knowledge sharing in virtual environments from a cross-cultural perspective provided by you, the...
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Knowledge Sharing in Virtual Environments
From a cross-cultural perspective
provided by you, the audience
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David J. Pauleen
Victoria University of Wellington
Contents
Knowledge Management/SharingKnowledge Sharing in Virtual Environments
Virtual TeamsCommunities of PracticeResearch Communities
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David J. Pauleen
Victoria University of Wellington
What is Knowledge Management (KM)“Broad KM is the systematic and explicit management of knowledge related activities, practices, programs and policies within the enterprise” (Wiig, 2001, p. 6), or…
Knowledge management is the process by which the organization generates wealth from its knowledge or intellectual capital (Bukowitz & Williams, 2000), or…..
In June 1995, a health worker in Kamana, Zambia, logged on to the CDC Web site in Atlanta and got the answer to a question on how to treat Malaria (Denning,
2001), or,…….
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David J. Pauleen
Victoria University of Wellington
and a virtual ad hoc, one-off, emergency response team
A New Zealand company with international offices had a one-month deadline to supply a South-east Asian government ministry with a strategic business plan. The project leader in Wellington accessed company expertise in New Zealand, Australia and on location in Asia and was able to complete the project on time. She said:
“While it is good to have people by your side, if we had tried to get all these people up to Asia, we probably would never have met the deadline.”
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David J. Pauleen
Victoria University of Wellington
Davenport and Prusak, in Working Knowledge (1997) define knowledge as:
“a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information …”
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David J. Pauleen
Victoria University of Wellington
What is Knowledge from a Chinese Perspective?the Chinese philosopher Fung Yu-Lan stated:
"Epistemology has never developed in Chinese philosophy. Whether the table that I see before me is real or illusory, and whether it is only a idea in my mind or is occupying objective space, was never seriously considered by Chinese philosophers. No such epistemological problems are to be found in Chinese philosophy (save in Buddhism, which came from India), since epistemological problems arise only when a demarcation between the subject and the object is emphasized. And in the aesthetic continuum, there is no such demarcation. In it the knower and the known is one whole.“ ref: Yu-Lan, F. (1948). A short history of Chinese philosophy: A Systematic account of Chinese thought from its origins to present day.
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David J. Pauleen
Victoria University of Wellington
History of KM
KM has been an important matter from the beginning – even one of life and deathThen a religious and philosophical matterThen an economic matter, e.g.Crafts GuildsNo overarching theory of KM, yet.KM is rooted in a variety of disciplines
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David J. Pauleen
Victoria University of Wellington
Recent KM Roots
Organizational ManagementRationalization of work - Taylorism, TQMThe importance of information and explicit knowledge as organizational resources – DruckerThe cultural dimension of KM – the “learning organization” – SengeInnovation diffusion and information and technology transfer
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David J. Pauleen
Victoria University of Wellington
Information and Communications Technology (ICT)
Dealing with exponential increases in the amount of available knowledge and increasingly complex products and processes
Early groupware and hypertext applications – Engelbart, 1978; McCrakenArtificial Intelligence and expert systemsCSCW (computer-supported collaborative work), Decision Support Systems, Workflow, Document Management, Relational and object databasesRecords Management
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David J. Pauleen
Victoria University of Wellington
Other Psychology
The role of knowledge in behavior
Library and information scienceCognitive sciences
How we learn and know to improve tools and techniques for gathering and transferring knowledge
EconomicsSocial Sciences
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David J. Pauleen
Victoria University of Wellington
1980’s “Knowledge Management” enters business vocabulary
To provide a technological base, the Initiative for Managing Knowledge Assets was started in 1989KM articles begin appearing in journals
1990’sManagement consulting companies begin in-house knowledge management training programs1991 – “Brainpower” article in Fortune magazine1995 - The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (1995), Ikujiro Nonaka & Hirotaka TakeuchiBy mid-90’s – KM initiatives are flourishing – OECD, World Bank, etcBecame a big business for the likes of Ernst & Young, Arthur Anderson, Booz-Allen & Hamilton
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David J. Pauleen
Victoria University of Wellington
Driving ForcesCompetitive environment/knowledge economy
Knowledge is often the only advantage
GlobalizationTechnology
Information managementcommunications
The knowledge workerChanging/mobile workplace
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David J. Pauleen
Victoria University of Wellington
Status
Categorization of KM Approaches (Sveiby)
Management of Information• Knowledge = objects and can be handled
by information management systems
Management of People• Knowledge = processes, a complex set of
dynamic skills, know-how, etc that is constantly changing.
