Knowledge Management 2.0 by Digital Knowledge

Knowledge Management

2.0

Handbook for companies Version 2

This project has been funded with support from the European Commission under the Lifelong Learning Programme. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

This handbook has been prepared as part of the “Knowledge Management 2.0 for SMEs” project, co-financed by the Leonardo da Vinci – Lifelong Learning Programme.

The consortium implementing this project consists of: Management Observatory Foundation (FOZ) Faculty of organization and informatics Varaždin as a part of the University of Zagreb (FOI) MFG Baden-Württemberg mbH, Public Innovation Agency for Media and Creative Industries (MFG) Nowoczesna Firma S.A. (NF) Instituto Tecnológico de Aragón (ITAINNOVA)

Authors: Marta Mazur (FOZ) Darko Grabar (FOI) Petra Grd (FOI) Aleksandra Sobodić (FOI) Amir Spahić (FOI) Lana Škvorc (FOI) Sandra Benz (MFG) Georg Sedlbauer (MFG) Karolina Sikorska (NF) Justyna Dobaj (NF) Elena Pallarés Beamonte (ITAINNOVA)

Knowledge Management 2.0 for SMEs km20.eu 2015

TABLE OF CONTENTS INTRODUCTION 3 About the Knowledge Management 2.0 Handbook

Aim of the KM2.0 Handbook

Handbook structure

Target group

About the Knowledge Management 2.0

What is Knowledge Management 2.0

Benefits of using knowledge management for SMEs

Indicators for measuring knowledge management effects

Main success factors of Knowledge Management 2.0

How to motivate employees to participate in knowledge management

Legal issues regarding knowledge management

KNOWLEDGE PROCESSES

KNOWLEDGE MANAGEMENT TOOLS

Knowledge Management 2.0 MATRIX

Social media tools

Video tools

Collaborative tools

Other tools

STRATEGY OF KNOWLEDGE MANAGEMENT 2.0

Applied knowledge management strategies

Elements of the Knowledge Management strategy

How to implement the strategy of Knowledge Management 2.0 in SMEs

How to evaluate Knowledge Management 2.0 in the organization

Measurement of knowledge resources

Measurement of the knowledge management process

Measuring the training effectiveness

CASE STUDIES

Croatia

Spain

Poland

Germany

PROJECT AND PARTNERS

GLOSSARY 89 BIBLIOGRAPHY 91

INTRODUCTION

ABOUT THE KNOWLEDGE MANAGEMENT 2.0 HANDBOOK AIM OF THE KM2.0 HANDBOOK Knowledge management is especially important in SMEs and can substantially improve business performance and businessâ&#x20AC;&#x2122; capacity for innovation. Nevertheless, traditional knowledge management methodologies are often too formal, complicated, time-consuming and expensive for SMEs. Web 2.0 solutions, like social networking used for communication, collaboration and knowledge sharing within or between companies offer enormous competitive advantages in the form of increased innovation, productivity, agility and cost cuts to companies which embrace this new approach. Many companies are already using some technologies proposed by this methodology and with a bit of additional effort they can upgrade it to an actual knowledge management strategy. Knowledge Management 2.0 Handbook ver. 2 provides an effective framework for Knowledge Management 2.0 with the aim to guide companies wanting to professionally manage multimedia knowledge inside the company through the implementation of Knowledge Management 2.0. The publication has been expanded with recommendations and research data collected during the pilot phase (in the form of case studies) carried out in Poland, Germany, Spain and Croatia in the first half of 2015.

Knowledge Management 2.0

HANDBOOK STRUCTURE The handbook shows and explains how to manage multimedia content and how to adopt traditional knowledge management techniques in a multimedia context. It is divided into 9 chapters. In the first chapter, readers will find general information about the handbook and will learn about Knowledge Management 2.0. In the second chapter, processes are described which show the possibility of using different tools for knowledge management, which are then presented in chapter three. Issues related to the strategy of knowledge management are described in the fourth chapter of the handbook, where readers will find information on applied knowledge management strategies, elements of knowledge management strategy and will learn how to create, implement and evaluate the Knowledge Management 2.0 in their organisations. The fifth chapter includes case studies from the companies in which Knowledge Management 2.0 had been implemented during the pilot phase of the project. In the following chapter readers will find some interesting facts about the project and theÂ partnership. A Knowledge Management 2.0 Map is available in chapter seven. In the last two chapters readers will find a glossary and a bibliography.

TARGET GROUP This handbook seeks to support companies and organisations interested in adopting a knowledge management system based on multimedia, user-created content and Web 2.0 communication and collaboration tools. It is addressed primarily to small and medium-sized companies and will help them to benefit more effectively from new technologies. Knowledge Management 2.0 can help companies to take advantage of knowledge sharing opportunities within and outside their organisations and foster collaboration and innovation, and informal, social learning. It will allow any company to create an organizational knowledge centre by integrating efficient content storage, organization and classification, sharing and retrieving with communication and networking tools, including possibilities to share knowledge with persons outside the organisation.

WHAT IS KNOWLEDGE MANAGEMENT 2.0 The first step to understanding knowledge management is to differentiate it from data and information. Knowledge is neither data nor information. However, knowledge cannot exist without them (Saaristo, 2012). New knowledge is created by taking a person’s existing beliefs and combining it with information created on the basis of data. Koskinen and Pihlanto define data as raw facts such as numbers and letters which are then given context to create information. Combining information with an individual’s existing beliefs, skills and perception create knowledge. Thus, data, information and knowledge are all distinct entities (Koskinen and Pihlanto, 2008; Saaristo, 2012). There exist many different definitions of knowledge management. Seiner defines knowledge management as “a concept in which an enterprise gathers, organizes, shares and analyzes the knowledge of individuals and groups across the organisation in ways that directly affect performance“(Seiner, 2001). According to Levinson, knowledge management is “the process through which organisations generate value from their intellectual and knowledge-based assets“ (Levinson, 2007). Another definition of knowledge management is presented by Sveiby, who says that “knowledge management involves the identification and analysis of available and required knowledge assets and processes… so as to fulfill organisational objectives“ (Sveiby, 1996). Villegas defines knowledge management as “simply the transfer of knowledge from one person to another, the result of which enables the recipient to benefit from the collected wisdom of the more experienced members of an organisation or group” (Villegas, 2000). Knowledge management is “a cyclical system that enables an organisation to efficiently achieve its objectives by having the ability to transform tacit and explicit learnings into habits, better planning and execution” (Estacio, 2006).

Introduction

ABOUT THE KNOWLEDGE MANAGEMENT 2.0

Figure 1. Knowledge Types

Knowledge Types

Explicit to Tacit

Increasing diﬃculty of managing knowledge

Mechanistic knowledge

Dynamic knowledge

Chaotic knowledge

Complexity

Source: “Notes from Master in Leadership Experience” Team Academy in Euskadi.

The development of the internet and its maturity over the last decade, the large number of people with access to the internet through desktop and mobile devices and the evolution of the software sector have resulted in the Web 2.0 phenomenon (Levy, 2009). Web 2.0 focuses on people and is bringing a new trend that should be adopted in knowledge management (Levy, 2009), (Alvarez et al.). Levy has analyzed Web 2.0 principles from a knowledge management perspective and has concluded that they are very close to those in knowledge management (Levy, 2009), (Alvarez et al.).

Knowledge Management 2.0

Figure 2. The process of Knowledge Management Network capital Knowledge ﬂow Understanding Knowledge creation environments

Giving birth to knowledge

Applying knowledge into practice and ﬁnding new knowledge

Documentic knowledge

Source: “Notes from Master in Leadership Experience” Team Academy in Euskadi. Knowledge management 2.0 is a set of activities and processes designed to identify, capture, create, use and share explicit and tacit knowledge within the organisation using web 2.0 tools and other tools related to the new information and communication technologies. Knowledge Management 2.0 is social, i.e. individuals create the knowledge together with others (shift from the individual to the collective) and share what they know with others with the use of new technologies. The goal of Knowledge Management 2.0 is to improve

the efficiency and effectiveness of employees, achieve organisational objectives and improve the competitive position of the organisation on the market. Figure 3. Knowledge Transfer Network level Organization level Team level

Makro level

Micro level

Makro level

Source: “Notes from Master in Leadership Experience” Team Academy in Euskadi.

BENEFITS OF USING KNOWLEDGE MANAGEMENT FOR SMES In the European Union (EU), SMEs represent 99% of all enterprises, provide around 65 million jobs and are a major source of innovation (European Commission, 2006). It is predicted that the development of SMEs will be the key success factor for decades throughout the world. SMEs have created job opportunities, technological improvements and innovation capacities alongside higher incomes (Valaei and Aziz, 2012). Innovation and rapid development in SMEs require accelerated use of knowledge; knowledge that must be managed efficiently, effectively and securely (Hylton, 2002). Knowledge itself is a commodity that offers the ability to be competitive. To remain competitive, companies must have the knowledge and then coordinate and use what they know, quickly. SMEs must first know what their knowledge assets are, then how to manage and make use of these assets to get the maximum return (Lee et al., 2005). The strengths of SMEs are (Egbu, 2001), (Lee et al., 2005): less formal strategies – communication of knowledge and quick decision making are increased, and informal networks are improved informal network improves employee commitment and their receptiveness of knowledge management regimes faster reaction to changing market requirements and the requisite knowledge for satisfying market needs According to Egbu and Lee, the weaknesses of SMEs are: inability to fund long-term and risky knowledge management programmes, lack of specialised technological competencies, weak investment in training and education (Egbu, 2001; Lee et al., 2005). Other weaknesses (Rothwell and Dodgson, 1994) include little management experience,

Introduction

Group level

power imbalances when collaborating with large firms and difficulties in coping with complex regulations and the associated cost of compliance (Lee et al., 2005). Today, concerns of information systems have changed from managing information to managing knowledge. In order to be competitive, SMEs take advantage of knowledge management to manage their expertise and knowledge which contains the most precious asset of the company (Valaei and Aziz, 2012). The combined areas of knowledge in a company can create a competitive advantage when three criteria are met: the knowledge must be valuable when considering the core competence of the company (successfully creating added value to the core tasks or competencies), the knowledge must be difficult for competitors to imitate and the knowledge must be difficult to substitute (patenting which requires conversion from tacit to explicit knowledge and can be a costly process, or by retaining the tacit knowledge as such and utilizing it as personal or social knowledge) (Krogh et al., 2000; Saaristo, 2012). McAdam and Reid found certain differences regarding knowledge management: the SME sector appeared to be less advanced in terms of knowledge construction, having a more mechanistic approach to knowledge construction and relying less on social interaction. SMEs were weaker on formal and systematic discussion in order to share tacit knowledge, whereas larger firms were stronger on formal knowledge management strategy (McAdam and Reid, 2001).

Knowledge Management 2.0

Beijerse found out in a study of 12 SMEs in the Netherlands that there were no explicit policies targeted at strategic knowledge management (Beijerse, 2000). Corso et al., stresses in one study that small firms tend to place more emphasis on management of tacit knowledge than larger firms, and the communication channels in SMEs are more likely to be between firms rather than internal to the organisation (Corso et al., 2003). Some studies have addressed the use of ICT for knowledge management in SMEs. They have shown that smaller firms lack financial resources and skilled manpower, as well as the expertise and time to invest in the advanced ICT (Edvardsson, 2006). Some authors, such as Salojarvi, argue that firms that work with knowledge management on a systematic basis grow faster (annual sales growth) than firms that do not have a knowledge management strategy in practice (Salojarvi et al., 2005; Edvardsson, 2006). According to O’Dell, the business rationale behind implementing knowledge management initiatives in best-practice organisations has been varied (O’Dell et al., 2003). Among the most common were cost reductions, reuse of knowledge and lessons learned, speed, innovation, reuse of knowledge management know-how, branding and differentiation, and improved quality of knowledge (Edvardsson, 2006). An effective knowledge management system will greatly contribute to improved performance, which means to reduce costs, to improve products and services, to take quicker decisions, and to provide the potential to expand and increase the value and/or profitability of the enterprise. According to a questionnaire completed by 20 companies from different sectors and business entities within 4 countries during the knowledge management implementation phase, many benefits of knowledge management were recognized in practice: faster information flow more focus on goals through setting priorities better system of document management

easier approach to the earlier knowledge openness and greater stimulus for sharing ideas more efficiency higher performance better coordination of tasks better understanding between employees more positive and productive environment for all employees fostering of internal communication informal relationships and staff motivation stimulating informal networks increased staff awareness of the knowledge they possess more opportunities of staff development and raising their skills through better access to the knowledge increasing motivation and fellowship through common activities and performed initiatives outside working hours better team integration and appreciation between team members higher motivation and more creativity in search for new solutions In general, the main benefits of using knowledge management were recognized as being supportive and motivational, and stimulated better business process performance.

INDICATORS FOR MEASURING KNOWLEDGE MANAGEMENT EFFECTS The question of how to measure knowledge management performance is important. Knowledge management performance has been gradually increasing since companies want to apply their knowledge to create economic value and competitive advantage. Some studies argue that knowledge cannot be measured, but that activities or outcomes associated with applying knowledge can be measured (Ruggles, R., 1998). There are different approaches to measuring knowledge management performance: Competitive advantage and superior organizational performance. Indicators should show if the results of knowledge management signify increasing of organizational effectiveness, efficiency, competitiveness and increased profit through market adaptability and sales growth, which comes from customer satisfaction and customer loyalty. Most of the metrics and methods of knowledge measurement are focused on measuring the knowledge within the organization, which, in practice, limits their effectiveness because the most important task of knowledge management performance measurement is the comparison of a firm with its main competitors (Chen at al, 2009). Knowledge management offers a permanent base for continuous improvement and innovation. Its performance, therefore, measures not only on financial information, but also non-financial measures which are becoming important to the organization. (Fliaster, A., 2004).

Introduction

discovering areas of expertise and gaps in skill sets

According to Germain, Dröge, and Christensen (2001) a knowledge management performance overview can have two sides: formulate performance-related issues such as costs, product quality, and profit levels, and compare the cost, quality, customer satisfaction and operations efficiency to industry benchmarks or market leaders. Kaplan and Norton (1996) asserted that traditional financial accounting measures (e.g., ROI, EPS) can give misleading signals for continuous improvement and innovation. It implies that financial measures which are based on traditional accounting practices with emphasis on short-term indicators such as profit, turnover, cash flow and share prices, are not fully prepared to measure the organization’s performance. Therefore non-financial measures are becoming important to organizations. Customers, investors, internal business processes, innovation and learning are included in the balanced scorecard concept (BSC) developed by Kaplan and Norton (Kaplan, R. S., & Norton, D. P. 1996). BSC is a combination of measures from four perspectives (financial performance, customer knowledge, internal business processes, learning and growth) to align individual, organizational, and cross-departmental initiatives. Another approach (Mu-Yen Chen at al., 2009.) proposes measuring KM performance from the competitive perspective. This approach integrates the analytical network process (ANP – multi-attribute decision-making approach based on the reasoning, knowledge, experience, and perceptions of experts in the field) with a balanced scorecard (BSC). four perspectives of the BSC; customer perspective, internal business perspective, financial perspective, and innovation and learning perspective are adopted as the indicators of KM performance measurement.

Knowledge Management 2.0

Lee, Lee, and Kang (2005) provide a new metric; a knowledge management performance index (KMPI) for assessing the performance of a firm’s KM. They defined five components that can be used to determine the knowledge circulation process (KCP): knowledge creation, knowledge accumulation, knowledge sharing, knowledge utilization, and knowledge internalization. When KCP efficiency increases, KMPI will also expand, enabling firms to become knowledge-intensive. The KMPI function is a logistic function in which the contribution of KCP in the early years starts slowly but then increases rapidly, slowing down at a mature level. A firm’s accumulated knowledge is a by-product of KCP. Therefore, it has flow and speed. If the flow is fast, then knowledge is accumulated, shared, utilized, and internalized quickly, thus management performance increases and the proposed KMPI improves. Chen and Chen (2005.) defined in their research classification of KM evaluation methods by using the following eight categories: qualitative analysis, quantitative analysis, financial indicator analysis, non-financial indicator analysis, internal performance analysis, external performance analysis, project-orientated analysis and organization-oriented analysis, together with their measurement matrices for different research and problem domains. This is a review of different KM performance evaluation perspectives: Qualitative analysis – expert interviews, the critical success factors method (CSFs), and questionnaires are used to implement qualitative methods for exploring specific human problems: Questionnaire (Changchit, C., Holsapple, C. W., & Viator, R. E. 2001.), Expert interviews (Longbottom, D., & Chourides, P. (2001), Critical success factors (Chourides, P., Longbottom, D., & Murphy, W. (2003). Quantitative analysis – the aim is to present the extent of the impact on both decision-making and task performance, using historical data that is easily available, relevant,

accurate, and current. This evaluation can avoid the drawbacks of qualitative analysis, especially in the subjective judgment of empirical results. Quantitative analysis can be used to measure the explicit knowledge of an organisation or an individual, with both financial and non-financial indicators. Quantitative analysis includes financial indicator analysis, non-financial indicator analysis, internal performance analysis, external performance analysis, project-oriented analysis and organisation-oriented analysis. Financial indicator analysis – traditional quantitative methods focus on well-known financial measures, such as the analysis of financial statements, the payback period, the return on investment (ROI), the net present value – NPV (Stein, Manco, Manco 2001), the return of knowledge (ROK), and the Tobin’s q (Lev, B. 2001, Hall et al. 2000).

