, never will. Technology success in the 21st century will depend on two factors more than any others - ability to globalize and speed. I'd suggest that private sector entities react faster than governments; markets do a better job of selecting winners and losers than do regulators; and the private sector has proven a greater ability to adapt to globalism's new realities … Last, the Internet has reaffirmed the power of Metcalf's law. This principle states that the value of a network increases exponentially as more people connect - going from 10 to 100 users increases the value of a network by more than a factor of 10. As we look to solve the technology policy challenges before us, we must join together as collaborators to make this incredible networked, digital world more valuable for everyone. We will all be better off - as businesses, as nations and as citizens of the world - when 5 billion people are online, instead of the 500 million who have logged on so far."
* Go to Beyond the Dot Com Bubble
* You may also be interested in this speech:
- Technology-led Economic Development in the Post-Bubble, Post-9/11, Post-Enron America; Remarks by Bruce P. Mehlman, Assistant Secretary for Technology Policy, United States Department of Commerce (November 15, 2002)

Monday, December 09, 2002

Advice : How To Succeed in 2003 : "What do you do when you come to a fork in the road? Simple: You ask for directions. And you try to ask someone who not only has been down that way before but has succeeded beyond all expectation. That, in a nutshell, is the philosophy that suffuses this guide. Looking ahead to another year in which little in business is likely to come easy, we sought out a wide range of proven leaders and asked them each a practical question about success. For some, like Michael Dell, the key is to keep doing what you have always done better than anyone; for others, like GM's Rick Wagoner, the secret is to have the guts to change. Whichever applies to you, you'll find plenty of guidance here -- and rest assured, it comes from people who've lived it themselves …
- Thrive in a Sick Economy: Michael Dell, Dell Computer
- Build Buzz: Tina Brown, Celebrity magazine editor
- Create a Real-Time Company: Rick Wagoner, General Motors
- Order Great Wine: Jean Luc Le Du, Daniel Restaurant
- Pack Up and Move: Phil Condit, Boeing
- Bet on the Next Big Thing: Janet Effland, Apax Partners
- Lead Your Employees Through Hell and Back: Anne Mulcahy, Xerox
- Shake Up a Calcified Industry: David Neeleman, JetBlue
- Survive the Unthinkable: Glen Salow, American Express
- Start Over: Kathy Ireland, Kathy Ireland Worldwide
- Stand Up to Microsoft: Michael Robertson, Lindows
- Do Time: David Novak, white-collar crime consultant
- Invent Amazing Things: Dean Kamen, DEKA Research
- Build a Better Website: Jeremy Anwyl,
- Keep Cool in a Crisis: Lt. Shane Osborn, U.S. Navy
- Cook for the Boss: Emeril Lagasse, TV chef
- Make Your Employees Love to Work for You: Jim Goodnight, SAS
- Keep the Customer Happy: Helen Greiner, iRobot
- Stage a Monster Hit: Margo Lion, Hairspray producer
- See the Future: Bill Joy, Sun Microsystems"
* Go to How To Succeed in 2003, Published in the December 2002 edition of Business 2.0
Conference Papers : ATEM/AAPPA Conference 2002 : Held September 29 to October 2, 2002 (Brisbane) - "The theme of the conference is e = mc3 (Excellence = Managing Colleagues, Customers and Core Values) … The information age has had the effect of placing much more power in the hands and minds of the client whether they are internal or external clients and whether they pay for a service or not. The client is much more informed and will no longer accept something as a given … With this comes the need to manage the needs, wants and expectations of the full range of our clients whether they are internal or external, fee-paying or fee-for-service, or are the consumers of ‘free goods and services’ … Some of the sub-themes that will be pursued include: Rebalancing institutional values; Can activity-based costing be used as a means of moderating new demands?; Is Customer Relationship Management (CRM) applicable in a university environment?; Improving productivity by enhancing facilities; Is a laissez-faire market approach the best option for the future of education in Australasia?"