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David J. Pauleen
Victoria University of Wellington
Issues
No shortage of issuesdefining KM and related issuesdetermining organizational needsgetting people onsideselecting and implementing strategieshuman resource issuesselecting and implementing technologiesmeasuring success (ROI)
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David J. Pauleen
Victoria University of Wellington
KM & Strategy
“ Knowledge has become the key economic resource and dominant – and perhaps even the only – source of competitive advantage’”
Peter DruckerManaging in a time of great
change(1995, p.90)
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David J. Pauleen
Victoria University of Wellington
Motivation for KMKnowledge confers the ability to attain business goalsKnowledge is the only truly sustainable personal and organizational advantageThe knowledge worker
The most expensive resource is knowledgeable staff
TechnologyInformation managementcommunications
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David J. Pauleen
Victoria University of Wellington
Three Levels of KM and Appropriate Technologies (Allee, 2000)
What?Operational
• Connecting knowledge to people who need it
How?Tactical
• Connecting people to each other
Why?Strategic
• Connecting knowledge to the business model
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David J. Pauleen
Victoria University of Wellington
Operational KMConnecting knowledge to those who need it
How can we codify knowledge and share routine tasks?
e-learning toolsworkflow softwareknowledge repositoriesbest practice databasesknowledge engineeringimaging technologiessearch enginesnewsfeeds
What else?
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David J. Pauleen
Victoria University of Wellington
Usefulness of Knowledge Automation
RoutineRoutine Logical Logical VariationsVariations
Unusual Unusual VariationsVariations
NonNonRoutine Routine
New &New &InnovationInnovation
Fre
qu
ency
of
Wo
rk
Complexity of WorkComplexity of Work
Databases
Job Aids
Training
IT Tools
Ack: Karl Wiig
Technology advances help movemore complex work to routine
Allee, 2000
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David J. Pauleen
Victoria University of Wellington
Tactical KM Connecting people to each other
How can we better create, share and apply our knowledge?Communities of practice
collaborative toolsafter action reviewsknowledge mappingvideo-conferencingproject historiespersonalization toolssocial network analysisvirtual team toolsgroup processes
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David J. Pauleen
Victoria University of Wellington
Usefulness of Knowledge Automation
RoutineRoutine Logical Logical VariationsVariations
Unusual Unusual VariationsVariations
NonNonRoutine Routine
New &New &InnovationInnovation
Fre
qu
ency
of
Wo
rk
Complexity of WorkComplexity of Work
Databases
Job Aids
Training
IT Tools
Ack: Karl Wiig
Technology advances help movemore complex work to routine
Allee, 2000
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David J. Pauleen
Victoria University of Wellington
Strategic KM Connecting knowledge to the business model
How do we create business value?Scorecards, business modeling
New modeling toolsSystems mappingScenario buildingNetwork ethicsCollaborative culturesNon-financial reportingPartnering agreementsDialogueOpen exchange
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Knowledge Sharing in Virtual Environments
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David J. Pauleen
Victoria University of Wellington
Virtual Teams
Cyber teamsE-teamsDistributed teams
(Temporary), culturally diverse, geographically dispersed, electronically communicating workgroups.BusinessResearchEducationGovernmentNGO’s
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David J. Pauleen
Victoria University of Wellington
A Virtual Scenario available now
London
Tokyo
Wellington
New York
Shared document, video and audio link, and databaseRio
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David J. Pauleen
Victoria University of Wellington
Factors driving virtual teams
Organizational structure changing to meet the demands of the fast-paced, dynamic global economy Many organizations are moving from a systems-based organizational model to a collaborative, networked organizational model.
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David J. Pauleen
Victoria University of Wellington
Practitioner-based literature on organizational virtual teams began in 1994 (O’Hara-Devereaux & Johansen (1994), Grenier & Metes (1995), Lipnack & Stamps (1997) .