Non-financial indicator analysis use non-financial indicators, such as: how often each employee logs into the knowledge bases; how many times each employee brings up a proposal, how many topic numbers are on the discussion board, and how many communities of practice (CoP) are in the company. CoP has begun to play an increasingly important role in modern and intensive-knowledge organisations. Smits and Moor (2004.) presented a Knowledge Governance Framework, which is focused on how to define, measure, and use performance indicators for KM in a CoP. Holt, Bartczak, Clark, & Trent (2004) used four metrics to assess organisational knowledge which are: individual, context, content and process knowledge measures. These approaches enable people to relate knowledge to business performance and provide valuable insight on how knowledge can be strategically managed (Holt, D. T., Bartczak, S. E., Clark, S. W., & Trent, M. R. 2004). Internal performance analysis use internal performance measurement methods focused on process efficiency and goal achievement efficiency. These methods evaluate KM performance through the gap between target and current value. These methods include ROI, NPV, balanced scorecard (BSC), performance-based and activity-based evaluation which connects valuable knowledge residing within individual employees, and it is critical to an organisation’s ability to solve problems and create new knowledge (Hasan, H., & Gould, E. (2001). External performance analysis – these measurement methods are compared with benchmark companies, primary competitors or the whole industry average. Benchmarking is seen as a tool for identifying, understanding and adopting best practices in order to increase the operational performance of intellectual capital (IC) (Marr, B. 2004., Pemberton, J. D., Stonehouse, G. H., & Yarrow, D. J. 2001). From an organisational learning perspective, benchmarking is concerned with enhancing organizational performance, establishing standards against which processes, products and performance can be compared and consequently improved (Pemberton, Stonehouse, & Yarrow, 2001). The ‘‘Best Practice” approach is an essential component of KM. It provides an opportunity to retain and use knowledge, even when an expert has left the organization. Asoh, Belardo and Neilson (2002.) investigated how governments could deliver more innovative services to a demanding public. Project-orientated analysis – recent studies of KM and organizational learning in projects emphasized the difficulties of learning from projects – not only within individual projects, but also across and between projects (DeFillippi, 2001). Bresnen reveals that

Introduction

Laitamaki and Kordupleski used an ROI index to evaluate KM projects and performance in customer value added (CVA) products (Laitamaki, J., & Kordupleski, R. 1997). Stein deployed a knowledge-based system which was designed to automate tasks previously performed manually, train new staff members, and capture knowledge, to enable a university organisation to improve services (Stein, Manco, & Manco, 2001).

the processes of capturing, transferring and learning knowledge in project settings rely upon social patterns, practices and processes in ways that emphasize the value and importance of adopting a community-based approach to knowledge management (Bresnen, M., Edelmanb, L., Newell, S., Scarbroug, H., & Swan, J. 2003). Kasvi et al. dealt with knowledge management and knowledge competences in project organizations and created a Learning Programme Model for systematically managing the knowledge created within a project (Kasvi, J. J., Vartiainen, M., & Hailikari, M. (2003). Organization orientated analysis – analysis is focused on the whole organization and on the multi-dimensions and multi-layers within the firm. A KM performance evaluation can be analyzed from intellectual capital, BSC, technology and process perspectives. The primary objective is to estimate the level of KM performance in the whole organization and understand the investments in intellectual capital.

MAIN SUCCESS FACTORS OF KNOWLEDGE MANAGEMENT 2.0 Companies among different sectors recognised the main success factors of Knowledge Management 2.0 as a lever for significant improvements in business performance. These factors can be summarized in three main categories:

Knowledge Management 2.0

in terms of people: better team organization, easier monitoring of employees’ progress, trained, team motivation, raised consciousness about the importance of gathering and managing knowledge, high levels of interest and a clear vision of the objectives of knowledge management, comprehension of ideas and support from the management board; commitment, perseverance, and motivation in relation to implementing project objectives, fostered staff involvement by appropriate task allocation, and commitment of persons designated to carry out actions associated with knowledge management in terms of technology: better tools and internal processes, continuous communication about the benefits of the tools, continuous communication to promote usage of the provided tool, being open to new processes and methodologies, suitable and easily manageable technical solution, automation of tasks previously performed manually in terms of organisation: transparency of documents, faster information flow, permanent improvement, organisation that learns, created procedures of knowledge disposal for current and new employees

HOW TO MOTIVATE EMPLOYEES TO PARTICIPATE IN KNOWLEDGE MANAGEMENT Knowledge management projects are very risky endeavors. Many organisations start a knowledge management project but abandon it later on. There are various reasons why such projects fail. There must be enough time for knowledge management tasks and the tools should be easy to use. However, one of the most important factors is the participation of the organisation’s employees. Knowledge management projects without active engagement of the employees are condemned to failure. The participation of an employee is closely linked to his or her motivation. Consequently, in every knowledge management project the responsible manager has to deal with the question of how to engage and motivate the employees. Of course, that is also true when it comes to Knowledge Management 2.0.

When implementing a knowledge management project, it is essential to be aware of the type of employee motivation. Boosting extrinsic motivation might evict intrinsic motivation and diminish success. E.g. a project manager wants to set up a wiki for a companyâ&#x20AC;&#x2122;s knowledge management activities. The employees are highly motivated intrinsically as they want to share the knowledge and they believe in the projectâ&#x20AC;&#x2122;s vision. The manager wants to increase motivation and offers everybody a financial bonus for creating at least 20 articles in the wiki. This measure might decrease the intrinsic motivation of the employees. Firstly, they will lose the feeling of autonomy because the manager sets the goal without consulting them. Secondly, 20 poorly written articles will ensure a bonus whereas 15 great articles will not, so naturally, the employee who wrote 15 articles will be less motivated. Finally, it might lead to a minimalistic approach and only a few will write more than 20 articles. In general, rewards, especially financial and standardised rewards that are defined without consulting the employees, might reduce intrinsic motivation. This shows that rewards aimed at boosting extrinsic motivation have an impact on intrinsic motivation. In order to not decrease intrinsic motivation, the criteria for the reward should be defined by employers and employees together. Moreover, non-monetary rewards like gifts might be more appropriate. The advantage is that gifts are not directly linked to performance level. (Whittom and Roy, 2009) More important than offering bonuses to employees is increasing their intrinsic motivation. Four factors for managing intrinsic motivation have to be considered: feelings of accomplishment, feelings of autonomy, feelings of competency, and feelings of progression. All these factors can be influenced: Increase the intrinsic motivation and increase the chances of a successful implementation of Knowledge Management 2.0. In this approach, the manager has to be a facilitator. In order to boost the feeling of autonomy, the manager has to provide the necessary information for the employees to make the right decisions. The manager should tolerate errors and demonstrate trust in the employees. For increasing the feeling of accomplishment, trivial tasks like indexing or formatting should be reduced, the vision of the project has to be shared and participation opportunities should be maximized. The manager can improve the feeling of competency by informing and training others. He or she should be a role model and deliver the best practices. Consequently, the manager should be very involved in the knowledge management activities. E.g. he or she should also create articles in the wiki. Setting and celebrating milestones and communicating success will help boost the feeling of progression (Whittom and Roy, 2009). In a nutshell, for implementing Knowledge Management 2.0, the focus has to be on the intrinsic motivation of the employees and the four factors have to be considered. Moreover, in some cases a bonus for reaching specific goals could be helpful but it is

Introduction

There are two different types of motivation: extrinsic and intrinsic. In the case of extrinsic motivation, the source of motivation is external. In terms of knowledge management it means that an employee is motivated e.g. by a financial bonus related to completion of a specific task, or that the employee is avoiding coercive measures by performing this task. In the case of intrinsic motivation, the motivation has its source within the person who is motivated by the task itself e.g. an employee wants to support their co-workers by sharing knowledge. Both sources of motivation have advantages and disadvantages for an organisation. Extrinsic motivation often causes employees to do only the minimum of the required tasks sufficient to receive a bonus, whereas intrinsically motivated employees are more difficult to control and to steer (Whittom and Roy, 2009). However, intrinsic motivation is essential for managing tacit knowledge.

important that it does not have a negative influence on intrinsic motivation. Of course, there is no “one size fits all” solution for motivating employees to participate in knowledge management activities. The strategy of motivating employees has to be aligned with the general management approach in the company. Feedback received in SMEs from different sectors showed that employees are motivated to participate in knowledge management. They saw the benefits of knowledge management implementation. The basis for the motivation was having support from management with a supportive working environment to be able to avoid and overcome obstacles in knowledge management induction. Obstacles were mainly connected with a lack of support from management, not valuing the importance of the project and inability to set up a clear strategy or goals, difficulties adapting to the new work environment (methods and tools), and managing the addition of new tasks in terms of additional effort and time. On the other side, there were personal factors of employees such as negative attitudes, resistance to new procedures and fear of new tools. These issues can be resolved through increasing intrinsic motivation by building upon the positive aspects which knowledge management offers: openness and sharing of ideas, better internal communication, building self-confidence, informal relationships and appreciation between co-workers, which altogether results with bigger and better knowledge. There is also the value of creating new knowledge which can be directly linked to added value or increased profits (patents, innovations). Creation of that new knowledge and its rendering in the knowledge management process can be activated by raising extrinsic motivation in accordance with the company’s business practices.

Knowledge Management 2.0

LEGAL ISSUES REGARDING KNOWLEDGE MANAGEMENT Legal issues regarding knowledge management refer to the protection of knowledge, its creation, use and archive. Like the knowledge management process, it involves not only people, tools and organisational procedures inside the company but also laws and regulations outside the company. The portfolio of created services and products which are based on the company's knowledge is the main factor for knowledge protection as it is considered the company’s property. There are different options for how to regulate legal issues regarding knowledge management. Knowledge management within the company can be included in the employee working contract. Companies can also have internal regulations for the creation and using of company's information recognized as knowledge. Also, internal regulations for the creation of new knowledge which resulting in new innovations and patents can be introduced for the purpose of its protection and ownership. Additional education (classes, seminars, schooling) provided by the company through which the new knowledge of employees is created, can be regulated in terms of his/ her obligation to work in the company for specified period, or through their obligation to generate valuable output. As in most countries, in Croatia, knowledge is considered intellectual property, which is categorised as copyright and industrial property rights. Legally, copyright is used to include only the rights of the authors of literary, scientific and artistic works. An author is the holder of the copyright with the realization of work. There are also related rights to the copyright.

A patent is an exclusive right which is provided to the natural or legal person based on the invention/solution of a technical problem. A patent gives its holder exclusive rights to the production, use, distribution and sale of the invention protected by the patent. Trademarks are signs that enable recognition of goods on the market. This exclusive right is used for the differentiation of the goods and services of one company among others on the market. Industrial design is for the purpose of visual identity protection, but its technical characteristics cannot be protected. It should be aligned with public interests and moral principles.

A business secret is the business practice, strategy, “know how“ or other information which helps to compete with the competition. This is the information not available to the professional public, which brings an economic benefit to its holder. Business secrets are protected by law and many countries practice frequent use of non-disclosure agreements, or NDA, which, for the employee, means very rigorous financial penalties in case of the disclosure of secrets. National legislation in Croatia covers those areas with national laws and regulations. Economic exploitation of intellectual property rights can be additionally regulated with written contracts about copyrights (property rights) or licensing (industrial property). In Europe most national intellectual property rights (copyrights, trademarks, patents, registered designs, etc.) are now extensively harmonised. That is, there are some unitary intellectual property rights with EU wide effects – not only the Community trademark and the Community design (both registered and unregistered), but also the Community plant variety right and the EU geographical indications regime (Trevor Cook, European Intellectual Property Developments, Journal of Intellectual Property Rights, Vol 16, September 2011, pp 426-428). In the EU, the Court of Justice exercises a supervisory role over national courts. A uniform system of protection of intellectual property rights, ranging from industrial property to copyrights, constitutes the foundation for creativeness and innovation within the European Union. Respect of the basic principles of the internal market (the free movement of goods and services and free competition) is based on standardisation of intellectual property at the European level. Protection of intellectual property is covered by many international conventions, most of which are implemented by the World Intellectual Property Organisation (WIPO) and the World Trade Organisation (WTO). The European Union possesses two important bodies for this purpose, the Office for Harmonisation in the Internal Market (OHIM), which is responsible for the registration of Community trademarks and designs, and the European Patent Office (EPO).

Introduction

Indication of origin and geographical indications are used for products coming from a specific geographical region to prevent the sale and replacement of other products under the same name.

Some EU directives, mostly related to the topic of knowledge and information technology, which are used as tools for knowledge management implementation are: Directive 2001/29/Ec Of The European Parliament And Of The Council of 22 May 2001 concerns the legal protection of copyrights and related rights in the framework of the internal market, with particular emphasis on the information society and with that, harmonisation of the laws of the EU Member States. http://eur-lex.europa.eu/ legal-content/EN/TXT/PDF/?uri=CELEX:32001L0029&from=EN Directive 2004/48/EC of the European Parliament and of the Council of 29 April 2004 concerns the legal protection of intellectual rights: http://eur-lex.europa.eu/ legal-content/EN/TXT/PDF/?uri=CELEX:32004L0048&from=HR Directive 96/9/EC of the European Parliament and of the Council of 11 March 1996 concerns the legal protection of databases: http://eur-lex.europa.eu/legal-content/ EN/TXT/PDF/?uri=CELEX:31996L0009&from=EN Germany

Knowledge Management 2.0

The German Copyright Act provides that, persons who create works or content, such as texts, images, audio or videos, can decide on their use. This means when an employee creates an article, for example for the company wiki, forum or blog, the content is generally covered by copyright protection and only the author can determine whether and how others can use it. As this will have far-reaching consequences for the employer, the regulation is considered in the employer-employee relationship. The following applies: if an employee creates content in fulfillment of obligations arising from the employment contract during working hours (§ 31 para 5 in conjunction with 43 of the Copyright Act), the employer will automatically get all exclusive rights to use this content. However, problems occur when content is created before the beginning of the employment contract or outside working hours. In order to achieve legal certainty, it is recommended to set a clause in the employment contract or, in the terms and conditions of the intranet, how to deal with the rights of use in these cases (Ulbricht, 2012). Poland Protection of knowledge is one of the elements within knowledge management. The term protected knowledge includes: Knowledge that is fully available to the public (e.g. information on websites, in manuals etc.) and used by third parties Outwardly protected knowledge, which is disclosed and given to public information, but only within a specific group of addresses (e.g. enterprises) Inaccessible knowledge, undisclosed and not publically available Confidential knowledge, which includes know-how, personal data and enterprise secrets Confidential knowledge is subjected to the strictest protection by enterprises because it enables them to gain a competitive advantage. Protection of this type of knowledge is specified in the Act on Counteracting Unfair Competition of 16th April 1993. According to the act ‘A secret of an enterprise is a piece of information unavailable to the public, referring to technical, technological or organizational matters of the enterprise, or to any other matters of economic value, of which an entrepreneur may enact indispensable measures to protect their confidentiality.’

Another, though illegal, method of knowledge protection involves regular verification of knowledge, employee qualifications and human resources. Presently, it is employed in an increasing number of enterprises in Poland. Knowledge Management 2.0 also includes aspects of digital knowledge protection. ‘Digital law’ refers to digital content created by an author and regulates the rules of its use, creation and publishing via ICT devices, i.e. computers and portable devices such as tablets, smart phones etc. Currently, there are many institutions that specialise in property rights management, digital content protection and are acting to curb or stop piracy (coined digital rights management), such as: Entertainment Consumers Association (ECA) Free Software Foundation (FSF) Electronic Software Foundation (EFF) European Digital Rights (EDRi) Open Rights Group (ORG) Spain Intellectual Property refers to creations of the mind such as inventions, designs, literary and artistic works, performances, plant varieties, some names, signs and symbols. In Spain, like most countries, we distinguish between Intellectual Property (copyright) and Industrial Property (trademarks, patents and industrial designs). At present, the main Spanish legislation on IP is based on the following basic rules: The Spanish Patent Act 11/1986 and the Royal Decree 2245/1986. A Draft patent Act was approved by the government in 2014 in order to simplify implementation procedures and to strengthen the grant of patents. The Spanish Trademark Act 17/2001 and the Royal Decree 687/2002. The Spanish Act 20/2003 on Legal Protection of Industrial Design and the Royal Decree1937/2004. The Royal Legislative Decree 1/1996 (restated text of the Spanish Copyright Act 1996). It is based on a system of protection without deposit or registration. Their fundamental principles are very similar to the Community regulation. The public bodies responsible for the management of intellectual and industrial property rights (IPR) are different. In the case of: Intellectual Property: Registry of Intellectual Property. http://www.mecd.gob.es/cultura-mecd/areas-cultura/propiedadintelectual/registro-de-la-propiedad-intelectual.html Industrial Property: the Spanish Patent and Trademark Office (OEPM). http://www.oepm.es Extensive information on these rights and how to register is available on both pages.

Introduction

Digital Rights Ireland (DRI)

KNOWLEDGE PROCESSES

Knowledge Management 2.0 also draws from the Asian Productivity Organisation (APO) knowledge management framework. This framework is divided into four key factors of knowledge management. That is 1. Vision and Mission, 2. Accelerators, 3. Knowledge Processes and 4. Outcomes. Knowledge Management 2.0 focuses primarily on knowledge processes. In knowledge management, as a scholarly discipline, knowledge sharing and creation are the foundation of knowledge management. However, in recent years the action of knowledge management became more differentiated. Correspondingly, the Manual of Knowledge Management Techniques and Tools of the APO (APO, 2010) proposes five knowledge processes (see also chapter “Strategy of Knowledge Management 2.0”): Identifying the knowledge,

Storing knowledge, Sharing knowledge, Applying knowledge. In the KM2.0 handbook these five processes, which are often referred to as categories, are also the foundation for Knowledge Management 2.0. It is essential when a company or an organisation is implementing a new knowledge management initiative or is revising an old one to be aware of which process is actually dealt with. For each process you can find relevant tools in the KM2.0 Matrix. In Knowledge Management 2.0 we focus particularly on Web 2.0 tools. Of course, there are various other tools and their relevance are not to be underestimated. Below the five processes are briefly explained and solidified: Identifying the knowledge – The aim of knowledge identification is to find internal and external knowledge bases as well as to create transparency for existing data, information, skills and knowledge (Müller, 2009). Creating knowledge – By the appearance of knowledge gaps, the company is asked to acquire or develop knowledge which is yet to exist. This knowledge can be procured externally, for example, by hiring new staff or incurring collaborations, or it needs to be developed in-house, for example, with the development of new skills through further education and training (Müller 2009). Storing knowledge – For sharing relevant knowledge and for ensuring that it will not be lost, it must be saved. Relevant explicit knowledge is mostly stored in documents and databases. In Knowledge Management 2.0, Web 2.0 tools will also be used for storing. This is called digital memory. In comparison, tacit or implicit knowledge is stored individually or in groups. This is called collective memory (Müller, 2009). Sharing knowledge – On one hand, sharing knowledge means distributing knowledge; knowledge has to flow to the respective employees. On the other hand, it is about the real sharing of knowledge, e.g. that newly generated knowledge is shared with other departments (Müller, 2009). Applying knowledge – Creating conditions where existing stores of knowledge can also be used (Müller, 2009).

