Talk:Knowledge networking
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Please add here your suggestions for improving the article Heisss (talk) 20:43, 7 April 2008 (UTC)
What should be deleted? --Heisss (talk) 18:00, 10 April 2008 (UTC)
- Dear authors of the reference list, please add the full reference, not just name and year. Heisss (talk) 07:57, 11 April 2008 (UTC)
- "end of the 20th century " is not very precise, please specify: in the 1970s? Heisss (talk) 17:00, 11 April 2008 (UTC)
- Some systems theory driven authors see Knowledge Networks further as biological organisms which can take a variety of forms, and vary in how static and dynamic they are.: Reference is missing, please add the reference. Heisss (talk) 19:06, 27 April 2008 (UTC)
Contents |
[edit] Alternative Definitions
[edit] A pragmatic definition in the enterprise context
Knowledge Networking:
Applying your knowledge outside your regular job description for a higher value of the company.
Same remarks:
- Applying: if you apply your knowledge than this impacts that there exists also "the other end of the line": somebody who uses your knowledge. If you would write both in the definition, the definition would become more complicated but nothing really new would be added - exept the message that in an company environment it is as important to provide knowledge as it is to use the knowledge of others.
- your: just for communication issues it is nicer to use the personal "you" than the anonymous "Applying...."
- knowledge: distinguish between information and knowledge like it is done in the literature.
The social constructivist perspective views knowledge as context dependent and thus as something that cannot be completely separated from “knowers” (Lave and Wenger, 1991).
- outside your regular job description: the regular knowledge exchange, or let us call it teamwork, within a project team is not what we call knowledge networking, even if the team is geographically distributed. Knowledge networking starts if you help somebody else with your knowledge without beeing "forced by your boss" to do it (in other words if it is not part of your job description).
The only exception: if you are one of the few who have knowledge networking as part of the job description than it is obvious that you do knowldege networking and do do not need this definition (this is why we call it a pragmatic definition, which fits for 99% but not for the 1% where it is obvious). E.g.: members of a Support Center or a Competence Center usually have knowledge networking in their job description.
- for a higher value: this is the short version, a more pricise version would be: "adding more value to the company than if you would do in same time just what the job description asks for".
- of the company: as mentioned, the definition is a definition within an enterprise context.
If you extend your networking outside the company than nevertheless the business time you spend for these activities should add more value to your company than if you would have worked the same time just directly for the company.
But also if you do the networking inside the company this implies that the management has educated the staff to be able to evaluate which task adds more value to the company than another. This is a cultural change as often the management does not trust their employees that they are able to decide this in a proper way. If they are right, than the time is ready now to empower them.
[edit] Definition from European Telework Online
The creation and development of knowledge through person-to-person networking, often augmented by online communications. Knowledge networking takes place in communities of practice, electronic communities and various forms of virtual organisation. [1]
[edit] Other Definition, Source Unknown
A bottom-up method of generating value through sharing knowledge in a large-scale community. —Preceding unsigned comment added by Heisss (talk • contribs) 14:48, 11 April 2008 (UTC)
[edit] Impact
A knowledge networking culture of an organization has a lot of impacts to different aspects of the business:
[edit] Performance
In face of change networked organizations learn faster than purely hierarchical ones. As long as the communication overhead required for networking activities is smaller than a certain amount, an organization with networking culture and structures performs better than a corresponding purely hierarchical organization:
- Glatz, G., Ackerlauer, H., Heiss, M., and Damian D.: Impact of knowledge networking and organizational learning on the performance of organizations. Proceedings of the IEEE International Engineering Management Conference IEMC 2007, Texas, USA.
[edit] Innovation and Technology Management
The so-called Technology Breeding is capable of integrating the capacity of all engineers into its technology portfolio management process through the fostering of Communities of Practice (CoP) [2]. It represents an open process allowing all engineers the possibility of initiating their own CoP for a promising technology of their own choice. Driven by the evolutionary process - growth of the fittest - some of these technology communities develop into strong business branches, others die off and many remain on a readyto- start-level without stranded investments up to that point. As soon as the market is ready, the corresponding community is able to quickly expand and apply its technology:
- Ackerlauer, H. Heiss, M.: Breeding Technologies Within Expert Networks as a Balanced Technology Management Method. WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 2006, VOL 3; pp. 245-252, WSEAS Press, Greece 2006. ISSN 1109-9526
- Heiss, M. and Jankowsky, J.: The Technology Tree Concept - an Evolutionary Approach to Technology Management in a Rapidly Changing Market. Proceedings of the IEEE International Engineering Management Conference (IEMC 2001), Albany, N.Y., Oktober 7-9, 2001, ISBN 0-7803-7260-3, pp. 37-43.
[edit] Requirements Communication
- Mikulovic, V.; Heiss, M.; Herbsleb, J.D.: Practices and Supporting Structures for Mature Inquiry Culture in Distributed Software Development Projects. Proceedings of The IEEE International Conference on Global Software Engineering, 2006. ICGSE '06. Oct. 2006, pp.245 - 246
- Mikulovic, V., and Heiss, M.: “How do I know what I have to do?” – The Role of the Inquiry Culture in Requirements Communication for Distributed Software Development Projects. Proceedings of the IEEE/ACM International Conference on Software Engineering ICSE 2006, Shanghai, China, May 20-28, 2006.
[edit] Employability
- Heiss, M.: Universitäre Ausbildung unter den Ansprüchen von Bildung und Employability. Österreichische Forschungsgemeinschaft, 10.3.2006 Baden bei Wien, pp.1-13.
[edit] Offshoring maturity or the maturity to handle geographically distributed projects
- Lasser, S., Heiss M.: Collaboration Maturity and the Offshoring Cost Barrier: The Trade-Off between Flexibility in Team Composition and Cross-Site Communication Effort in Geographically Distributed Development Projects. Proceedings of the IEEE International Professional Communication Conference (IPCC 2005); ISBN 0-7803-9028-8, Limerick, Ireland, 10-13 July 2005, Thread: Engineering Management, pp. 718-728.
[edit] Balanced Management
- Heiss, M., Stöckl, S., and Hausknotz C.: The Bottom-Up/Top-Down-Pattern: An Organizational Pattern for a Balanced Management System. Proceedings of the IEEE International Engineering Management Conference (IEMC 2004), Singapure, October 2004.
[edit] Communication
- Kubasa, G. and Heiss, M.: Distributed Face-to-Face Communication in Bottom-up Driven Technology Management – A Model for Optimizing Communication Topologies. Proceedings of the IEEE International Engineering Management Conference (IEMC 2002), Cambridge U.K., August 19-20, 2002, ISBN 0-7803-7385-5, pp. 234-238.
[edit] Training
- Lutz, B.: Training for Global Software Development in an
International “Learning Network”. Proceedings of the Second IEEE International Conference on Global Software Engineering; ISBN 0-7695-2920-8 Munich, Germany, August 27-30, 2007: pp. 140-147.
