Information Technology for Knowledge Management
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1 Information Technology for Knowledge Management
2 Springer-Verlag Berlin Heidelberg GmbH
3 Uwe M. Borghoff Remo Pares chi (Eds.) Information Technology for Knowledge Management Foreword by Dan K. Holtshouse With 59 Figures, Springer
4 Editors Dr. Uwe M. Borghoff Xerox Research Centre Europe Grenoble Laboratory 6, chemin de Maupertius F Meylan, France Dr. Remo Pareschi Xerox Professional Document Services Strada Padana Superiore Cernusco S/N,ltaly Library of Congress Cataloging-in-Publication Data Information teehnology for knowledge management/uwe Borghoff, Remo Paresehi, eds.; foreword by D.K. Holtshouse. p. em. Includes bibliographical referenees and index. ISBN ISBN (ebook) DOI / Information teehonolgy. 2. Information resourees management. 1. Borghoff, Uwe, II. Pare schi, Remo. T58.5.I '038-de CIP This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way; and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer-Verlag Berlin Heidelberg 1998 Origina1ly published by Springer-Verlag Berlin Heidelberg New York in 1998 Softcover reprint of the hardcover lst edition 1998 The use of general descriptive names, trademarks, etc. in this publication does not imply, enen in teh absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free far general use. Cover Design: Kiinkel + Lopka, Werbeagentur, Heidelberg Typesetting: Camera ready by the editors SPIN / Printed on acid-free paper
5 Foreword As we approach the beginning of the 21 st century, we are beginning to see the emergence of knowledge management as a natural evolution of the focus and importance of quality in the 1980s and reengineering in the I 990s. Quality placed a huge emphasis on getting all employees to use their brainpower better. Reengineering emphasized the use of technology to streamline business processes and take out costs. With the lessons of quality and reengineering firmly embedded in our everyday operations (continual cost containment and higher quality is a way of life), businesses are now turning their attention to growth. Growth is a common pursuit. Customers are calling for it. Financial markets are calling for it. Employees are asking for it because they want an exciting and stimulating environment in which to work. If a business doesn't grow, it will eventually die because knowledge workers ofthe 21 st century won't want to work with or for a business that's not growing. Skilled workers have plenty of options to choose from as demand for knowledge workers escalates around the world. The primary key to growth is innovation. Innovation, enabled through knowledge, is what fuels the growth side of this business equation. The need to create and deliver innovative new products and services at an ever increasing rate is requiring organizations today to take a more deliberate and systematic approach to managing the drivers of innovation. The main drivers are I) productivity improvements of the knowledge worker, and 2) the rapid building and utilization of the collective knowledge of the organization. One of the biggest barriers to a successful knowledge initiative is in seeing and internalizing the distinction between knowledge and information. Information consists largely of data organized, grouped, and categorized into patterns to create meaning; knowledge is information put to productive use, enabling correct action. Knowledge is quite different from information, and managing knowledge is therefore decisively and qualitatively different from managing information. Information is converted into knowledge through a social, human process of shared understanding and sense-making at both the personal level and the organizationallevel. Managing knowledge starts with stressing the importance of people, their work practices, and their work culture, before deciding whether or how technology should be brought into the picture. Information management, on the other hand, often starts with a technological solution first-with consideration of people's work practices and work culture usually a distant second.
6 VI Foreword This can be a source of low worker morale, turnover, and lower-than-expected improvement from investments in information technology. In our own experience at Xerox, technology is the easier piece of the problem to solve. It's far more challenging to change people's behavior and to create a learning environment that fosters the expansion of individual's personal knowledge. It's perhaps even more difficult for organizations to continually expand and leverage the collective knowledge of the work communities. Managing knowledge does require a very different perspective than the one we have traditionally applied to information management. At Xerox, we like to say that "managing for knowledge" is about creating a thriving work and learning environment that fosters the continuous creation, aggregation, and use/reuse of both organizational and personal knowledge in the pursuit of new business value. The ideas in this book, in many regards, are about how to think about structuringfor knowledge in the pursuit of growth and how to build superior work environments that support these three distinct, but related, knowledge processes. The overall vision for how knowledge environments will be structured in the future is contained within and expressed through the knowledge based framework described throughout this book. The architectural framework consists of social and technological capabilities for digitallibraries/repositories, communities of knowledge workers, navigation systems and tools, and knowledge flow enablers. It has evolved over the last year through much discussion and research, as well as through lengthy conversation with customers and a variety of industry experts who have been willing to share their ideas. The importance of a high-level architectural framework is that it sharpens the vision, and makes more concrete what the knowledge work environment is trying to become. We also find that the framework helps bring alive the concept of a "place for knowledge to thrive and expand." Lastly, the value of an architecture is that it creates pull, or creates a vacuum that draws creative ideas from others to help build and develop the components needed to manifest the environment. So as you read this book, I suggest you keep the overall architectural framework in mind, because it not only shaped the organization and content of this book, but more importantly, it is continually shaping our thinking and our concept of the ideal knowledge environment that will be required for the 21 st century knowledge worker. Stamford, CT January 1998 Dan K. Holtshouse