Knowledge Processes

Creating knowledge,

These five processes are usually consecutive. In other words, the previous process has to be completed in order to proceed to the next one. For instance, unidentified knowledge cannot be stored or unshared knowledge cannot be applied in a broader framework. For all of the knowledge categories/processes, tools can be used. Some tools cover many different categories, whereas other tools are specialized in one concrete category. It is important that the chosen tools match the knowledge management strategy. In the next chapter, you will find various knowledge management tools. It is divided into 4 subchapters: social media tools, video tools, collaborative tools and other tools. Social media tools are based on social interaction between people, e.g. a forum or social network. Video tools use video (and audio) for knowledge management, e.g. video conferences. Collaborative tools should enable people to work together in a collaborative way (e.g.Â chats) and other various tools might be also useful (e.g. document management systems). In addition, the purposes and situations for implementation are provided along with examples of concrete software products (e.g. forum software). Knowledge categories are indicated by icons for each tool (see also KM2.0 Matrix).

Knowledge Management 2.0

KNOWLEDGE MANAGEMENT TOOLS

x x x x x x x

Blog

Chat

Community of practice

Document Management System

Forum

Intranet

Knowledge bases

Knowledge pills

Learning Management System

Mind-map

Social network

Videoconference

Webcast

Webinar

Wiki

Identifying the knowledge

Audioconference

TOOLS

Creating knowledge

Storing knowledge

Sharing knowledge

KNOWLEDGE PROCESSES

Applying knowledge

KNOWLEDGE MANAGEMENT 2.0 MATRIX

Knowledge Management 2.0

/// SOCIAL MEDIA TOOLS BLOG The term “blog” is a combination of two words: web and log. In simple terms a blog is an online diary that is published on the internet and is available to the worldwide community. Blogs can also be published internally and then it is accessible only to employees (and approved parties). Blogs allow self-publishing of content and allows for feedback to those posts. Typically, a blog will contain text, images and links. The posts, or articles, are displayed in a reverse chronological order, i.e. the newest appears first. Blogging is a two way street, allowing people to both publish, and respond, comment and discuss. Moreover, communication on blogs is asynchronous, this means no real-time communication. In a corporate blog you could allow a number of employees or even all employees the rights to post on the blog. Besides “regular” blogs there are also microblogs. A microblog allows only publishing short messages similar to text messages.

WHAT ARE THE ADVANTAGES OF BLOGS?

unlike other social media tools, posts on a blog are more persistent unlike a website the content is more dynamic and is updated on a regular basis a blog promotes fast internal communication between employees on a blog it is very easy to share information and knowledge a blog can be used as a platform for discussion and feedback

WHAT ARE THE DISADVANTAGES OF BLOGS?

—— relevance of blog posts must be ensured —— no data exchange possible —— no collaborative editing of files possible —— requires long term investment

HOW TO USE BLOGS?

Blogging for knowledge management infers internal blogging, so the information is only accessible within an organisation.

Blogging allows you to share knowledge and communicate. Employees post information, which might be relevant for their colleagues, e.g. news about the company and projects, protocols and experiences. Blogging should be used to share news, and rather not general processes (for storing knowledge in a structured way, a wiki is recommended). Of course, blogging is not limited to text. You can post pictures, videos, documents etc. Since blogs are a two way street, blogs are suitable to facilitate internal discussions and participation of all employees.

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VIDEO TOOLS

COLLABORATIVE TOOLS

Knowledge management tools

WHAT ARE BLOGS?

OTHER TOOLS

HOW TO PREPARE BLOGS?

First of all, you have to install blog software on your server or choose an externally hosted blog (see software). Afterwards, define who is allowed to blog on the blog, just select people or all employees. Normally, you will use a blog to inform colleagues about some relevant news. In this sense, it could be the backbone of the internal communication of the company. Once you have found your blog content, you will have to decide on a title and how you present it (text, photos or videos). Often you can also give tags or keywords that will enable a better search, or categories for blog posts. What is suitable to be posted on the blog is highly dependent on the organisational culture. Make sure the content and comments are appropriate and match the company’s guidelines.

SOFTWARE FOR BLOGS

Free blog software for hosting a blog: Wordpress.org www.wordpress.org (open source), BuddyPress.org www.buddypress.org (open source), Drupal https://drupal.org (open source). Moreover, you can also use a blog-publishing service on the internet and restrict the access to selected people. You do not have to setup your own blog on a server, but you also have less control over the blog. Blogger www.blogger.com (commercial, free), Wordpress.com www.wordpress.com (commercial, freemium). Often blogs are also included in packages for social business software.

Knowledge Management 2.0

EXAMPLES

Screenshot from MFG’s internal blog (15.05.2014)

TIPS FOR USING BLOGS

SOCIAL MEDIA TOOLS

hh ensure that blog posts are not too long hh activate the comment function in your blog to facilitate internal communication hh use blogs for news and announcements hh respond to readers’ questions and comments hh add multimedia

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

FORUM A forum is a virtual space for a structured discussion on an issue, exchanging ideas and generating knowledge as well as collecting and archiving thoughts, opinions, experiences and knowledge. The communication in forums is asynchronous. This means a message will not be answered directly and immediately, but at different times. In a forum you can post texts, links, pictures and videos. Information is structured in sections, themes and threads. Each thread consists of posts by users. Similar to blogs, they can be restricted or freely accessible. For internal purposes, it is recommended to restrict access to the organisation and relevant partners.

WHAT ARE THE ADVANTAGES OF FORUMS?

forums are normally more structured than blogs or other social media tools an in-house forum offers the possibility to generate and share corporate knowledge through the asking and mutual answering of questions, the internal communication and cooperation among employees will be encouraged

WHAT ARE THE DISADVANTAGES OF FORUMS?

—— as every employee is asked to participate in the forum, the forum can quickly become complex and complicated —— not every piece of information in a forum is objective and reflects reality

HOW TO USE FORUMS?

Forums for knowledge management in companies are mostly internal forums, so the information is only accessible within an organisation. As with blogs, you can also give access to other approved parties (e.g. customers, partners etc.). In a forum, you should have different subsections covering all necessary points of interest. This can be divided into various topics or based on the organisation of the company. For informal exchange, an off-topic area can be created. Certain roles and responsibilities in a forum should be defined, such as moderators.

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HOW TO PREPARE FORUMS?

Install forum software on a server (see software) or use a cloud-based solution. Define the rights of the various roles (regular user, moderator) and create different sections. Normally, a regular user cannot create one’s own section and will only be able to create a thread within such a section. Moreover, general forum rules should clearly tell the users how to behave and communicate in a forum. Creating a forum thread or replying to a thread is very simple for the user. Usually, posts are titled and sometimes content can be tagged.

SOFTWARE FOR FORUMS

Following solutions are very popular and easy to maintain: vBulletin www.vbulletin.com (commercial), MyBB www.mybb.com (open source), phpBB https://www.phpbb.com (open source). Hosted forums on the internet can be utilized and use restricted to selected people: Proboards www.proboards.com (commercial, free), vBulletin www.vbulletin.com (commercial). Often forums are integrated in other software services or you can integrate your forum in your blog (e.g. http://bbpress.org/ open source for wordpress.org).

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

WHAT ARE FORUMS?

EXAMPLES

A screenshot of a typical forum (based on phpBB). From: Wikimedia, http://upload.wikimedia.org/wikipedia/commons/0/01/Phpbb_3.0_prosilver.png (15.05.2014)

TIPS FOR USING FORUMS

Knowledge Management 2.0

hh someone should manage and moderate the forum hh ensure what will happen with the results hh create etiquette and define rules on how to use the forum

SOCIAL NETWORKS WHAT ARE SOCIAL NETWORKS?

A social network is a virtual community whose members interact with each other primarily via an online platform. Enterprise social networks emulate much of the functionality of widely privately used social networking sites, e.g. Facebook or Twitter, but are designed for company use. In the context of knowledge management, enterprise social networks are used to improve communication as well as identification, sharing, developing and accessing knowledge. E.g. people can identify experts, share information and communicate with colleagues. Unlike forums or blogs which are topic based, a social network is about people and relationships.

WHAT ARE THE ADVANTAGES OF SOCIAL NETWORKS?

employee networking is strengthened social networks allow relationships over time and over long distances employees identify experts in the company faster through the social ties, employees contact people and ask questions without apprehension within the community knowledge is being developed continuously intra-corporate and cross-departmental communication and collaboration is possible

WHAT ARE THE DISADVANTAGES OF SOCIAL NETWORKS?

—— danger of information overload and distraction from actual priorities

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

HOW TO USE SOCIAL NETWORKS?

Social networks can be used in very different ways. Consequently, it is important to define the role of the social network in the company’s strategy. It can be used mostly for fostering communication amongst employees and to spread (informal) news. It can be used for (informal) chats and in this way it can be a supplement to internal communication tools or internal emails.

KNOW

HOW TO PREPARE SOCIAL NETWORKS?

Social networks are normally cloud based. As a result, you don’t have to install software and just select the right provider regarding your requirements. E.g. you can pick Yammer. You create your own social enterprise network step by step and decide if it is an internal network (only for people inside your company) or an external network (for people outside your company).

SOFTWARE FOR SOCIAL NETWORKS

There are specific social networks for companies: Yammer https://www.yammer.com/ (commercial, freemium), Sap Jam http://www.sap.com/pc/tech/cloud/software/enterprise-socialnetworking/collaboration/index.html (commercial, free), Jive http://www.jivesoftware.com/ (commercial), Emento http://emento.biz/ (commercial).

EXAMPLES

Screen shot form MFG’s network on Yammer (15.05.2014)

TIPS FOR USING SOCIAL NETWORKS

SOCIAL MEDIA TOOLS

Knowledge management tools

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As previously mentioned, it will help to make social ties visible, but for micro and small companies this is often less important since employees are familiar with their co-workers.

hh create a complete profile (job title, picture etc.) and update it hh ask questions and / or pick up opinions from others hh share important information with other people

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

WIKI WHAT ARE WIKIS?

A wiki (Hawaiian for "quick"), also sometimes called WikiWiki or WikiWeb, is a hypertext system for web pages. Those web pages cannot only be read by users. Users can directly write, edit and delete the content in the web browser. The goal is to gather experience and knowledge collectively and document it in a comprehensible form for the target group. The wiki is suitable for collaborative creation of documents, documentaries or for joint brainstorming or development of topics. This is made possible by a simplified content management system which is the actual wiki software. Many companies also use wikis on their intranet. wikis are ideal for saving permanent structured information, experience, and knowledge of employees wikis strengthen team-collaboration notification of text updates via emails are possible traceability of changes access rights management: administrator controls rights about reading, editing and commenting wikis are a very efficient supplement to other tools like a blog or a forum

WHAT ARE THE DISADVANTAGES OF WIKIS?

—— not suitable for internal communication processes —— the accuracy of an article can never be fully ensured —— aged data or confusing structure when there is no “wiki care” —— low usability because not every system has a rich-text-editor

HOW TO USE WIKIS?

Normally, in a wiki, everybody can create a new article. If you search for a term in a wiki and you do not find anything, wiki offers you the possibility to write a new article. Likewise, every user is allowed to edit articles. However, you can also restrict editing options if necessary. The hyperlink system is one of the main advantages of a wiki. It helps you to interlink all the articles on your wiki. For article writing, editing, formatting, interlinking etc, you have to follow certain rules given by the wiki software. (E.g. MediaWiki, see also http://www.mediawiki. org/wiki/MediaWiki).

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Knowledge Management 2.0

WHAT ARE THE ADVANTAGES OF WIKIS?

G KNOW

HOW TO PREPARE WIKIS?

You have to download MediaWiki (or a similar software) and install it on a server. Wikis are living documents. If users contribute, it will grow consistently. As Wikipedia shows, wikis can be self-governed. Of course, in a company you need a more structured approach. So, guidelines stating what should be in the wiki and who are responsible are needed.

SOFTWARE FOR WIKIS

MediaWiki www.mediawiki.org/wiki/MediaWiki (open source), DokuWiki www.dokuwiki.org (open sorce), Confluence www.atlassian.com/software/confluence (commercial).

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Screen shot from MFG’s wiki (15.05.2014)

TIPS FOR USING WIKIS

hh for the documentation of knowledge, employees must be given time hh wikis need to be continuously updated and maintained. At least one person should be in charge of it hh there must be a clear structure and specifications, otherwise wiki users fall into confusion and fail to get an overview of the wiki hh a wiki can be very useful in combination with a forum or blog hh wikis are simple to use but more complicated than forums, blogs, or social networks. Consequently, you should offer training on how to write and edit on a wiki.

/// VIDEO TOOLS KNOWLEDGE PILLS WHAT ARE KNOWLEDGE PILLS?

A knowledge pill is a small unit of knowledge in a multimedia format to be used for “just-in-time” training. The idea behind the term “knowledge pill”, much like pills that we take for immediate relief from illness, enable users to immediately overcome a situation where specific knowledge needs to be supplied immediately.

WHAT ARE THE ADVANTAGES OF KNOWLEDGE PILLS?

To create a rapid, accessible platform to capture and redistribute tacit knowledge within the organisation To change employees’ attitudes in relation to sharing knowledge, because it makes that task fast and easy To give the opportunity to train employees in the workplace To facilitate dialogue with external customers, suppliers, and partners who are connected to the organisation To create training content in a short time To improve the flow of communication and information within the organisation

WHAT ARE THE DISADVANTAGES OF KNOWLEDGE PILLS?

—— It requires time to collect the materials, record and edit multimedia content

SOCIAL MEDIA TOOLS

VIDEO TOOLS

Knowledge management tools

EXAMPLES

COLLABORATIVE TOOLS

OTHER TOOLS

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HOW TO PREPARE KNOWLEDGE PILLS?

WHEN TO USE KNOWLEDGE PILLS?

There are various possible formats for knowledge pills: audio, video, and multimedia presentation. Audio knowledge pills can be used to explain the reasons for a procedure and even the steps of the procedure if, for example, a person has to complete various steps while performing a task. Video knowledge pills are ideal for situations requiring step-by-step instructions that are best understood visually (for example, how to use machines and tools on a production line). A multimedia knowledge pill is a form of presentation that enables a set of steps to be carried out using a computer application that explains the steps as they are being performed.

HOW TO USE KNOWLEDGE PILLS?

G KNOW

First, you should think about the kind of content you want to prepare as knowledge pills and what kind of format is best for that content. Secondly, for preparing knowledge pills, and depending on the format (audio, video, or multimedia presentation), the most important phases are: diagnosis (identifying requirements and experts), content creation (creating knowledge pills, and validation by other employees with the same knowledge), dissemination (training and / or awareness on how to use knowledge pills, creating the organisation’s knowledge centre), assessment (assessing knowledge pills and preparing new relevant content). Typically, a knowledge pill includes:

Knowledge Management 2.0

hh a title which should clearly identify the goal of the knowledge pill, so that whoever reads it immediately understands whether it is the content required, hh a question asked clearly and directly, hh a reply given by someone with good knowledge of the problem, hh a list of credits: information about who produced the knowledge pill, and who supported its creation, hh tags: keywords that enable a better search of knowledge pill. In this way, videos with carefully produced content and format can be extremely useful as learning materials and for knowledge management.

SOFTWARE FOR KNOWLEDGE PILLS

A key feature of using knowledge pills is its simplicity, which must influence decisions made regarding technology with a range of programmes being available: Camtasia Studio www.techsmith.com (commercial), Captivate www.adobe.com (commercial), Camstudio www.camstudio.org (free), Wink www.debugmode.com/wink/ (free).

EXAMPLES

Screen shots of video and multimedia knowledge pills used by the MOF

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

When designing it is important to: hh be brief and specific – when designing a short tutorial, or when passing on advice on any subject, area of knowledge, skill, or competence, condense the information so that it is as brief, specific, and concise as possible, so that the video does not exceed 4 or 5 minutes at most hh if necessary, make more than one video – if the material is so dense that a single short video is insufficient, try to divide the material into sections. Many users find it easier to watch 5 or 6 videos of 3 or 4 minutes each, rather than one video of about 20 minutes hh set up and configure a channel on YouTube – a YouTube channel makes it easier to view and share video tools. Start with a channel on this platform and configure it with different playlists for better classification. Do not forget to fill in the description of each video with a clear and specific title, and keywords

VIDEOCONFERENCE WHAT ARE VIDEOCONFERENCES?

Video conferencing is the technology (hardware and software) that provides twoway audio and video communication (video and data) that allows people located in different places to communicate on an interactive, real-time, simultaneous basis, as if they were in the same place. Additionally, video conferencing may offer telematic facilities or other facilities with the ability to exchange graphics and still images, transfer files between computers, share screens, etc. The use of special equipment allows a connection to be made anywhere in the world without the need to be at a single meeting point.

WHAT ARE THE ADVANTAGES OF VIDEO CONFERENCES?