* Streams include: Quality, Customer Service, Core Values and Managing Colleagues
* Abstracts are readable on-line
* In some cases, full papers are downloadable (in Word format)
* Go to ATEM/AAPPA Conference 2002
Meeting Report : Knowledge Angels at KM Europe 2002 : Held November 14, 2002 - "There is an initiative underway to set up a Network of Excellence (NoE) within the Commissions 6th Framework Programme. Objective is to develop and integrate scientific and technological excellence in research and technology development (RTD) areas, which are considered to be key priorities on the European business agenda for the knowledge based economy. The aim of the meeting at KM Europe was to discuss content and structure of the network."
* Read the notes on-line
* Several PowerPoint presentations are downloadable
* Go to Knowledge Angels at KM Europe 2002, posted December 9, 2002 on the Knowledge Board
Working Paper : The Digitization of Word-of-Mouth - Promise and Challenges of Online Reputation Mechanisms : By Chrysanthos (Chris) Dellarocas; Current draft dated October 1, 2002 - "Recent advances in information technology are causing us to rethink many institutions that shape relationships in our everyday life. One important area where information technology can have a profound impact are the institutions that promote trust and cooperation among economic agents. The emergence of online communities has enabled the creation of low cost reputation networks of global reach … Online reputation mechanisms have emerged as a viable alternative to the more established institutions for building trust (such as formal contracts) in electronic environments where such contractual guarantees cannot be efficiently enforced. On eBay, for instance, an online feedback mechanism that encourages buyers and sellers to rate one another seems to have succeeded in encouraging cooperative behavior in an otherwise very risky trading environment … The potential applications of online reputation mechanisms go beyond the relatively narrow domain of trust building in electronic marketplaces. The appeal of reputation mechanisms is that, when they work, they facilitate cooperation without the need for costly enforcement institutions. They have, therefore, the potential of providing more economically efficient outcomes in a wide range of moral hazard settings where societies currently rely on the threat of litigation in order to induce cooperation … The rising importance of online reputation systems not only invites, but also necessitates rigorous research on their functioning and consequences. How do such mechanisms affect the behavior of participants in the communities where they are introduced? Do they induce socially beneficial outcomes? To what extent can their operators and participants manipulate them? How can communities protect themselves from such potential abuse? What mechanism designs work best in what settings? Under what circumstances can these mechanisms become viable substitutes (or complements) of more established institutions, such as contracts, legal guarantees and professional reviews? This is just a small subset of questions that motivate my work in this area."
* Downloadable from the Selected Publications section (38-page, 1.4 MB PDF)
* Go to The Digitization of Word-of-Mouth
* Source: Originally encountered in the webcommunities mail list

Sunday, December 08, 2002

Article : Building Business Value Through “Communities of Practice” :
By Jenny Ambrozek and Lynne Bundesen Ambrozek - "When your day starts with checking office e-mail and logging on to your company intranet, you join other employees in business and government worldwide in collaborating to move their enterprises forward … Collaboration, however, means more than just e-mail in some organizations, where the term 'communities of practice' is being used to describe determined efforts to bring people together. William Bennett, of the Federal Energy Regulatory Commission, views a community of practice as a 'self-organizing group of people with expertise, experience, and interest in a particular practice area who share valuable insights about the practice area. In essence, it is an informal learning vehicle.’ … Examples of these communities of practice include:
- Ericsson Canada pooling the talent of geographically dispersed employees by using a Web system to ask and get answers. Anders Hemre, the chief knowledge officer, is charged with improving the flow of internal information. He is experimenting with six communities of practice—four in face-to-face meetings and two online.
- Schlumberger oilfield services engineers reaching out for answers by using their ‘InTouch’ system to quickly resolve field problems. Peter Day, InTouch program manager, credits the program with ‘$200 million in cost savings and revenue in 2001, along with a 95 percent reduction in the time required to solve difficult operational problems and a 75 percent decrease in the time necessary to update engineering modifications.’