7 Table of Contents Foreword D. K. Holtshouse V Part I. Introduction 1. Introduction U. M. Borghoff, R. Pareschi Why Knowledge? Structure and Content of the Book The Knowledge Life-Cycle and the Knowledge Management Architecture The Flow of Knowledge Knowledge Cartography: Knowledge Navigation, Mapping, and Simulation Communities of Knowledge Workers Knowledge Repositories and Libraries Part II. The Flow of Knowledge 2. The Lessons Learned Cycle G. v. Heijst, R. v. der Spek, E. Kruizinga Introduction Corporate Memories Lessons Learned Processes Individual Learning Learning Through Communication Developing a Knowledge Repository Dependencies Between the Learning Processes Summary Examples of Corporate Memories The Knowledge Attic The Knowledge Sponge
8 VIII Table of Contents The Knowledge Publisher The Knowledge Pump Structuring Corporate Memories Elements of the Corporate Memory Indexing the Corporate Memory Attributes of Knowledge Items Knowledge Profiles of Employees Discussion and Future Work Knowledge Pump: Supporting the Flow and Use of Knowledge N. Glance, D. Arregui, M. Dardenne Introduction Related Work...,... " Document Management and Digital Libraries Information Filtering Design Objectives and Requirements Designing for the User..., Designing for the Community Designing for the Organization Implementation Functionality: Document Management and Recommendation Technical Aspects: Community-Centered Collaborative Filtering Architecture: A Client-Server System Summary and Outlook Part III. Knowledge Cartography 4. Negotiating the Construction of Organisational Memories S. Buckingham Shum Introduction and Definitions Characterising Knowledge Work A Study of Knowledge Workers Wicked Problems Negotiation, Argumentation and Knowledge Work Visualising Argumentation Collaborative Hypermedia Infrastructure... : What Kinds of Knowledge are Captured? Argumentation in Use Hands-on Practicalities The Cognitive Costs and Benefits Modes of Groupwork Organisational Culture
9 Table of Contents IX Negotiating the "Context Paradox" "Knowledge (Management) is Power": Ethical and Representational Issues The Politics of Formalisation "Participatory KM" Based on Stable, Sanctioned Knowledge Conclusion A Technology for Supporting Knowledge Work: The Rep Tool B. Jordan, R. Goldman, A. Eichler Introduction Views provided by the RepTool...,..., Technical Details The RepTool Database Graphic Views and Maps..., Connection between the Database and Graphical Representations System Requirements Working with the RepTool Supporting Teams in a Client-Focused Campaign Supporting Operational Work Using the RepTool RepToolian Visions: The RepTool in the World Views of Knowledge and Knowledge Management..., RepToolian Data Collection: Systematic and Relevant RepToolian Conversations Support for Participatory Knowledge Management Part IV. Communities of Knowledge Workers 6. An Environment for Cooperative Knowledge Processing W. Prinz, A. Syri Introduction Application Scenario Requirements POLITeam Solutions and Experiences Circulation Folders Shared Workspaces Integrated Use of Both Cooperation Tools Summary
10 X Table of Contents 7. Ariadne: Supporting Coordination Through a Flexible Use of Knowledge Processes C. Simone, M. Divitini Introduction Ariadne: A Description of the Framework The Notion of Coordination Mechanism The Categories of Articulation Work The Ariadne Environment The Role of Communication Features Ariadne at Work: A Working Example The Scenario Constructing Computational Coordination Mechanisms Using a Computational Coordination Mechanism Modifying a Computational Coordination Mechanism ABACa: An Agent Based Implementation of Ariadne The Multi-Layer Structure of ABACa The Interoperability Language Conclusions Part V. Knowledge Repositories and Libraries 8. From Natural Language Documents to Sharable Product Knowledge: A Knowledge Engineering Approach D. Rosner, B. Grote, K. Hartman, B. Hofting Introduction Knowledge Acquisition from Natural Language Documents Approaches to Knowledge Acquisition Content of Documents Macrostructure Discourse Structure Linguistic Realization Knowledge Representation Requirements Analysis and Representation Decisions KnowledgeFormalization Expressing the Knowledge: The TechDoc Generator System Architecture Linguistic Resources Example Knowledge Management Benefits Costs and Possible Optimization A Practical Solution: The Authoring Tool Discussion Summary and Future Work
11 Table of Contents XI 9. Corporate Memories for Knowledge Management in Industrial Practice: Prospects and Challenges O. Kuhn, A. Abecker Introduction Knowledge Management and Corporate Memories l Current Knowledge Management Deficits Computer Support for Knowledge Management Towards the Realization of a Corporate Memory Three Case Studies Study 1: Crankshaft Design Study 2: Quality Assurance for Vehicle Components Study 3: Bid Preparation for Oil Production Systems Lessons Learned from the Case Studies Crucial Corporate Memory Requirements Corporate Memory versus Expert System Core Functionalities of an Organizational Memory Corporate Memory Architecture How to Develop a Corporate Memory Future Work Summary References Contributors List of Figures List of Tables Index
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