To allow “face-to-face” interaction, as well as collecting and sharing information and experiences between distant locations To increase productivity and provide communication between colleagues, customers and providers, avoiding costs and travel time

WHAT ARE THE DISADVANTAGES OF VIDEO CONFERENCES?

—— Most quality videoconference systems are not free —— Sometimes, it’s not productive enough to compensate the “face-to-face” meeting because of e.g. signing confidential documents

HOW TO USE VIDEOCONFERENCES?

Video conferencing can be as simple as a conversation between people in private offices (point-to-point), or it can involve several (multi-point) sites in large rooms at multiple locations. Besides the audio and visual transmission of meeting activities, related video conferencing technologies can be used to share documents and display information on whiteboards. Video conferencing has also been called “visual collaboration”, and it is a type of “groupware” (Wikipedia, 2003).

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VIDEO TOOLS

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WHEN TO USE VIDEOCONFERENCES?

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Video conferencing has many uses in distance-learning and business environments. Its versatility can support different activities from the simplest to those that reach high degrees of complexity, whether due to the number of connected sites, the content, or resources used.

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COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

TIPS FOR USING KNOWLEDGE PILLS

HOW TO PREPARE VIDEOCONFERENCES?

Before a video conference: plan and test the presentation (or agenda) simulate face-to-face appearances as closely as possible ensure that all participants are involved pay special attention to the time set for the submission. During a video conference: speak clearly and try to maintain constant volume take regular breaks and use them as thinking time allow participants to participate give a clear indication of when someone has finished speaking and is waiting for a reply graphics, images, or any material used should be left displayed longer than usual try to involve the audience use a variety of ways to attract attention. After a video conference: evaluate the experience. Other material necessary for the creation of video conferences: video input: video camera or webcam, video output: computer monitor, television, or projector, audio input: microphones, CD / DVD player, cassette player, or any other preamp audio outlet source, audio output: usually loudspeakers associated with the display device or telephone, data transfer: analogue or digital telephone network, LAN, or Internet, computer: a data-processing unit that ties together the other components, does compressing and decompressing, and initiates and maintains the data linkage via the network.

Knowledge Management 2.0

32 SOFTWARE FOR VIDEOCONFERENCES

There are many programmes and software packages for videoconferencing; which programme(s) and / or package(s) used will depend on the number of participants: Google Hangout https://www.google.com/+/learnmore/hangouts/ (free), Skype www.skype.com (free), Adobe Connecting http://www.adobe.com/es/products/adobeconnect.html (commercial), GoToMeeting www.gotomeeting.com (commercial), Cisco Webex www.webex.com (commercial).

EXAMPLES

Screen shot from CISCO WEBEX Videoconferencing “KM2S Meeting”

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

hh use and configure an adequately-supervised video conferencing system to avoid computer hackers and criminals entering company premises and corporate boardrooms hh Use a headset to be better heard, but when you are not speaking mute your microphone, even if you are alone in the room, in order to avoid background noises hh Ensure an appropriate quality of audio and video materials that will be shown

WEBCAST WHAT ARE WEBCASTS?

“A webcast is a media presentation distributed over the Internet using streaming media technology to distribute a single content source to many simultaneous listeners/viewers. A webcast may either be distributed live or on demand.” (Wikipedia, 2014) Essentially, webcasting is “broadcasting” over the internet, i.e. the distribution of content (audio and video) to a widespread audience. A webcast is the live streaming of an activity (audio and video) over the internet. That transmission is done by using streaming technology. Terms like audio webcast, video webcast, audio-streaming, and video-streaming are used to refer to the same concept. The transmission can cover just audio or just video, depending on the customer’s requirements.

WHAT ARE THE ADVANTAGES OF WEBCASTS?

To allow real-time (live) communication with any part of the world – with customers, colleagues, or suppliers – as well as a target audience It can be done at low costs with a computer, webcam, microphone, speakers and an internet connection Webcast communication can be copied and saved for the future use (e.g. e-learning) To decrease costs and travel time

WHAT ARE THE DISADVANTAGES OF WEBCASTS?

—— The procurement of equipment requires certain investments —— It requires the fast Internet connection so the transmission can be smoothly carried out

HOW TO USE WEBCASTS?

A webcast has many uses in an organisation, and it could be used in different departments. It is used very frequently in internal and external meetings and as tool for selling our products. It can be used in training sessions and for giving website support. Webcast tools permit digitising internal training and transmitting internal knowledge to the organisation.

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VIDEO TOOLS

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COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

TIPS FOR USING VIDEOCONFERENCES

HOW TO PREPARE WEBCASTS?

As in any communication process, there must be, as a minimum: a transmitter, a receiver, a message, and a medium. In a webcast, the medium used is the internet. The process for developing a webcast has 4 modules used according to a customer’s needs as well as the final configuration of the service: general aspects of the activity date and time of the webcast broadband actual or expected number of virtual users space – place to carry out the webcast Pre-production: testing – ensure equipment is performing as necessary to ensure recording, converting, and streaming script – coordination between parties to define the issues that the speaker wishes to emphasise during the recording resources – an activity coordinator and a representative from the technology department will be required to be present to answer questions, define the script, and participate in testing Production: recording: the following resources are required for a webcast: digital video cameras and operators, switcher and digital video recorder with operator audiovisual equipment, technical assistance audio system (microphone and mixer) to record audio additional lighting video beam (for exhibition guests) two standard VGA monitors, cables, and extension cords transmission: servers to transmit and distribute recordings with high levels of security o on-site logistics: draft one page with instructions for participants including instructions on how to view the exhibits virtual participants can view through a web browser: audio and video in real-time, audiovisual support, exposure, and a mechanism to answer queries or provide technical assistance are needed

Knowledge Management 2.0

Post-production: DVD and Flash Video, properly optimised web with / without editing: recordings will be delivered in 2 formats. A webcast is an excellent alternative. Large companies that train their staff, organisations for which the mission is the dissemination of knowledge and / or professional development, can use these options: live webcast – seminar open for all people who want to participate closed live webcast – limited to people who were previously involved pre-recorded or deferred webcasts – after a training session, lecture, or seminar has been transmitted openly pre-recorded or deferred webcast – after a training session, lecture, or seminar has been transmitted in closed form, open only to people who were previously-enrolled participants digitisation and web optimisation of existing videos so that they can be used by anyone who wants to take part, or by private groups, as required selling goods – a webcast allows improvement of the level of service provided to customers, giving them more incentive to purchase your products

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

SOFTWARE FOR WEBCASTS

Webex www.webex.com (commercial), Adobe Flash Media Live Encoder www.adobe.com/es/products/flash-media-encoder.html (free).

EXAMPLES

TV and radio webcast: http://www.earthmediacenter.com/en/index.html

TIPS FOR USING WEBCASTS

hh no more than 30 to 60 minutes long. A common format is 40 to 45 minutes of content followed by a 5- to 15-minute Q&A session hh support it with an on-line MS PowerPoint presentation, including interactive surveys, video, use of a whiteboard, and other media elements hh use a webcasting service

WEBINAR WHAT ARE WEBINARS?

A webinar is similar to a personal meeting in that it allows participants to interact with each other. The number of participants ranges from a minimum of 2 up to over 100 people, sharing documents and applications. It is a way to share information, give a speech, or teach a course in real time and with the same quality as if it were carried out in a classroom. There are applications in which users can request a microphone and talk, ask questions, and interact with speakers, or use a chat facility included in the session. In short: a webinar is a conference, workshop, or seminar that is transmitted via the web. The word comes from the combination of web + seminar. Webinars are online in real time, with a specific date and time. Participants can attend from any computer or smartphone in the world using a link sent by the organiser. There is often one transmitter and many participants, who can see the screen and the speaker’s presentation, or any document or image (not video) and listen to what the speaker says. Participants can ask questions via a chat facility. They can also intervene using a voice facility if the organiser provides one, but there is a risk of background noise which could disturb the communication between the parties.

WHAT ARE THE ADVANTAGES OF WEBINARS?

Possibility to use multiple cameras and audio equipment which will provide the advantage of capturing public attention from different angles A shared desktop: the presenter has the opportunity to share activities with participants A session recording: recordings distribute content to people who could not attend the webinar

WHAT ARE THE DISADVANTAGES OF WEBINARS?

—— A lack of interaction between the participators and the presenter since the webinar is conducted online —— There must be adequate Internet speed so the participants can follow the presentation without distortion or lag time

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

TED: http://www.ted.com/pages/tedxchange_webcast

HOW TO USE WEBINARS?

Web seminars (webinars) are used for online training and online events such as press conferences, and may have more than 100 participants. Solutions for webinars greatly facilitate the invitation process and the presentation of information to large audiences (based on the communication principle of “one-to-many”). Some companies use the technology to present products and services, and in this way, the knowledge can be shared. For preparing the webinar, it´s necessary to select a hosting service for the webinar, and to identify the topic presented. A coordinator has to identify the audience and send invitations to the potential participants of the webinar. It’s good to test the presentation from beginning to end before the webinar, check the computer settings and internet connection a half hour before because the webinar must be done on time.

Knowledge Management 2.0

SOCIAL MEDIA TOOLS

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HOW TO PREPARE WEBINARS?

WHEN TO USE WEBINARS? G KNOW

select the most appropriate tool – the choice will depend on whether or not the session will be intensive, price, number of participants, etc. choose a topic that is interesting or useful be clear about the target audience select the day – Tuesday or Wednesday mid-morning usually gives a larger audience, but be aware of time differences if the audience is spread across countries promote widely, using email and social networks – Twitter, Facebook and LinkedIn, indicating the duration of the webinar, the topics to be discussed, participants, and objectives give e-mail notification on the day before the webinar to remind people who have signed up. The reminder can be programmed into the selected webinar tool, since most such tools offer that feature a text message can be sent half an hour before starting prepare content in advance – the webinar should be treated as a conference or seminar with a large number of participants, so preparation work must be done in the same way as for an off-line session one hour before the start of the webinar, check that everything works use lapel microphones so that speakers can be heard better the appropriate duration for a webinar is about 45 minutes, with an open Q&A session give participants clear instructions on how to make a connection and ask questions avoid showing videos unless the tool specifically offers that feature check running time so that the webinar does not over-run if the webinar is divided into sections, the start of each section should set out the path followed by that section at the end of the webinar, ask participants to complete a satisfaction survey upload the webinar to the internet and send it to participants who wish to hear it again broadcast the webinar to people interested in the subject who did not attend the webinar itself

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

SOFTWARE FOR WEBINARS

Commercial: GoToMeeting http://www.gotomeeting.es/, GoToWebinar http://www.joinwebinar.com/, Meetingburner.com www.meetingburner.com, Livestream: http://new.livestream.com/, Ustream.com http://ustream.com, Anymeeting http://anymeeting.com, Mashme.tv www.mashme.tv, Spontania www.spontania.com, Wiziq.com http://wiziq.com, Bigbluebutton.org http://bigbluebutton.org/, Join.me http://join.me, Adobe Connect: http://www.adobe.com/es/products/connect/, Webex.com www.webex.com, Huddle www.huddle.com/, Meetin.gs http://meetin.gs, Twiddla www.twiddla.com. Free: Facebook: Video Calls: https://es-es.facebook.com/videocalling, Skype: Group Video Calls https://support.skype.com/en/faq/FA2831/ making-a-group-call-windows-desktop, Google+: Hangouts: https://plus.google.com/hangouts, Fuze meeting www.fuze.com.

EXAMPLES

http://webinar2learn.eu/webinar/multimedia

TIPS FOR USING WEBINARS

hh ask for prior registration for the webinar to plan it and also to obtain contact details, e.g. e-mail address, that will allow a database to be compiled so that the webinar can subsequently be sent out if necessary hh record live public broadcasting, not just for webinar participants hh set up live transmission of the host’s screen hh give options to record the webinar in audio or video hh turn on integration with other utilities: social networks, Dropbox, and Skype. For example, call the conference by setting up a Facebook event, tweeting from within the application, etc. hh manage options to share files with participants hh manage options to work on-line with documents shared between participants

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

Banckle.com http://banckle.com/,

/// COLLABORATIVE TOOLS AUDIOCONFERENCE WHAT ARE AUDIOCONFERENCES?

An audio conference is a type of phone call in which the person who initiates the call wants to have contact with more than one person and vice versa. An audio conference is usually designed so that the people who are calling can participate in the communication. It can also be configured so that persons receiving the call can simply listen and not talk. Other forms of audio conference: the first recipient or transmitter of an audio conference can call the other participants and add them to the call participants can join the conference by themselves, contacting a special telephone number that connects to a "conference bridge" (a specialised type of equipment that links telephone lines)

—— Lack of visual communication

HOW TO USE AUDIOCONFERENCES?

An audio conference is very useful for conversations with a group of people when there is no need for visual presentations or image support. Audio conferencing is a tool for transmitting knowledge, ideas and conclusions on a formal or informal basis. It is also used to communicate important matters quickly with immediate feedback being available at the time of transmission.

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HOW TO PREPARE AUDIOCONFERENCES?

WHEN TO USE AUDIOCONFERENCES?

WHAT ARE THE DISADVANTAGES OF AUDIO CONFERENCE?

DGE

To allow real-time (live) communication with distant partners, clients and workers inside and outside the company To decrease costs and travel time

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Knowledge Management 2.0

WHAT ARE THE ADVANTAGES OF AUDIO CONFERENCE?

G KNOW

It is important to have a list of all the people and their details (telephone numbers and e-mail addresses) who are invited, and for those details to be kept up to date. Depending on the software you use, you will need other contact information about the users: skype name, e-mail and telephone numbers. An invitation e-mail message must be sent out indicating the reason for the audio conference and its running order, i.e. a brief agenda setting out what is involved. If necessary, include a written document so that the audience can know what is involved and can prepare questions to be asked or documentation to be consulted. For an efficient audio conference an agenda should be distributed to all the participants. This can be done by e-mail or other communications tools (see other chapters and tools on how to share knowledge; through a forum, google drive, on the webpage...) A noise-free room that is free from interference.

SOFTWARE FOR AUDIOCONFERENCES

SOCIAL MEDIA TOOLS

Cisco Webex www.webex.com (commercial), Google Hangout www.google.com/+/learnmore/hangouts/ (free), Skype www.skype.com (free).

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

EXAMPLES

TIPS FOR USING AUDIOCONFERENCES

Ensure that the group is present and that its members take part: hh become familiar with the equipment and technology hh avoid background noise and disturbance hh good coordination by the initiator of the audio conference hh moderator has to provide a sufficiently active experience In some cases, it makes sense to record the audio conference for other participants or for reviewing the conference.

CHAT WHAT ARE CHATS?

“Written communication that takes place instantaneously using software over the internet. It takes place between two, three, or more people, whether in a public format via so-called public chat sessions (in which any user can access the conversation) or in private, involving two or more people. A chat session is used to communicate with groups of people who give their opinions on various topics and who communicate between themselves. That can be done using tools such as video chat, and by the participants sending each other links to see web page and offer a critique of their content.” (Wikipedia, 2003)

WHAT ARE THE ADVANTAGES OF CHATS?

Fast and efficient file sharing Space to meet and brainstorm Discuss different topics without leaving your desk or traveling to different locations Most chat application can be used on the smartphones, e.g. WhatsApp, Viber, Skype, Google Hangouts, etc.

WHAT ARE THE DISADVANTAGES OF CHATS?

—— No visual or audio communication (e.g. you can’t see facial expressions of your colleague during the chat communication)

HOW TO USE CHATS?

Depending on the type of chat session used, users can follow on-line conversations with a chat-type messaging system. Skype also allows users to communicate in writing privately or in groups with a pre-created group of people. Chat sessions are useful for quick conversations and quick questions that do not call for prior planning or require the handling of exceedingly significant topics. Many chat tools keep a written record of conversations.

SOCIAL MEDIA TOOLS

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VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

Audioconference meeting on ITA

HOW TO PREPARE CHATS?

No great preparation is needed. The people involved in the chat session should have access to the chat device / tool or chat channel. Sometimes participants are required to register their access as users. Useage of a device such as a computer, smartphone, or tablet is required, as well as the same software installed for all chat participants. With Gmail, an e-mail account is required. With Skype and other platforms, users must create an account.

SOFTWARE FOR CHATS

Gmail chat www.gmail.com (free), Facebook www.facebook.com (free), Skype www.skype.com (free), Google Hangout https://plus.google.com/hangouts (free). Some software companies can use their own server to have an internal chat system. For example PIDGIN www.pidgin.im (free).

EXAMPLES

Knowledge Management 2.0

Screen shot from the chat during the partnership meeting

TIPS FOR USING CHATS

SOCIAL MEDIA TOOLS

hh use correct expressions to ensure that the conversation is understood correctly hh use emoticons that facilitate understanding in the absence of non-verbal language hh send files that are not large hh avoid communication that is of significant importance, that is private, or that cannot later be saved, or, to the contrary, that can be recorded and subsequently accessed hh indicate when you are away or busy when you do not want other people to start chatting with you, especially when using desktop applications that open automatically when a computer is switched on hh change the access codes for chat channels so that a chat session can only be initiated by those contacts who have previously been accepted, not by just any internet user

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

COMMUNITY OF PRACTICE Communities of practice are social groups formed in order to develop specialised knowledge, share learning-based joint reflection about practical experience. Communities of practice are small groups that share common interests and have a high factor of cohesion and a strong mutual commitment. A forum is a discussion site where people can hold conversations in the form of posted messages. “A community of practice is self-defined in three dimensions: its joint enterprise is understood and constantly renegotiated by its members, the mutual commitment that unites its members to a social entity, and the shared repertoire of common resources (routines, sensitivities, artifacts, vocabulary, styles, etc.) that members have developed over time.” (Wenger, 1998)

WHAT ARE THE ADVANTAGES OF COMMUNITIES OF PRACTICES?