- Xerox giving 25,000 field-service engineers access to a knowledge-sharing system that contributes savings of nearly 10 percent on parts and labor, translating into $15 to $20 million per year. Dan Holtshouse, director of knowledge initiatives, talks about ‘the 50,000 solution tips that have been entered into the knowledge base, all on a purely voluntary basis, in exchange for contributors' being recognized. What we have learned is the importance of creating a work environment with a culture and incentives that are conducive to sharing, and to support that environment with improved work processes and strong technology.’"
* Go to Building Business Value Through “Communities of Practice”, published in the December 2002 edition of Workforce
Conference Paper : Epistemological Foundations for CSCL - A Comparison of Three Models of Innovative Knowledge Communities : By Sami Paavola, Lasse Lipponen and Kai Hakkarainen - "CSCL is based on the idea that computer applications can scaffold and implement advanced socio-cognitive processes for knowledge sharing and knowledge building. But do we really understand these processes that are supposed to be implemented? This paper will focus on the 'epistemological infrastructure' of CSCL. We will analyze three models of innovative knowledge communities in order to better understand basic epistemological processes of knowledge advancement: i.e., Nonaka and Takeuchi's model of knowledge-creating organization, Yrjö Engeström's expansive learning model, and Carl Bereiter's theory of knowledge building. It is argued that these models provide a way of overcoming the dichotomy of the acquisition and participation metaphors of learning by providing a third metaphor of learning as a process of knowledge creation. In order to facilitate educational change through CSCL also certain kind of larger social infrastructure is needed that supports these epistemological processes. [In: Proceedings of the Computer-supported Collaborative Learning 2002 Conference]"
* Go to Epistemological Foundations for CSCL, published by the Centre for Research on Networked Learning and Knowledge Building
Papers : The Future of Work : "As part of its dissemination activities, the ESRC's Future of Work Programme has produced a series of seminars and publications on four issues at the centre of current public policy debate - Worklife Balance, Organisational Change and Performance, The Future of Employee Relations and Diversity in Britain's Labour Markets. At each seminar an invited audience of senior practitioners, academics and policy makers, were challenged to think about key policy issues arising from the research, and how these would influence their own organisations."
* The five papers, written by Robert Taylor, are:
- The Future of Employee Relations
- The Future of 'Work-Life Balance
- Britain's World of Work - Myths and Realities
- Diversity in Britain's Labour Market
- Managing Workplace Change
* Go to these Papers, published by The Future of Work programme
Report : Email at Work : Published December 8, 2002 - "Few feel overwhelmed and most are pleased with the way email helps them do their jobs … Email is an integral part of American workers’ lives. About 62% of all employed Americans have Internet access and virtually all of those (98%) use email on the job. That translates into more than 57 million American adults whom we will call ‘work emailers’ throughout this report. Most of them use email daily for work tasks. But contrary to the perception that wired American workers are buried in email, the large majority of those who use email at work say their experience with email is manageable. They say they spend a modest amount of their typical workday reading and writing email. A portion of those emails probably replace telephone calls or faxes or traditional mail. For about half of American workers, email volume has grown in the last year; for the other half, it has remained the same."
* Read on-line or download (26-page, 158 KB PDF)
* Go to Email at Work, published by the Pew Internet & American Life project
Working Paper : Knowledge Management in the Global Food System - Network Embeddedness and Social Capital : By Thomas L. Sporleder and LeeAnn E. Moss; Published August 2002 - "Because knowledge is becoming recognized as a strategic asset of a firm, knowledge and the management of it is emerging as a potential source of competitive advantage. This analysis focuses on the relationships among social capital and both structural and relational embeddedness. Firm strategy may involve exploitation and exploration. Significant brand equity may change the fundamental characteristics of the food supply chain to strong ties and close networks. Some specific characteristics would be relatively high embeddedness, high social capital, more easily exchanged tacit Knowledge, and higher levels of trust. The food supply chain can be analyzed using the conceptual foundations of knowledge management to enrich our understanding of the food system and how it operates."
* Downloadable as a 23-page, 293 KB PDF
* Go to Knowledge Management in the Global Food System