Academic studies on students date from about 1997-98. (e.g., Cramton, 2001, Jarvenpaa, Knoll & Leidner, 1998), Kayworth & Leidner, 2000; Lau Sarker & Sahay, 2000),
Published empirical research on organizational virtual teams began appearing in (in earnest) in 1999-2000 Jackson, 1999; Vickery, Clark, & Carlson, 1999), (Nandhakumar, 1999), (Maznevski & Chudoba, 2000 .
Quite a popular subject now
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David J. Pauleen
Victoria University of Wellington
Research AreasTeam Issues Issues of trust (Jarvenpaa et al, 1998; Nandhakumar, 1999 Attribution bias (Cramton, 2001) Collaborative processes (Cramton & Webber, 2000; Sahay et al 1999) Communication (Tan et al, 2000; Warkenten & Beranek, 1999).Virtual team dynamics and effectiveness (Maznevski & Chudoba, 2000 Leadership (Kayworth & Leidner, 2002)
Organizational aspects of virtual teams (Jackson, 1999; Vickery, Clark, & Carlson, 1999)
Boundary Issues – Time, Distance, Organizational, Culture, etc Espinosa et al., 2002; O’Leary & Cummings, 2002; Montoya-Weiss et al., 2001
Knowledge Management Situated learning in virtual teams (Robey, Khoo & Poers, 2000) Information Sharing in virtual teams (Crampton & Orvis, 2001) Situated Knowledge and Learning (Sole & Edmondson, 2002) Creation of Intellectual Capital (Majchrzak et al., 2002)
The Use of ICT Communication channels in building virtual relationships (Pauleen & Yoong, 2001).
Theory-based studies Adaptive Structuration (Majchrzak et al., 2000)
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David J. Pauleen
Victoria University of Wellington
What has the research looked at?
Creating social interaction, building trust, aligning and maintaining motivationsharing tacit knowledge to maintain common understandingchoosing appropriate team management structuresmaking team member expectations explicitEffective use of ICT
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David J. Pauleen
Victoria University of Wellington
Communities of practice
Groups of people informally bound together by shared expertise and passion for a joint enterprise.
Knowledge is not some substance that can be managed from a distance like an inventory. It is part of the shared practice of communities that need it, create it, use it, debate it, distribute it, adapt it, and transform it. (Despres & Chauvel, p. 206)
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David J. Pauleen
Victoria University of Wellington
Characteristics of Communities of Practice Members choose
to belong because they
Enjoy knowing each otherFind each other interestingRespect each others’ perspectives
Peers in the execution of real work. What holds them together is a common sense of purpose and
real need to knowwhat each other knows.
- John Seely Brown, VP and Chief Scientist,
Xerox Corp
Verna Allee
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David J. Pauleen
Victoria University of Wellington
DomainDomain
A domain of common knowledgeA domain of common knowledgegives people a sense of jointgives people a sense of jointenterprise that emerges fromenterprise that emerges fromtheir shared understanding.their shared understanding.
CommunityCommunity
They function as a They function as a community through community through relationships of mutual relationships of mutual engagement that build engagement that build relationship and trust.relationship and trust.
PracticePractice
They build capacity by They build capacity by building a shared building a shared repertoire of resources, repertoire of resources, tools, and artifacts that tools, and artifacts that support future learning.support future learning.