To increase the level and flow of knowledge To improve the quality of decisions To serve as a resource for implementing strategies To allow co-ordination and synergies across units To offer an arena for problem-solving To increase retention of talents To develop knowledge-based alliances To provide capacity for knowledge-development projects

WHAT ARE THE DISADVANTAGES OF COMMUNITIES OF PRACTICES?

—— It requires time for communities of practice to become successful and achieve their full potential —— Difficulties with establishing strong connections between members of communities of practice

HOW TO USE COMMUNITIES OF PRACTICE?

Communities of practice permit us to create and share knowledge through social groups and social interaction between people sharing tacit and explicit knowledge. Communities of practice allows us to convert knowledge thanks to the following:

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socialisation – because the community shares their experiences and others can learn from them exteriorization – people explain how to do things and the tacit knowledge becomes explicit knowledge combination – the conversion of explicit knowledge into different explicit knowledge Interiorisation – people from the community assume the knowledge and involves the conversion of explicit knowledge into tacit knowledge

KNOW

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

WHAT ARE COMMUNITIES OF PRACTICE?

HOW TO PREPARE COMMUNITIES OF PRACTICE?

Its structural elements must be taken into account:

SOFTWARE FOR COMMUNITIES OF PRACTICE

Blogs:

domain – the definition of the area of common interest and of key aspects to be improved. The domain is the area that unites members of the community and allows the creation of a feeling of common identity. The domain inspires members to contribute and to participate and serves as a guide for learning and significance to actions. community – relationships and the feeling of belonging that are established between members. A robust community encourages interaction and relationships based on mutual respect and confidence. It promotes the sharing of ideas and attentive listening, while creating a comfortable environment for exposing one’s own ignorance and asking uncomfortable or difficult questions of other members. practice – the body of knowledge, methods, histories, case studies, tools, and documents. Practice is a body of ideas, tools, cases, information, histories, and documents that a community shares. blogger www.blogger.com (free), Wordpress https://wordpress.com/ (free/commercial). Social Networks: Yammer www.yammer.com (commercial), Elgg www.elgg.org (commercial), Facebook groups https://www.facebook.com/about/groups (free), Asana https://asana.com/ (free, commercial).

EXAMPLES

Knowledge Management 2.0

Community of Practice in ITAINNOVA based on Elgg

TIPS FOR USING COMMUNITIES OF PRACTICE

SOCIAL MEDIA TOOLS

hh lack of face-to-face contact means that developing widespread communities of practice calls for time and a constant review of objectives and practices in order to keep the community active hh a threat exists when there are passive participants who never become full members, thus threatening the proper functioning of the community hh an important dilemma lies in how to motivate community members to participate and share their knowledge openly

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

MIND-MAP A mind map is a diagram used to visually organise words, ideas, tasks, designs, and other concepts linked and arranged radially around a central word or idea. It is a visual way to organise information. “A mind map is often created around a single concept, drawn as an image in the center of a blank landscape page, to which associated representations of ideas such as images, words, and parts of words are added. Major ideas are connected directly to the central concept, and other ideas branch out from those” (Wikipedia, 2001). A mind map is a graphic way of representing ideas and concepts. It helps to structure information, which assists correct analysis of information and information can be easily summarised where necessary. A mind map is an excellent way of summarising complex presentations and concepts, keeping the public involved in generating new ideas during the gestation of a project. A mind map is a graphic tool which is both simple and powerful.

WHAT ARE THE ADVANTAGES OF THE MIND MAPS?

Very useful for presenting projects in a visual and graphic format to a group and to request active participation, generating new ideas and encouraging active discussion To make it easier to structure a complex project or idea For organising ideas around a key theme and drawing conclusions For creating a process diagram For showing information in an orderly form to clients or a team

WHAT ARE THE DISADVANTAGES OF THE MIND MAP?

—— People who haven’t participated in the creation of the mental maps, will have difficulties to understand the structure of information on them —— People who believe in their intuition (logic) will hardly accept the way of creating mind maps in the beginning —— Not suitable for structuring more chaotic ideas because mental maps are, in their essence, structured way for recording information

HOW TO USE MIND MAPS?

Mind-mapping was developed by Tony Buzan. It is a technique for collecting ideas that combines the activities of the brain’s two hemispheres: the right, which generates ideas; the left, which orders, classifies, and structures ideas. According to Buzan, every bit of information that reaches the brain is processed as a central sphere from which branches spread into several information links. Those links represent an association which in turn has its own infinite network of links and connections.

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KNOW

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

WHAT ARE MIND MAPS?

HOW TO PREPARE MIND MAPS?

place the main idea at the centre of the map; set down what must be developed or the starting point for the project / need / debate etc. using free association and brainstorming, put down what the idea generates; concepts, persons, objects (no limits) – even though some may seem absurd write down the words that describe the concepts spreading out from the key word draw lines to link the concepts add further concepts and images – free up the artistic side things and ideas that seem irrelevant take on meaning with the mind map draw lines of different colours to differentiate relationships

SOFTWARE FOR MIND MAPS

Freemind http://freemind.sourceforge.net/wiki/index.php/Main_Page (free), Freeplane http://freeplane.sourceforge.net/wiki/index.php/Main_Page (free), Xmind http://www.xmind.net/ (commercial), Mindmeister http://www.mindmeister.com/ (commercial).

EXAMPLES

Knowledge Management 2.0

Screen shot of mind map used by the MOF

TIPS FOR USING MIND MAPS

SOCIAL MEDIA TOOLS

hh do not impede participants’ creativity by being overcritical hh create a friendly setting that is suitable for the generation and flow of ideas hh do not criticise or pass judgment on previous concepts hh encourage group participation and diversity

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

/// OTHER TOOLS INTRANET An intranet (or internal Web) “is a network designed to serve the internal informational needs of an organization using Internet concepts and tools” (Averweg, 2007; Turban, McLean & Wetherbe, 2004). In practice, an intranet can be all the network and software resources which are only available within organisation’s private network. According to a more broad definition, it can be said that an intranet represents a wide range of things, from the private company web site (or any web software like wiki or forum) to shared disk drives or any other resources available within an organisation’s private network. Among other things, an intranet is also considered as a knowledge sharing support system with the extranet as its extension. Nowadays, most companies have project teams in which members mustn’t have time-space constraints while they’re working together. On the other hand, the extranet allows outside users (e.g. business partners, customers, etc.) to access company data and contribute to value adding (Bland, 2002; Delarge, 2003; Lee-Kelley et al., 2004). Also, extranet can be described as the “use of Internet to reach intranet” (Bernard, 1998). The internet, intranet and extranet are all based on the same TCP/IP technologies but they are different when it’s a matter of privileges (access inside and outside the organization) and the size of the network.

WHAT ARE THE ADVANTAGES OF INTRANET?

Communication between people in the business enterprise can be more frequent and less expensive, particularly when the persons desiring to communicate are located far away from each other. Demand for information is more frequent and detailed. It enables employees at various levels to pose problems/questions, participate in discussions and contribute answers to thorny problems of the company The manager can spend more time in analysing information and not in seeking information and waiting for its delivery It can provide encrypted access to highly sensitive information. This information is not transferred through the open networks but is available only to people inside the organization that have the required privileges. It provides a quality and secure communication between employees, it uses well known e-mail clients and Internet browsers, and it can be implemented easily on an existing infrastructure It can bring up to date the online copy of a document The best examples of intranet consist of training, news feed, company polices, documents, employee manual, etc.

WHAT ARE THE DISADVANTAGES OF INTRANET?

SOCIAL MEDIA TOOLS

—— It exposes the corporate information resource to the risk of loss of privacy and even unauthorised alteration —— There is a danger of reduced ‘’face-to-face’’ interaction between employees —— Security risk concern not only the software security issues, but also the way employees handle their user names and passwords —— Some companies are not comfortable with this method of file and information sharing. Although one purpose of an intranet is to ease the process of communication and file sharing within the organization, some employees who are not comfortable with computer technology might be frustrated and confused with this method

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

WHAT IS INTRANET?

HOW TO USE INTRANET?

Based on different scenarios and examples of using an intranet in the corporate environment, one of the simplest and most beneficial uses is the access to shared resources, or more specifically, shared folders or drives. This is also the general and basic meaning of the term intranet. If we consider intranet as any web application (or set of applications) accessible only over a private network, then any example of intranet usage really depends on the software in use (e.g. wiki, forum, company blog, etc.). If we return to this basic description, we can say that switching from saving files in computers to using shared drives is of great benefit to any organisation since it will ensure that all important files are always accessible and that they are easily shared among co-workers.

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WHEN TO USE INTRANET? G KNOW

One of the prerequisites for establishing an intranet is setting up a private and secure computer network. After the computer network is running, available appropriate software can be installed. Some common items that should be included on the intranet are: e-mail, organizational chart (hierarchy of a company), staff directory (employee names, titles, duties, contact information, etc.), wiki pages, calendar, electronic publishing (newsletters, enrollment, historical data, catalogs, price lists, etc.) and message board.

SOFTWARE FOR INTRANET

Knowledge Management 2.0

Considering the broad definition of intranet and the fact that on the intranet we can use any software, as long as it is available over a private network, we can say that the most important software that needs to be mentioned in this section is the software that will enable us to establish the private corporate network. For that purpose we need to consider the following software categories and protocols: standard network hardware and software technologies like Ethernet, WiFi, TCP/IP web browsers and web servers firewalls software: Alfresco, Asana, Drupal, Google Apps, Igloo, Jive, Wordpress etc.

EXAMPLES

FOI shared drive and printing resources

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

One of the key aspects of an intranet is that all of the resources are available over private and secure network resources. By using resources available on the intranet the company will usually share and store sensitive and private data so the security of this environment must be considered very seriously. Implementation of this technology brings cost savings, increased productivity and competitive advantage. On the other hand, a company should be aware that having an intranet demands continuous maintenance.

DOCUMENT MANAGEMENT SYSTEM (DMS) WHAT IS DMS?

Broadly speaking, a Document Management System (DMS) is a computer system or set of computer programs used for storing and managing electronic documents (Halverson, 2010). In the beginning, Document Management System was used to track and manage paper based documents and later, with ICT advancements, it started to be used to manage digital documents. Due to these historical reasons, but also practical ones, Document Management System is closely connected to a document imaging system in order to support, capture, store, index, and retrieve image file formats (scanned documents). Nowadays, Document Management System is a modern, browser-based platform for social content management and collaboration, providing advanced features in the following fields: storage, versioning, collaboration tools, indexing, retrieval (searching), workflow and task management.

WHAT ARE THE ADVANTAGES OF DMS?

It normally supports advanced document management features like: multiple uploads, disk (folder) synchronization, document indexing and versioning Since all of the documents are indexed, retrieval of the desired document is easy due to advanced search capabilities Since most of these systems are browser-based platforms, users can use the system from any location and platform (PC, laptop, smart phone, tablet etc.) Besides core functionality, the typical DMS provides an advanced range of features: online collaboration (edit shared document, forums, wikis), workflows, task management, sharing of content with external systems (e.g. social networks), etc.

WHAT ARE THE DISADVANTAGES OF DMS?

—— Time needed for the documents preparation and indexing (where paper documents are included) —— security and confidentiality of the data contained in the stored documents

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Knowledge management tools

TIPS FOR USING INTRANET

HOW TO USE DMS?

Lots of companies have its documents stored in many different locations: on desktop computers, laptops, USB sticks, network drives and even e-mails. By using Document Management System, the company easily manages critical business documents (e.g. contracts, proposals, agreements, marketing and sales materials). Besides managing documents, the standard Document Management System will also enable full version control, ensuring that employees always have the right version of the needed file and full access from anywhere, any time. Due to a wide variety of features, Document Management Systems can be used in different ways, depending on concrete needs of the users. Although this is true, most companies will start by using the simplest and the most basic features. These features are: storing and organizing important documents, searching for and sharing documents. Then, step by step, they will start using more advanced DMS features like document versioning and collaborative editing. Generally speaking, the Document Management System consists of a series of folders (repositories) organised according to the user’s requirements. Permission is usually set up on the folder (repository) and file level. According to the permission, users can use the system, that is create, upload, search and download documents.

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HOW TO PREPARE DMS?

The typical Document Management System can be used as a cloud based or locally installed solution. If it is cloud based, normally there are no requirements for installing additional software and only registration is required. After registration, users can typically create its repository and invite other users to join. Cloud based solutions are usually not free and the price normally depends on the number of users, repositories/projects and the required storage capacity. If you decide upon the local installation, then the selected Document Management System has to be downloaded and installed on the local web server. This procedure is normally pretty straightforward but, depending on the specific solution, it can be fairly complex. After the installation, the system should be configured to use the company authentication mechanism (e.g. LDAP) or users have to be imported manually. In both systems (cloud based and locally installed) the main DMS administrator has privileges to add repositories, users and to assign appropriate privileges.

SOFTWARE FOR DMS

Alfresco http://www.alfresco.com/ (free), OpenDocMan http://www.opendocman.com/ (free), Google Drive https://drive.google.com/ (free), Microsoft SharePoint http://office.microsoft.com/en-001/sharepoint/ (commercial), EMC Documentum http://www.emc.com/domains/documentum/index. htm?id=14 (commercial), Mymeedia http://mymeedia.com/ (commercial), Confluence https://www.atlassian.com/software/confluence (commercial). Emento http://emento.biz/ (commercial).

48 Knowledge Management 2.0

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WHEN TO USE DMS?

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

Screen shot from FOI’s DMS (Alfresco Share) – 19.05.2014

TIPS FOR USING DMS

DMS can be very helpful for the organisation if it is used wisely. The main problem that can arise is the lack of organisation and structure since the typical DMS does not prevent users from using the system as they like. If those using the system are not well organised and do not follow general rules (file naming, appropriate folder structure) the usage of the system will be rather difficult. In order to successfully implement DMS in the business practice, it is necessary to review the whole workflow, document accessibility and archival needs. During the review of the document lifecycle, the following questions should be asked (Halverson, 2010): hh Who needs the document? hh What document (or information) is critical? hh When is the document needed? hh Why is the document needed?

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

Knowledge management tools

EXAMPLES

OTHER TOOLS

KNOWLEDGE BASE WHAT IS A KNOWLEDGE BASE?

In general terms, a knowledge base is a centralized repository for information. It can be considered a sort of public library or a database of related information about a particular subject. Even in more general terms, a knowledge base can be defined as a database in which information is collected, organised, shared, searched and used by various target users or systems. A well-organised knowledge base can save an enterprise money by decreasing the amount of employees’ time spent trying to find information about specific topics of interest (e.g. company policies and procedures). As a customer relationship management (CRM) tool, a knowledge base can give customers easy access to information that would otherwise require contact with an organisation's staff. As a rule, this capacity should make the interaction simpler for both the customer and the organisation (TechTarget, 2007). The main distinction between different knowledge base implementations is its end-users, which can be company employees or company customers. If the end-users are company employees than we can say that this knowledge base is private and it will usually contain private data like company procedures and policies. If the end-users are the general public (the company’s customers) then we can say that this knowledge base is public and will most likely contain data like frequently asked questions, product descriptions, tutorials and user manuals.

WHAT ARE THE DISADVANTAGES OF THE KNOWLEDGE BASE?

—— Employees should be trained how to effectively search and use knowledge base —— Time needed for searching the redundant, outdated or inaccurate information and deleting them as needed

HOW TO USE A KNOWLEDGE BASE?

Regardless of the tool used, the most important aspect of a knowledge base is to ensure that we catalog, gather (and if missing, create) all relevant information for specific topics. A public knowledge base is commonly used to complement a help desk. Similar to an FAQ (frequently asked questions), a knowledge base is designed to organise and present the most common customer questions or problems with explanations on how to solve them. If it is a private knowledge base it will probably contain the company’s most valuable resources and assets which can vary from tutorials on how to do a specific job to official company policies and procedures. In any case, the most important fact is that all relevant information is gathered in one place and effectively organised (i.e. comprehensive, accurate, current, reliable, etc.).

KNOW

VIDEO TOOLS

KNOW

SOCIAL MEDIA TOOLS

WHEN TO USE A KNOWLEDGE BASE?

To provide structured and well organised access to a large pool of information To guide the users and provide them effective collection, organisation and sharing of various information All information in the knowledge base remain as a valuable company asset and there will be no information loss or will be minimal because of employee fluctuation Ensure constant flow of information and ideas within the company, and in building quality relations with partners and clients

Knowledge Management 2.0

WHAT ARE THE ADVANTAGES OF THE KNOWLEDGE BASE?

G KNOW

COLLABORATIVE TOOLS

OTHER TOOLS

The basic element of a knowledge base is a software platform which will enable easy and effective creation and provide the knowledge that is to be delivered. These software-based solutions may vary greatly depending on the specific purpose, but in general terms all of them should provide tools to create, organise, collect and share desired information. Based on the given requirements, there are cloud based or locally installed alternatives. These tools vary from simple wikis to more specialized solutions. How they need to be configured and supported depends on a specific selected solution. Once the selected tools are installed and configured, most of the tools provide a simple user-friendly interface in order to create knowledge base articles, add images, links, multimedia content and to publish the newly created entries for end-users.

SOFTWARE FOR KNOWLEDGE BASES

Google Drive https://drive.google.com/ (free) SpiceWorks http://www.spiceworks.com/ (free) Novo Solutions Knowledge Base Software http://www.novosolutions.com/ (free) Zendesk https://www.zendesk.com/ (commercial) Zoho Online Knowledge Base http://www.zoho.com/wiki/knowledge-base-software.html (commercial) Knowledge Base Made Simple http://www.kbpublisher.com/ (commercial)

EXAMPLES

Knowledge management tools

HOW TO PREPARE A KNOWLEDGE BASE?

Mozilla Knowledge Base (Public)

TIPS FOR USING A KNOWLEDGE BASE

SOCIAL MEDIA TOOLS

In order to be useful, the knowledge base should contain as much relevant information as possible. Besides the quantity of information, an important aspect of any quality knowledge base is its organisation, which should be standardised and comprehensible (i.e. have consistent writing styles and agreement on common language of writing documents). Provided information should not be extensive but brief, precise and accurate in order to allow its end-users to find the right answer within a short time period.

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

LEARNING MANAGEMENT SYSTEM (LMS) WHAT IS LMS?

A Learning Management System (LMS) is the infrastructure that delivers and manages instructional content, identifies and assesses individual and organisational learning or training goals, tracks the progress towards meeting those goals, and collects and presents data for supervising the learning process of the organisation as a whole (Szabo and Flesher, 2002). Historically, Learning Management Systems emerged from the classical educational environment where they were used to deliver education to students and track their progress (learning activities). With their development and popularization, Learning Management Systems started to be used by companies to deliver online training for their employees and customers, as well as automate parts of Human Resources activities and records. Almost all of the LMSs are web-based (browser based) platforms and used to facilitate access to learning content and student/participant administration. They are used by educational institutions to enhance and support classroom teaching but, more recently, to offer courses to a larger population of learners (e.g. Massachusetts Institute of Technology, Massive open online courses (MOOCs)). In the last years a lot of research has been performed on Learning Management Systems. Some researchers even argue that Learning Management Systems are a thing of the past since there are more effective and more “student friendly” ways of delivering e-learning, such as social bookmarking tools, document sharing applications, social networking sites, timeline tools and media options available in the cloud (EDUCAUSE, 2010). Although such research has some valid points and provides a good foundation for future e-learning development, we still can’t implement any solid and sustainable e-learning solutions without an adequate Learning Management System and other supporting services.

Knowledge Management 2.0

WHAT ARE THE ADVANTAGES OF LMS?

To ensure that corporate knowledge of specific topics is effectively captured and transformed into a format that can be easily shared and learned by employees who need this specific knowledge

WHAT ARE THE DISADVANTAGES OF LMS?

—— Some skills cannot be easily learned or tested online —— Can’t fully replace informal learning through networking (e.g. talking to colleagues) or mentoring (e.g. asking questions of managers)

HOW TO USE LMS?

There are different ways of using LMS, depending on specific needs. The most common scenario is to deliver some sort of online learning or training. Typically, the LMS environment is divided into smaller units called courses. Courses can cover one small specific topic or can cover large numbers of topics. The structure of the course depends on concrete needs (topics to be covered) but also on the preferences of the author of the course (typically the course teacher/ tutor). In relation to knowledge management, Learning Management System is typically used to store and share corporate knowledge about specific topics. A big advantage of LMS over systems like Document Management Systems is that LMS enables the creation and sharing of knowledge based on sound pedagogical and methodological principles. A person who has the knowledge and works in cooperation with e-learning course designers could create an e-learning course which will enable the course participants to learn this topic and even be able to apply newly acquired knowledge.

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

KNOW

G KNOW

Learning Management Systems can be used as cloud-based solutions or more typically as a locally installed platform. After installation, the entire LMS is traditionally organised around courses. As previously mentioned, courses can cover one small specific topic or can cover a large number of topics. After installation, the system administrator or the person that is assigned appropriate privileges can create courses and assign users to those courses. The typical users are: teacher: person who will create course content (lessons, activities, evaluation, etc.); student: person who will take the course in order to gain new knowledge. In a corporate environment it is often important to track user progress throughout the courses in order to deploy future learning strategy, measure the effectiveness and value of the created training, improve teaching materials, etc. Most of the Learning Management Systems enable course completion tracking or/and Training Record Management, which has to be configured and monitored the whole time.

SOFTWARE FOR LMS

Moodle https://moodle.org/ (free) Canvas http://www.instructure.com/ (free) Sakai http://sakaiproject.org/ (free) Blackboard www.blackboard.com/ (commercial) Brightspace http://www.brightspace.com/ (commercial) eCollege http://www.ecollege.com/ (commercial)

Knowledge management tools

KNOW

HOW TO PREPARE LMS?

WHEN TO USE LMS?

EXAMPLES

Screen shot from FOI’s LMS (Moodle) – 19.05.2014

TIPS FOR USING LMS

The quality of course designed in LMS depends on the quality of the developed materials (lessons), but also on how these materials/lessons are presented to the users (how pedagogical aspects and instructional design principles incorporate into the course). It is important to consider what type of the course we need to create since the entire content and organisation of the course must be reflected in it. Typically, there can be the following: full online mentored course: in this course the mentor/teacher is guiding students/participants and ensures that they complete the course in a predefined manner full online self-paced course: in this course there is no mentor/teacher. Students/participants are responsible for finishing the course by themselves, without external intervention blended course combined with face to face (in classroom) training Each of the course types will require a different approach in creating course materials and overall course design.

SOCIAL MEDIA TOOLS

VIDEO TOOLS

COLLABORATIVE TOOLS

OTHER TOOLS

STRATEGY OF KNOWLEDGE MANAGEMENT 2.0

There are many approaches and models when it comes to knowledge management. Three of them are considered as leading in this area: resource model, Japanese model and process model. Let’s take a closer look at them. Wellsprings of knowledge (Klak, 2010) – the model of knowledge management was created in the mid 90s as a result of research about the innovation of industrial companies. The author of Wellsprings of Knowledge is D. Leonard-Barton from Harvard Business School. This strategy is based on the fact that knowledge is a main company resource and a „product”. It’s a company characteristic which determines its functionality by the level of its employees’ intellectual abilities. That’s why management of knowledge is a key aspect of the company’s merit. A company’s knowledge base is therefore seen as a main competitive advantage over other companies and its most valuable. The aim of this strategy is to protect and use knowledge to produce new stores of knowledge. The basic principle in „Wellsprings of Knowledge” is the ability to manage resources because the whole company possess intellectual skills, which are the biggest resource. For that reason, it is very important to handle the company’s knowledge. The source of knowledge may be the company itself and its environment. If we want the model to be effective, it requires the cooperation of several aspects: importing the ambient knowledge

joint problem solving experiment implementation and integration of new tools and technologies key skills which include: physical and technical systems, management systems, knowledge and skills, norms and values. Figure 4. Sources of knowledge in resource model PRESENT Problem Solving

EXTERNAL

Importing Knowledge

Core Capabilities

Implementing and Integrating

Experimenting Source: Leonard-Barton (1995)

Strategy of Knowledge Management 2.0

APPLIED KNOWLEDGE MANAGEMENT STRATEGIES

FUTURE

Source: http://www.emeraldinsight.com/journals.htm?articleid=1728210

INTERNAL

Weaknesses of the model: not very innovative based mainly on industrial economy most companies exploit existing knowledge, but do not create new knowledge. Japanese model (Sopińska, Wachowiak, 2006) – created by I. Nonaka and H. Takeuchi in the early 90s. The model indicates two kinds of knowledge: silent (hidden) and formal (available). The silent knowledge is the most important and the success of the organisation depends on it being shared. Therefore, some kinds of communication should be created. Knowledge management, according to these Japanese researchers, is based on a "spiral" as a repeating cycle of four knowledge conversion processes. The creation of knowledge is, according to spiral model, a process of transformation of hidden knowledge to formal knowledge. Moreover, all employees should be involved in it, especially managers. Every person has a different role in the process, but all work together to achieve the goal. The Japanese explain that knowledge is created by signaling problems to employees who will use their experiences and skills to solve them. If the problem is complex, it should be divided, simplified and employees have to be mobilized to deal with it. Knowledge is not only a collection of data and information, which can be stored in computer databases, but it also consists of values and emotions. A company is a living organism and its employees are aware of the organisation’s aims, responsibilities, know about its future plans and objectives, which have to be achieved. Knowledge management itself is redundant, as the creation of values is the most important, and that’s not managed. Figure 5. The knowledge conversion processes in a knowledge creating organisation according to Nonaka and Takeuchi

Tacit knowledge

Explicit knowledge

SOCIALIZATION

EXTERNALIZATION

INTERNALIZATION

COMBINATION

FROM Explicit knowledge

Knowledge Management 2.0

Source: http://www.hcklab.org/knowledge-management.html

There are three main phases of Knowledge Management in this model: acquisition of knowledge (knowledge creation) – internal (development of employees’ skills) or external (subcontracting). In general, the company should use external acquisition of knowledge only when its resources are weak and not promising. Then, however, we have to be aware of the fact that knowledge gained in such a way is not unique and protected because the organisation which sold it to us may sell it to someone else. The most desirable way is the improvement of the employees’ skills, sharing of knowledge – the next step is to share and disseminate knowledge inside and outside the organisation. Of course, first we have to codify the knowledge by giving it the appropriate form. Not only employees of the company should have access to it but also all stakeholders and interested persons, like students, schools, government agencies and banks connected to a particular branch. When those participants are sharing knowledge, the level of their own intellectual capital is increases, transformation of knowledge into decisions – this process requires a good motivation system for employees (promoting innovative actions) and decision-making procedures (competent persons should be involved). Figure 6. Phases in the Process model

acquisition of knowledge

Strategy of Knowledge Management 2.0

The Process model (Potocki, 2011) is based on practical experiences in big consulting companies. Researchers involved in its development are: T. Davenport and L. Prusak from IBM Consulting Group, G. Probst, S. Raub, W.R. Bukowitz and R.L. Wilson. According to the model, knowledge management is a set of processes that enable the creation, dissemination and use of knowledge to achieve organisational objectives.

sharing of knowledge

transformation of knowledge into decisions

M.T. Hansen, N. Nohria and T. Tierney, based on research about knowledge management in organisations in late 90s, concluded that there are two main approaches to that issue. They called it the codification and personalisation strategy.

Codification strategy

Personalisation strategy

This strategy requires investments in the field of modern technologies and employees well familiar with those technologies. The primary purpose of the codification strategy is to collect, process and use knowledge on a large scale. The base of this strategy is public; open knowledge which is gathered, shared and stored by means of computer technologies. Therefore, companies which use codification strategy focus on development and implementation of modern information technologies (databases, computer networks, software) (Infor, 2011). Thanks to that, existing knowledge can be codified, shared and used by employees.

The main factor of this strategy is the hidden knowledge which our employees own. Organizations should then encourage employees to develop their skills and acquire knowledge, share it with others and build a network of connections. Communication between them and the company’s teams is an important area. However, when we're thinking about communication, it is not only face to face meetings but also use of telecommunications and information technologies, such as e-mail and telephone communication, video conferencing, instant messaging, etc. Those are invaluable tools and thanks to them a distance and time, which are the natural barriers for people around the world, disappear.

Figure 7. Tools in codification and personalization strategy

Codiﬁcation strategy · Knowledge maps · Database – sharing · Group work · Collaboration Tools

Personalization strategy · Video conferencing · Chat · Discussion forums · Communities of practice

Knowledge Management 2.0

58 But this is not the only approach. According to B. Mikuła (Mikuła; 2002), the following strategies can also be indicated: Creation of knowledge by interacting

It is related to new knowledge which doesn’t exist yet in the company. Therefore, the company should cooperate with research centres and other external research organizations and create such knowledge. This way, new and innovative knowledge can be acquired. Nowadays companies often buy such knowledge from research & development institutions.

Internal creation

This strategy is also connected with new knowledge, but the company acquires it by itself because the access to it is limited. Sometimes the knowledge gained in this way is totally new, or sometimes it’s collected from the environment and at a later time it is simply absorbed and created in better quality. A special team established by a company could work on it.

Absorption strategy

It is about knowledge which already existed and gained from the environment. Therefore, employees participate in different trainings, courses, conferences, and cooperate with suppliers and clients, developing their skills by themselves (for example by reading professional books). Information can also be acquired from government research institutions or consulting agencies. Outsourcing is treated like something which replaces the company’s own knowledge. Knowledge can be gained by means of acquisitions, mergers, business intelligence, hiring employees who worked with the competition, and cooperation with external networks of experts which company employees belong to.

It is a transfer of knowledge within a company. It can be hidden or open knowledge gained with the help of some method described earlier. What’s important, is that there are different methods to disseminate the knowledge, depending on type of knowledge. If this is open knowledge, the most common is related to information technologies, such as databases and software. If it’s hidden, communication plays a big role. Face to face meetings, telecommunications and once again information technology (e-mail, telephone, video conferences etc).

Knowledge sharing

Company knowledge is available for external people. This activity is aimed at: building a positive image of the organization, attracting talented employees and satisfying clients, suppliers and other stakeholders; which attracts potential partners and accelerates knowledge development.

Protection of knowledge

This strategy is about preserving the key knowledge, like information about a product. Its main aim is: maintaining a competitive advantage and prevent the creation of copies of the product by the competition.

ELEMENTS OF THE KNOWLEDGE MANAGEMENT STRATEGY Each knowledge management strategy contains different elements and for each of them those elements are more or less important. However, there are some constant factors which appear in all of them: people, technology and processes. The following subchapter presents a collection of the typical knowledge management strategy elements and describes them. The typical knowledge management system contains two main elements which complement one another: people and information technology. Without them no knowledge management strategy will exist. People and information technology nowadays are almost inseparable and one depends on another. Between those two factors, there is a series of elements related to knowledge and its usage. Figure 8. Knowledge Management’s Elements

People

Processes involving knowledge

Information technology

Hereafter each element of the knowledge management strategy will be described in more detail.

Strategy of Knowledge Management 2.0

Internal dissemination

PEOPLE Despite the fact that technologies nowadays often take over the roles played by human beings and do it even better and quicker, people will always be a crucial element of knowledge management. Storage of knowledge also doesn’t mean that without man, the system will be successful. Gathering knowledge and putting it in one place does not assure development and further usage of it without human engagement. On the other hand, people in all processes of knowledge management can manifest their weakest point, as machines and information technology do not have bad days or make mistakes. A man possesses, however, a lot more than machines and technologies: experiences, values and awareness of context. If there were no humans in this process, knowledge management would be limited only to the management of information or some single activities. A very important issue regarding the human factor is the fullest possible use of the employees’ skills and knowledge. After all, the development of a company depends on their talents and the level of engagement. Therefore, it’s key to be aware of the employees’ advantages and things that should be improved. The owner of each organisation should treat their staff as valuable resources, capable not only of fulfilling tasks but also as a capital worthy of investment. That’s why employees should learn new things during training, courses and conferences.

Knowledge Management 2.0

Another issue connected to the human factor is the atmosphere and culture of every organisation. It is well known that the aura of openness and acceptance is better for the company’s development than individualistic culture and competition (Mierzejewska, 2004). Access to any technology without an atmosphere of kindness won’t bring big success because people would not want to use it and share their knowledge.

INFORMATION TECHNOLOGY Information technology contains whole methods, actions and measures related to processing information. It’s a combination of IT and telecommunications; hardware, software and other technologies connected to transmission, preserving, presenting and storing knowledge. It provides tools for obtaining, selecting, analysing, collecting and sharing information with others. It is a key aspect of knowledge management. Technology allows for online discussions, chat, video conferencing, and the development of knowledge bases or advanced search mechanisms. Thanks to the technology, the company gains: fast and effective communication, effective knowledge sharing and tools for creating knowledge. The informatics system which supports knowledge management in companies is designed to help acquire information from different channels, and to code, prepare, and share new knowledge. Information technology provides a lot of tools that change over the years – you can find them in the previous chapter. Knowledge management certainly won’t be possible without those changes. For many, it is even equal to the development of modern tools and their application. Changes result from the following factors: the need for interpretation of information, detection of mistakes and correction, development of “hard memory” (database), the need for getting the information and monitoring.

PROCESSES The next elements are processes involving knowledge. Different authors indicate different processes but basically we’re facing the following: Locating knowledge – defined as the information’s status, location, sources, taking into account existing activities and experiences, its role in the organisation, the level of exploitation, the benefits for the company and barriers to further progress. It’s very important to know the aim of organisation while locating the knowledge. We can indicate the location of internal and external knowledge. When it comes to internal knowledge, its location may have many aspects, such as: determination of persons who are knowledgeable selection of information which belonged to the knowledge resource uncovering tacit knowledge and sharing it

Strategy of Knowledge Management 2.0

Information technology, of course, requires some investment, so it’s quite important to select the right one. The choice depends on the profile of organisations and the set goals, so if you are wondering which to choose, take a look at the description of each in the previous chapter.

awareness of our own mistakes and gaps looking for the company’s hidden resources a basis for changes in knowledge use The external location of knowledge is about getting to know the company’s environment and its rules. Therefore, we can use the following documents to achieve it: reports, analysis, research from external sources our own research statistical studies The tools useful for the location of knowledge are maps of knowledge: mind maps, maps of knowledge resources, fish diagrams (factors that affects some issues) and all other tools that will help to define the knowledge location (like questionnaires or communication tools). Knowledge creation – before knowledge creation, the company should answer questions about their vision of knowledge. Researchers define 2 kinds of knowledge in the company: explicit knowledge – documents, databases and information used for efficient company management. It can be a source of many ideas and innovations. It is easy to share by means of common forms of communication and information technology. tacit knowledge – it is hard to define it clearly because it’s shared mainly verbally. The more experiences we have, the more tacit knowledge the company and its employees possess. Face to face contact and teamwork is the best way to develop and share such knowledge.