3 Important Dimensions
Verna Allee
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David J. Pauleen
Victoria University of Wellington
Communities of practice
are self-organising systems cannot be started arbitrarily thrive under the right conditions
“As communities of practice generate knowledge, they renew themselves. They give you both the golden eggs and the goose that lays them” (Wenger and Snyder, 2001, p. 9)
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David J. Pauleen
Victoria University of Wellington
Nurturing communities of practice requires paying attention to:
Knowledge strategy Organisational orientation Organisational systems Organisational resources
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David J. Pauleen
Victoria University of Wellington
Communities of practice add value to organisations by
Helping drive strategy Starting new lines of business Solving problems quickly Transferring best practice Developing professional skills Helping recruit and train new talent
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David J. Pauleen
Victoria University of Wellington
Virtual Research Communities
Geographically distributed, work across time, dynamic, etc.Benefits (Lewis, 1998):
Reduction in costs and risksAccess to expertise and knowledge especially tacit knowledgePersonal motivations• Enter new areas, be part of something
bigger than otherwise possible
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David J. Pauleen
Victoria University of Wellington
ICT- The driving factor in Virtual KS
ICT links people across functions, divisions, and organizations, as well as distance, time and culture. ICT supports the use of virtual teams, CoP’s and research communities
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David J. Pauleen
Victoria University of Wellington
ICT Task /Communication-Mode Matrix
Types of TasksCommunication Mode
Audio
Video
Data only
Gen ideas/coll data
Routine Problems
Complex Problems
Negotiating complex sits
Marginal fit
Marginal fit
Marginal fit
Good fit
Marginal fit
Good fit
Poor fit
Poor fit Poor fit
Poor fitGood fit
Good fit
F2F Marginal fit Marginal fit Good fit Good fit
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David J. Pauleen
Victoria University of Wellington
Any-time Any-Place Matrix
(Johansen, 1991)
Same Time
Different Place
Different Time
Different Place
Same Time
Same Place
Different Time
Same Place
E-mail, Voice Mail, Usenet, Fax, Computer conferencing
Desktop computers, Blackboards, Group rooms
Application Sharing, Audio and Video conferencing,
Electronic Whiteboards, Electronic Meeting Rooms, Voting Tools
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David J. Pauleen
Victoria University of Wellington
Sharing and Distributing Knowledge – Key Questions
Who needs to know?
What do they need to know?
How much do they need to know?
How can we facilitate that?
How to share across cultures?
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David J. Pauleen
Victoria University of Wellington
In Teams
How to deal with issues? From a practitioner perspective How to research these issues? From a researcher perspectiveHow to set up collaborative virtual research?
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David J. Pauleen
Victoria University of Wellington
Four Premises
The most valuable knowledge is tacit“Show me” and “explain it to me” are the best ways to share knowledgeIt’s not always in a person’s best interest to share knowledgeOrganizations do not support this kind of sharing
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David J. Pauleen
Victoria University of Wellington
The Challenges to Creating Successful Virtual knowledge Sharing Communities
Creating social interaction, building trust. Aligning and maintaining motivationSharing tacit knowledge to maintain common understandingChoosing appropriate group management structuresMaking community and member expectations explicit
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World Bank
Case study
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Knowledgemanager
Present
Helpdesk
Staff
Clients
Briefingmaterials
Relevantknowledge is
made availablejust-in-time
What the client also needs .....Relevant
best practice
Relevant bibliography
reference materials
Relevant polices,
guidelines, procedures
Most frequently
asked questions
Country conditions,
correspondence personae,
issues
Most frequently made mistakes
in the past
Relevant country,
sector data
Text of previous
similar task outputs
Most knowledgeable gurus on key
issues
Best analytical tools, e.g. economic,
financial analyses
Past
Sea of paper
Electronic knowledge
Tacit Knowledge
Information isoften lowquality andhard to find
Knowledge Sharing at the World BankKnowledge Sharing at the World Bank
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David J. Pauleen
Victoria University of Wellington
AFR ECA LCR MNA SAREAP
Thematic Groups
EAP
FSI
ESSD
HD
OPS
PREM
Task TeamsTask Teams
Knowledge Sharing: OrganizationKnowledge Sharing: OrganizationTask Teams and Thematic Groups
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David J. Pauleen
Victoria University of Wellington
Thematic Groups (communities of practice)
Advisory Services (help desk facilities)
Sector Knowledge Collections (Web)
Sector Statistics and Indicators
Project Databases - Directories of Expertise
Knowledge Packs (synthesis of experience)
Dissemination (formal/informal learning)
Knowledge Sharing: Network Activities
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David J. Pauleen
Victoria University of Wellington
Tax policy and administration Thematic Group
Public expenditure review Mission Madagascar
Indonesia
field office
MNA Region
ECA Region
DEC
Retired
University of Toronto
Knowledge Sharing: Knowledge Sharing: PracticePractice