Creation of knowledge consists of different phases: knowledge acquisition – collecting knowledge from internal and external channels knowledge development – there’re a lot of methods of knowledge development: the use of analogies and metaphors analysis of extreme cases list of imperfections and resulting discussions brainstorming group work – setting priorities Knowledge sharing – explicit knowledge sharing involves the dissemination of information that is collected and processed, and the activity of reaching out to people interested in the results of the analyses. Sharing tacit knowledge is to transfer knowledge from one employee to other employee, using personal contact, as well as information technology tools. Implementation and the use of knowledge – knowledge can be used at any time. It is important, therefore, that the knowledge be found and used at the right time and place. The implementation of knowledge mainly depends on the personal skills of employees, like managers or owners. While implementing knowledge, one should think about the following: developing other’s skills building efficient teams

strategic thinking and acting

Knowledge Management 2.0

exploiting and multiplying knowledge improving the efficiency of results Preserving knowledge and its maintenance – this consists of: selection of knowledge knowledge storage – storage of knowledge media (e.g print, electronic, audiovisual, products) knowledge update – nowadays the cycle of life for information is becoming shorter and shorter so we have to update knowledge all the time assessment of knowledge – getting to know how useful the knowledge is

Figure 9. “ Building Blocks of Knowledge Management” provided by G. Probs, S. Raub, K. Romhard Feedback

Identiﬁcation

Acquisition

Knowledge Assessment

Application

Storing Structuring

Generation

Distribution/Sharing

Source: http://sic.ici.ro/sic2002_1/art01.htm

HOW TO CREATE KNOWLEDGE MANAGEMENT STRATEGY FOR YOUR ORGANISATION The strategy of Knowledge Management 2.0 is extremely important for any organisation, as it improves competitiveness and efficiency. A well-prepared concept can help the company achieve its aims. What is more, it provides consistency to the method of working in the organization, increases employees’ effectiveness, job satisfaction and reduces costs. This chapter provides information on strategy development and the elements necessary for that purpose. There are many ways of developing a knowledge management strategy and just as many ways of presenting the document describing the strategy. However, there is no guarantee that each project will be suitable for all kinds of companies. Depending on the size and type of enterprise or its habits, different concepts of knowledge management should be applied. Any strategy from Knowledge Management 2.0 should define in what way knowledge management is going to be used in the organisation, how the company is going to change to ensure the strategy’s effectiveness, what measures are going to be undertaken, who will be in charge of them, how they will work and what technology should be used in order to support the transfer of knowledge. Thanks to the technology, knowledge management has become a lot easier – most of the systems of managing knowledge are available online to anyone, regardless of location and time of the day. In order to be successful, the strategy of Knowledge Management 2.0 cannot be limited to defining goals, such as “turning the company into a learning organisation”. It also has to define major needs and problems within the organisation and prepare guidelines on how to satisfy and solve them. That is why Knowledge Management 2.0 strategy should be applied together with a SWOT analysis, relevant tasks, objectives and needs as well as values and methods of operation. It is important to understand these matters before creating a strategy for your own organisation.

Strategy of Knowledge Management 2.0

Knowledge Goals

The first step of developing a knowledge management strategy is to find the answers to three key questions: What stage is the company currently at? What stage does it want to be at? and How is it going to get there?

Knowledge Management 2.0

Where is the company now?

Assessment of the current situation. How does the current knowledge management (or lack of it) influence the organization’s ability to achieve its goals? What effect does it have on the work effectiveness of individual employees and teams? What kinds of knowledge does it create, collect or store? What results does it achieve? What habits and systems applicable in the organisation help it or disturb in managing knowledge?

Where does the company want to be?

Effect of knowledge management on the organization schema. How will it help the organisation and employees in achieving their goals? What can good knowledge management look like for this particular organisation? How will the knowledge management strategy change this organisation within the next 5 years? How will the progress and values of these actions be measured?

How is it going to get there?

A plan describing specific actions, adjusted to the organization’s expectations which considers the three key elements described above – people, processes and technologies. What specific tools and processes will be used? How will the employees be motivated to change their habits? How will the helpful technical infrastructure be developed?

Before preparing the strategy of Knowledge Management 2.0 for the organisation, you can also ask the three questions in a slightly different way. THE RESULTS SHOULD NOT DIFFER MUCH. What knowledge does the company want to provide?

What type and quality of knowledge is to be provided?

Who will the knowledge be provided to?

Who will the knowledge be addressed to? Who should use it?

In what way will the knowledge be provided?

Through what channels will the company provide the knowledge?

Why is this knowledge worth providing?

What motivates people to provide knowledge? What aim does the company achieve?

The answers to the above questions are naturally just an initial draft of the plan which will consequently become a knowledge management strategy in the company. But they allow an objective assessment of the current situation in the company and create a future vision of a learning organisation. How, then, to turn the initial plan into a ready strategy?

As Mieczysław Morawski, PhD, from Wroclaw University of Economy adequately notes, the construction of a knowledge management strategy should be done in stages, including cause and effect relations.

Analysis of the inner potential of the company

You can, in fact, include all the questions and answers discussed above. In addition, you should think about what experts the company has, what types of knowledge and available channels it has, what kinds of tools it provides. This is also the moment in which the company should analyze the training needs of their employees and prepare a communication plan.

Environment analysis

This stage will allow the company to realize what management methods are used by the competition or companies from other branches of similar organizational structure.

Formulate vision and mission

Vision – that is where the company wants to get in the distant future. In the context of knowledge management – what system and flow of knowledge the organization wants to have. Mission – setting a specific direction for the company development and assigning specific tasks to employees. In this case, in the scope of knowledge management.

Set goals for knowledge management

The aim is the base for the construction of any strategy of action. It is this point that the other elements of the strategy should lead the company to. While setting the goal, remember the SMART tool. This concept helps to set the right objectives, which, in turn, enhances the chance for their achievement. It is effective, as it requires a very thorough analysis of what the company wants to achieve through defining 5 basic features which a real and well-developed goal should have. Namely: S – specific – the goal must be clearly formulated, specific, and easy to understand M – measurable – the goal must be measurable, so it must be possible to measure with objective ratios whether and to what extent it has been achieved A – achievable – the aim must be achieved, but cannot be too difficult to achieve R – realistic – the goal must be realistic, in that the resources possessed must be sufficient for its execution, but it has to be a clear step forward in the company’s operation T – time-bound – the goals must be specified in time. It means that its execution cannot be postponed forever There is also an extended version of the model – SMARTER. This is what the two additional letters mean: E – exciting – the goal should be exciting, so it should not be neutral, both for the creators and the recipients R – recorded – the aim should be recorded, as it helps to achieve it because it is more difficult to withdraw from goals which are written down

Strategy of Knowledge Management 2.0

The stages should be as follows:

Create strategic variants of knowledge management

Once the goals are specified and the knowledge gaps in the company are identified, it is possible to create strategic variants of knowledge management for each gap and establish relations necessary to fill them. Basic strategies of knowledge management include: codification strategy – focus on explicit knowledge by creating and developing computer systems for the codification, collecting, dissemination and exploitation of knowledge personalization strategy – focus on implicit knowledge by developing social networks, monitoring processes and establishing master-disciple relationships in order to share personal knowledge

Analysis, evaluation and selection of the developed variants

For each of the knowledge gaps, the company should choose a basic strategy (in order to execute the basic goals) and supporting strategies (for the execution of indirect and partial goals) and define their scope and time of application.

Implementation of the selected leading strategy and supporting strategies in the selected area of organization

Implementation of the knowledge management strategy and its stages has been described below.

Eliminate barriers and solve problems

Each strategy requires verification of a small section of actions. This means the introduction of possible changes, corrections and modifications before they are implemented in the whole organisation.

Implementation of knowledge management

Following the verification and possible modification of the strategy, it is implemented in the whole organisation and the plan is executed.

Monitoring

Each strategy should lead the company to the set goal(s). In order to check if they have been achieved, the whole process of implementation and execution of the project should be monitored.

Measuring effects

This point does not occur in Morawski’s theory. However, each strategy requires measuring its effects. The basic measure in such a situation is whether the planned goals have been achieved.

Knowledge Management 2.0

The company should prepare a which describes how the strategy of Knowledge Management 2.0 will be included. The final description of the strategy may include, for example: Document summary

Summary of the document’s content (no more than 2 pages)

Context

Description of how the strategy relates to other companys’ plans and activities.

Business analysis

Defining the knowledge management in the organization. Defining potential benefits for the organization. Explaining the contribution made by the better knowledge management in relation to the basic goals of organization. This part of the strategy is crucial as it ensures the adjustment of knowledge management to the most important goals of the organization.

Information on the current activities within knowledge management (including real examples of good actions) as well as experiences, advantages and obstacles connected with further development. Information on key points is indicated during the control of knowledge. Information on departments where poor knowledge management causes problems or leads to a decrease in effectiveness.

Challenges for stakeholders and demand for knowledge

Summary of key points and the demand for knowledge in the organisation.

Vision of knowledge management

A concise description (1-2 sentences) of how important the role of knowledge management is going to be in the organization’s activity in the next few years.

Strategy overview

Presentation of actions and projects to be implemented, grouped according to specific topics or areas of activity, e.g. tools and techniques of knowledge management, who is going to be the originator and drive of the strategy, how the strategy is going to be promoted etc.

Action plan

Information on the time frames, resources, budgets, evaluation indicators, and expected results.

Interrelations

Information on the key interrelations e. g. availability of key employees, budget approval, etc.

Summary and next steps

Descriptions of steps needed for turning the strategy into action.

Appendices

E. g. the materials concerning knowledge management such as existing projects or initiatives.

A well-prepared strategy of Knowledge Management 2.0 should additionally rely on three elements: Simplicity

Eﬃciency

Standardization

· make it easy as possible · unnecessary tools and options discourage participation

· do not invest in small-scale tools · invest in replicable and scalable system that will work for most of the organization

· standardization increase the probability of knowledge reuse

A few tips concerning the development of a knowledge management strategy have been presented below: Start with the general strategy and goals of the organization – it is important to understand what the objectives of the organization are; the main assumption of knowledge management is helping the organization achieve its goals, which is why the strategy should describe it precisely.

Strategy of Knowledge Management 2.0

Description of the current situation

Conduct a knowledge audit – the audit should demonstrate the knowledge needs in the organization, the existing capital and resources of knowledge, knowledge gaps, flow of knowledge around the organization etc. This process provides information regarding issues which the organization should pay special attention to while managing knowledge. Think about people, processes, technology – it is very important to focus on each of those key aspects while planning the knowledge management strategy, for without them, any strategy is doomed to failure. Compensate the long-term vision with quick benefits – a good strategy should balance quick results with sustainable knowledge management in the longer perspective. If you plan to prepare a Knowledge Management 2.0 strategy for your company, this questionnaire may help you: https://docs.google.com/spreadsheets/d/1x0K-05pY851V-QB1XfW6Pb0BgnwFQqwPMvz9cvzeJRM/edit#gid=1741345556 We have also prepared a course on Moodle Platform: http://plataforma.ita.es/login/ index.php. Each company will find all the information needed in order to implement the Knowledge Management 2.0 strategy.

HOW TO IMPLEMENT THE STRATEGY OF KNOWLEDGE MANAGEMENT 2.0 IN SMES Knowledge Management 2.0

After the challenge of developing a knowledge management strategy, there comes another one – implementation of this plan. This is even more difficult as there is no single template or recipe which would guarantee success. In every organization there are dozens of variables which must be considered and which may influence the whole implementation process. One can, however, set up an implementation framework which will make the whole process more likely to succeed. In this chapter, we shall present information on constructing frameworks to implement the strategy of Knowledge management 2.0 and to steer the organization through this process. One must remember that there are three basic elements which influence the process of implementing the strategy of Knowledge management 2.0 – people, technology and organization. Each of them must be taken into account, as they have a major impact on the final results of knowledge management in a company. The first step when implementing the strategy of Knowledge management 2.0 in an organization is to develop a plan. The plan is made of actions, projects and programmes which need to be implemented in order to meet the objectives of Knowledge management 2.0. An implementation plan should include the following stages: pre-implementation phase

pilot phase

full implementation phase

Pre-implementation phase – the purpose of this phase is to prepare the resources required for the full implementation. First of all, in this step, one must prepare the employees. Such preparation should include: information on knowledge management in general appointment of the team responsible for the process training for the staff within the scope of operation of training programmes and systems acceptance of feedback from employees regarding the proposed strategy assessment of training results Pilot phase – the aim of this phase is to have a trial run of Knowledge management 2.0 in the organization. Within the framework of the pilot phase some activities should be conducted, such as: implementation of the pilot programme in selected departments of the company changes in management necessary for implementation of the new strategy implementation of the communication plan collecting feedback from participants of the trial run verification of assumptions based on the collected feedback introduction of possible changes to the strategy Full implementation phase – this phase is the full and effective implementation of all programmes and activities planned for Knowledge management 2.0. When planning activities and programmes related to the implementation of Knowledge management 2.0, the company should also consider possible obstacles, such as: different understandings of knowledge management and its implementation within the organization customary practices in the organisation and conflicting management styles limited support from the management and staff lack of acceptance by users lack of understanding of the importance of maintaining key knowledge inside the organisation These are only examples of obstacles faced by the organisation. They may differ depending on the organisation, but recognising obstacles is necessary in order to identify imperfect areas of the plan. Thanks to that, organisations can create mechanisms which will allow them to overcome the obstacles even before the implementation stage. More information about possible obstacles pertaining to the implementation of a knowledge management strategy can be found in the chapter discussing individual cases. Of course, the list of cases presented there is not final. There are too many variables which could have an impact on the strategy implementation process for such a list to be constructed. However, as authors of this manual, we believe that the examples we present will show you what to do in case of difficulties, in order to achieve the final success.

Strategy of Knowledge Management 2.0

information on the knowledge management strategy developed by the company

To sum up the above chapter, in order to properly implement Knowledge management 2.0, every organization must take several key steps: assess the current state

build a business-led strategy

develop a knowledge management 2.0 framework

create an implementation plan

deliver early pilots

Knowledge Management 2.0

Assess the current state – it is important to determine the state the organisation currently is in; organizations often introduce elements of knowledge management that aren’t effective, so assessment of the current state delivers important information to the organization regarding mechanisms which are functioning, not functioning and missing. Build a business-led strategy – this is very important because efficient knowledge management initiatives have a business-led strategy and allow the organization to solve problems in real-time. Implementation of knowledge management processes should focus on the key knowledge required in a given business field (therefore, it should be adapted to the business strategy). Develop a Knowledge management 2.0 framework – The framework ensures that all elements of Knowledge management 2.0 are on their proper place, as well as guarantees that there are no gaps in the plan so knowledge can flow freely throughout the organisation. Create an implementation plan – development of a plan is necessary in order to guarantee that the implementation process of Knowledge management 2.0 is properly conducted. The implementation plan should be based on the best practices in other organisations where knowledge management has already been introduced. Deliver early pilots – it is important to conduct several pilot projects before starting the implementation programme of Knowledge management 2.0. The pilot projects should be directed at a specific and important business problem and deliver measurable results; a success at this stage may support other planned activities.

Monitoring and assessment of knowledge management is an extremely difficult issue since there are still no precise ways of performing such measurements. This is due to the very nature of knowledge and it is a resource which is quite subjective and intangible. Therefore, some researchers dealing with this issue believe that knowledge itself cannot be measured. What can be measured, however, is some of its manifestations and related activities, such as decisions or actions resulting from its possession.

MEASUREMENT OF KNOWLEDGE RESOURCES In the publications on knowledge management and means of measuring the effects of these activities, some regularity can be found in terms of indicators used to assess knowledge resources. The publications on this issue state that selected indicators for evaluating intellectual capital (most importantly all human and organisational capital) can be applied. Researchers such as Probst, Raub and Romhardt argue that knowledge resources in an organisation can be measured by assessing: employee skills, core competencies, the quality and quantity of external links with the knowledge environment, the quality and quantity of internal competence centres and patents. The table below shows a summary of indicators that can be used to assess knowledge resources. Indicator

Measurement scale

Comments

Training expenditure

absolute or relative values (share in other expenditure)

measurement in monetary units, allows comparison between companies

Education level

point or relative measurement (percentage of persons with higher education in total employment)

taking into account academic education, the character of education (professional, specialised), completed courses, trainings

Experience level

point measurement for the average level of experience per employee or cumulative level of experience

measurement in years (months)

Employee turnover ratio

level of absenteeism, absolute measures (number of days the absence of a year) or relative measures (average per employee)

these are indirect measures aimed at measuring job satisfaction

Income per employee ratio

absolute or relative values

measurement in monetary units, allows comparison between companies

Employee age

absolute values

measurement in years

Job satisfaction ratio

point scale, self-assessment

job satisfaction affects the level of commitment and motivation

Commitment ratio

point scale, self-assessment

commitment, efficiency in the use of knowledge

Strategy ofÂ Knowledge Management 2.0

HOW TO EVALUATE KNOWLEDGE MANAGEMENT 2.0 IN THE ORGANIZATION

Holding a data base

number of records, extra points for content and up-to-date relevance (if an entry is 1 point, 2 points for entry of expectations data about expectations, 3 points for data about expectations updated during the last visit)

volume of customer data, theÂ degree of detail, usefulness

Culture ratio

Point scale, self-assessment

indicator of the extent to which the company culture promotes knowledge

Expenditure on knowledge management facilities

absolute or relative values (share in other expenditure)

in monetary units

Patents and licences held

absolute or relative values

knowledge resources protected byÂ law

Obviously not all indicators must be used simultaneously to assess the knowledge resources within an organization. It is enough to select just a few of them. The assessment of knowledge resources in a company is only one thing. Another thing is the assessment of the knowledge management process.

MEASUREMENT OF THE KNOWLEDGE MANAGEMENT PROCESS

Knowledge Management 2.0

What is the measurement? Generally speaking, this is the assessment of the company's activities with regard to sourcing, collecting, transferring, sharing and using knowledge resources. This measurement can include both objective indicators, e.g. financial expenditure and subjective data, e.g. employee feedback. Concerning this field, various researchers of the issue also argue about the approach and the right tools to measure the entire process. Some suggest that the research should be based on the subjective opinions of chief executives in the company. For this purpose they propose the use of a questionnaire that helps identify activities relating to the various stages of knowledge management and various types of knowledge resources collected and used in the surveyed enterprises. The surveyed entities evaluate the activity of their companies in five stages of knowledge management, using verbalized categories of a 4-point scale, the extremes of which are described in the following way: "we do not manage the knowledge and we see no point in this action" and "we manage the knowledge". The greatest limitation of this method is its subjectivity because it does not research the actual knowledge management processes in the company but only the views of top executives with regard to this issue. A different approach to the issue of researching the knowledge management processes is the measurement and evaluation of the actual activities of companies in this field. In this case a questionnaire for executives is also used. It includes statements related to the acquisition, creation, and updating of new knowledge and the dissemination of this knowledge within the company and outside the organization. Each statement is accompanied by a 5-point Likert scale, e.g.:

1. – I totally disagree 2. – I somewhat disagree

4. – I somewhat agree 5. – I totally agree. However, this method does not take into account the effectiveness of the activities. It is therefore impossible to verify whether the existence of certain practices or procedures triggers the desired effect. A more comprehensive approach to the issue was proposed by two Polish researchers – Adam Kowalczyk and Bogdan Nogalski. They applied a methodology, similar to quality management research, based on ISO 9000 standards. They divided the knowledge management process into four main levels subject to assessment: integration level (corresponding to leadership and shaping the organizational culture) structural level (corresponding to infrastructure and information technology used) mega-process level (corresponding to knowledge processes) tool level (corresponding to a tool workshop) For each of these levels criteria were developed to determine the assessment of a given company. Yet another approach is offered by the international auditing and consulting firm, KPMG. It developed the so-called ‘knowledge audit’. The method used, called the Knowledge Management Framework Exercise, aims to establish a subjective evaluation of expectations with regard to knowledge management systems and compares it with the actual situation in the organization. The assessment focuses on 10 areas of knowledge management: awareness and commitment strategy culture the external environment reward and incentive system IT storage and protection continuous evaluation organisation knowledge use and application The result is a matrix consisting of four areas: strengths of the organisation – including activities important for employees which are effectively managed waste of resources – including activities of little importance, though managed in an efficient manner

Strategy of Knowledge Management 2.0

3. – I am of no opinion

to be skipped – actions of little importance which are ineffectively managed weaknesses of the organisation – important activities which are managed with ineffective outcomes As you can see, measuring the knowledge management process is not a simple issue. It is also hard to be completed without external assistance. Patented concepts, which are the closest to the ideal best practice, or adopted concepts which are deemed imperfect, often force companies to use the services of specialized audit firms. But what about the situation when the budget does not allow for such a company to be hired to audit the knowledge management process? The company may do their own audit by assessing the effectiveness of training, workshops, courses, webinars and knowledge pills used in the company.

MEASURING THE TRAINING EFFECTIVENESS The simplest and most common method of training assessment includes post-training questionnaires. Participants provide feedback on the trainer, materials, training program and acquired knowledge, etc. The most commonly applied rating is the rating scale of 1-5, where: 1 = very bad 2 = bad 3 = average

Knowledge Management 2.0

4 = good 5 = very good This assessment is based only on the subjective feelings of the participants; therefore, it is not objective. A much more complex measurement is the assessment of training based on D. Kirkpatrick's model, according to which the assessment of the training takes place at four levels: Level 1: Response of training participants – evaluation directly after the training, e.g. in the form of questionnaires Level 2: Learning – assessment of the extent to which new knowledge, skills and attitudes have been mastered Level 3: Behaviours – assessment of the extent to which employees utilize the new knowledge and skills in their everyday work Level 4: Results – assessment of the extent to which the objectives set by the company have been achieved Levels 3 and 4 are the most important, though they are the least frequently used in training evaluation. The fourth level provides objective indicators in the form of set objectives. The third level shows whether the employees use their newly acquired knowledge in their everyday activities. Many companies do not conduct assessment of training effectiveness at these levels as they believe that this is too complicated or too expensive.

So how is an assessment of the effectiveness of training carried out on the third level? Step 1. Identifiy "key behaviours".

Step 2. Plan non-training activities Solution: The company should provide support to employees after training, for example: coaching, mentoring or bonuses. In addition, increasing ownership of the effects of training by means of an interim appraisal, monitoring the existing plans of action or action learning can also be effective. Step 3. Learn "key behaviours" during training Solution: Engage participants through tasks, simulations, etc. Step 4. Monitor the training effects Solution: Observe employees, review their performance by way of individual and group discussions. Step 5. Improve – based on the information obtained in training sessions Solution: Persuade employees to use the skills acquired during the training in their everyday work and create conditions conducive to this.

Strategy of Knowledge Management 2.0

Solution: At the training design stage the company should answer the question: What action will ensure the achievement of its goals?

CASE STUDIES

CROATIA: Companies were advised to develop indicators for the evaluation of knowledge management 2.0 effects in their company, define the ways of knowledge management protection (knowledge consolidated in the web; tools on personal computers and company’s databases), and were given advice on how to build motivation and a better understanding of the effects of knowledge management.

CROATIA I. General information about your company Sector

Business consulting

Number of employees

Legal form

Ltd.

Is knowledge management part of your corporate strategy?

No, it’s not mentioned in our current corporate strategy, that’s why we want to develop it and put it into practice.

What aims are you pursuing with knowledge management?

We want to achieve the following:

Based on the SWOT analysis, a knowledge management strategy will be created. By doing this, the Company will improve human resources and reduce costs. Employees know what’s going on in the company (the current situation) and who is available to do a certain task based on previous projects and they have access to the documentation of previous projects etc. By improving knowledge management processes, employees will be accurately informed about current events and situations in the company and more effective decisions will be made. This will improve overall efficiency.

Which methods and web 2.0 tools for knowledge management are currently being used?

Currently, we use Google Drive to store documents, Calendar, Skype and e-mail to communicate with our director who is only periodically in the firm, and with our clients.

How many employees are responsible for knowledge management?

Director is the main person responsible for knowledge management, but there are three other associates in the firm whose job is to track and apply changes noticed in the business environment.

Case studies

II. Status quo of the knowledge management in your company

III. Your experiences with regard to the implementation phase Please describe the process of implementation of a web 2.0 tool for knowledge management in your company

After the project was introduced, steps were taken to determine the state of KM in the company. We identified the strengths and weaknesses regarding KM and discussed the findings with all of the employees. We determined that there was a need to improve KM in the company and set objectives. The objectives were drafted by the employees, which were then reviewed by the director. After revising the goals based on the feedback received by superiors, steps were taken to resolve the KM issues that were identified. One of the main issues is physical distance. Although most of the employees work at the central office, there are 3 others that are located in other cities (>350km away from HQ). Based on this, we decided that an IT tool is required to ensure that information (i.e. previous studies, projects, analyses, etc.) is readily available to employees so that they can finish new tasks and assignments in the most efficient manner. DropBox has been identified as the best option for storing and sharing company information between employees. Another issue was identifying and categorizing all of the previous works conducted since the company was established. The database was prepared thanks to the input of the employees and director. The next stages will be to set up the online tool, upload all required information, and train employees to use the system. Some of the issues that need to addressed to ensure the IT tool works properly over the long-term include: 1) employee commitment: the company needs to make sure employees understand how the system works and that they constantly use it so it remains a fundamental KM tool 2) Regular updates to databases: Once a project is completed or there are new developments on projects/assignments, employees are required to update the system accordingly. At least once a week the system will be updated. When developing the knowledge management strategy, we noticed this process requires constant improvement. Continuously emerging new technological solutions for knowledge management result in the need of constant development of the knowledge management system. Moreover, knowledge management goals will be periodically adapted to the general business strategy in the entire organization as that also has an influence on changes in the knowledge management system.

Who was involved in the implementation process?

The director of the company and three associates were involved in the implementation process. If you include the organised meeting, then we can say that whole organization contributed to the process.

What difficulties or problems did you have to handle during the implementation phase?

Lack of response from employees – people weren’t available for comments (lack of time), lack of IT knowledge, fear of new technologies. The whole business culture is different.

What are the success factors in the implementation of the web 2.0 tool for knowledge management?

Documentation is up-to-date, information flows are much faster, applications are user-friendly, etc.

Knowledge Management 2.0

The main thing is wasted time and energy in the past and errors which appeared because they had to repeat things that didn’t need to be repeated in the first place.

What positive effects emerged as a result of knowledge management 2.0?

We talked about different issues which should have been on schedule a long time ago and this knowledge brought positive side effects. We also agreed on where we wanted to be. It requires constant work and people saw it as an opportunity for fulfilling long-term goals and strategy. We see the great impact of knowledge management on the organization and that we should store our data somewhere safe and make it available online.

Were there any negative effects with the implementation or the use of knowledge management 2.0 tools?

The more senior staff of the company mentioned that the biggest challenge for employees is finding time to debrief; to record what they learned and experienced, and organise the knowledge. Since we are competing against hundreds of different companies, we are constantly searching for new clients and moving from job to job. Once one job finishes, we go to another immediately; meaning that there isn’t enough time for us to organise our knowledge on a formal system.

Do you see improvement potential for the knowledge management in your company?

Yes, everyone agrees that KM 2.0 had a great impact on the organization. Now, we are aware of our current situation and that we should store our data somewhere safe and available online.

How do you assess the support of the project knowledge management 2.0?

It pushed us forward, before KM we were standing still.

Case studies

IV. Results during and after the implementation phase

SPAIN I. General information about your company Sector

Industrial

Number of employees

Approximately 100 workers

Legal form

Sociedad Anónima /Limited Company

II. Status quo of the knowledge management in your company Is knowledge management part of your corporate strategy?

No, the matter is at hand.

What aims are you pursuing with knowledge management?

Improve relationships between company departments.

The company had attempted to create a database with useful information. However, the database is inefficient and lacks structure. We have launched the process of implementing a 2.0 system that has a strategic base and covers some organisation-wide structures. A pilot group has been launched because experience has shown that the format is easier to use with technicians. Improve the transformation of tacit knowledge into explicit knowledge. Improve communication between internal and external clients. Provide a channel to improve internal processes and management fluidity in general.

Which methods and web 2.0 tools for knowledge management are currently being used?

Databases, intranet.

How many employees are responsible for knowledge management?

2-3 people

III. Your experiences with regard to the implementation phase Please describe the process of implementation of a web 2.0 tool for knowledge management in your company

The process is being rolled out very slowly. In addition to all the preliminary training done with ITAINNOVA, key factors have been meetings with Management and the Director of Human Resources. It has been necessary to have a clear, determined commitment to provide the project with resources, since there is a need for time and a strategic plan that sets out the project’s objective and purpose. Meetings have helped with training the work team within the company. External help assisted with the development of the communication plan and implementation from a technical point of view. One of the first tools was the internal company blog, linked to an internal social network to facilitate intercommunication and an exchange of knowledge.

Knowledge Management 2.0

Who was involved in the implementation process?

The general manager, the Human Resources Director, the Head of the Department of Systems and the team technicians responsible for the implementation of the knowledge management project.

What difficulties or problems did you have to handle during the implementation phase?

Obtaining the commitment of management and valuing the project so that it is included in the company’s strategy was difficult. Once the commitment was obtained, we had difficulties putting together a trained team that was motivated and that had sufficient resources to implement the project effectively. On top of ongoing projects of different types, adding a new project that included not just Human Resources, but also Communications, the Personnel Department, Systems, and the pilot team was challenging.

What are the success factors of the implementation of a web 2.0 tool for knowledge management?

Prior training, monitoring meetings, and prior interest in the project have made it easier to obtain commitment, involvement, and implementation in general. With a high level of interest and a clear vision of the objectives of knowledge management, the motivation for implementing it and for its success is more easily achieved. As a large company we have technical resources and knowledge that have also helped with the preceding steps. We are a company that is open to innovation and we’re used to working in teams on projects and using flexible methodologies.

What positive effects emerged as a result of knowledge management 2.0?

This global project will foster internal communication and there will be improvement in projects with a more multi-disciplinary outlook. Exchanges of knowledge between employees will also foster informal relationships and staff motivation.

Are there any negative effects with the implementation or the use of knowledge management 2.0 tools?

For some people who are reluctant to share knowledge, it is possible that the matter will be seen as one of no importance, or even one that goes against their work philosophy. In addition, in the beginning, there were certain negative attitudes towards the team, and members had to allocate their work hours to a new project that was greatly involved in the company’s change in culture.

Do you see improvement potential for knowledge management in your company?

Yes, completely. Once the pilot stage has been implemented and given a positive assessment, it will be much easier to roll out and extend the project to the rest of the organisation.

How do you assess support for the Knowledge Management 2.0 project?

It has been very gratifying. It would have been impossible or very difficult to implement the project without the help of external expert consultants.

More Annotations

The process is slow but gratifying. Our short-term objective is to assess the follow-up.

Once the project has been implemented, staff members will be involved in developing and implementing 2.0 tools – not just the blog and the social network, but also the creation of future video knowledge pills and other sources of information exchange.

Without external training and without meetings with internal / external collaborators, it would have been much more difficult. Plus, it would have been seen as something imposed or a magical idea from Management.

POLAND I. General information about your company Sector

Research & Development

Number of employees

Legal form

Limited partnership

II. Status quo of the knowledge management in your company Is knowledge management part of your common strategy?

We are a small organization that adapts to trends present in the market in a very flexible way. Our company’s priority is to cooperate with outside companies, as well as with scientists, in order to realize innovative research and development projects. Despite not having a significant approach to knowledge management in the general strategy of the company, implementation of the knowledge management strategy in various areas of the organisation’s activity seems to be desired, both with reference to activities of associates and to the “organization – entrepreneur” and “organization – academic staff” relationship. Our organization also consists of other affiliated firms. Internal communication between employees from various firms needs to evolve with the purpose to create an efficient system of knowledge management. Then, flow of knowledge and information will be smooth and will support the process of building cooperation and working in multi-disciplinary teams.

Case studies

IV. Results during and after the implementation phase

What goals are you pursuing with reference to knowledge management?

Within our management strategy the following goals have emerged:

Which methods and web 2.0 tools for knowledge management are currently being used?

In order to realize the first goal – to improve communication between employees – the organization has implemented methods for gathering together employees from the entire organization. The first initiative is new meetings called “Quick 15” and held once a week. At these meetings, a volunteer (employee) introduces the others to a topic related to his/her hobby(s). The employee has an opportunity to present themselves from a completely different point of view in 15 minutes, where they must hold the attention of their audience and present their knowledge on a topic that may be not linked to their job.

improve communication between employees from 5 various firms increase the range (on a national level) of possible communication with customers (entrepreneurs) increase the range (also on a national level) of possible communication with academic staff

A chat and video conversations have also been introduced to the organisation. Until now this method has been used to pass information on current organisational matters. This has resulted in improved work and faster flow of information among employees. In the future we would like to expand the use of chat and video conversations and include entrepreneurs and experts in order to obtain knowledge from various areas. We have also implemented meetings outside working hours, at which our employees train other employees. Currently, we are organizing three workshops. It is the opportunity not only to share professional and non-professional skills, but also to improve communication resulting in using common terminology by associates. This is very important when working on interdisciplinary projects.

Knowledge Management 2.0

Mind maps are an important tool used for knowledge gathering in the organization. They allow the gathering of information during teamwork. They show different points of view in interdisciplinary teams and then are used to perform analyses of obtained data and solve many problems. How many employees are responsible for knowledge management?

In the organisation there are 4 people responsible for the implementation of the knowledge management system. Two of them make decisions or carry out decisions made by superiors, while the other two are responsible for operational matters.

III. Your experiences regarding the implementation phase Initially, the assessment the current state of knowledge management in the organization was carried out. Then, we created a team with the purpose of implementing the knowledge management system, whose first goal was to investigate organisation needs related to knowledge management. On the basis of the determined needs we defined the goals that the organisation would like to achieve by implementation of knowledge management. All the defined goals and the implementation plan have been submitted to the decision maker and all employees, emphasizing the importance of knowledge management implementation for the organization. After this stage we started to implement mind maps and chat in a single team as a pilot project. Moreover, we implemented working meetings and training courses to a small extent. After six months, we plan to draw up a report on the pilot project in order to verify the legitimacy of implementation of tested tools on a larger scale, i.e. between firms belonging to the organisation. The next stage will be implementation of the verified tools in the entire organization. The following tools will be implemented as a pilot project: internal forum and equipping the website with tools for knowledge storage and sharing. Planned multi-staged implementation of checked tools will be performed in long intervals in order to allow employees and external customers to understand them well and to assess the tools' usefulness. Each stage will be finalized by drawing up an implementation report in order to obtain a document proving that the tool needs to be implemented in the entire organization. When developing the knowledge management strategy, we noticed this process requires constant improvement. Who is involved in the implementation process?

The entire organisation will be included in the implementation process. Tool implementation in the form of pilot projects were performed in small teams consisting of a few people. Then, after checking their applications, the tools are implemented among the majority of the employees. At the final stage the developed methods and tools will be presented in the context of outside relations with entrepreneurs and academic staff.

Were there any difficulties or problems during the implementation phase?

The problem in knowledge management system implementation is the general lack of understanding among managers and intermediary occupations when it comes to the need to implement such a system. General resistance results from diversified goals of certain firms. Each has a different business goal which is related to its business activity. The change from pilot projects on a team level to the broader scope – the level of all firms, as well as the entire organisation and outside customers, will be the main difficulty during implementation. Implementation of the knowledge management system has been planned to take part in stages in order to verify tools’ usefulness at earlier stages. That will allow the elimination of unnecessary costs of multimedia and operation trainings. Implementation of the application outside the organization; towards entrepreneurships and academic staff will be the most difficult stage. At this stage our organisation likely expects resistance from organisations that use outof-date or customized technology. Time is another problem. Assumptions related to this matter are still changing, because apart from knowledge management, the persons responsible for implementation have current obligations that are priorities within the operation of the organisation. This results in lack of continuity in assumed activities.

Case studies

Please describe the implementation process of the web 2.0 tool for knowledge management in your company

Success factors in the implementation of the web 2.0 tool for knowledge management

The success factor in the knowledge management 2.0 application is the variety of tools that can be customized by each organization to meet its needs and general business goals. Their assignment to certain processes also supports the process of selection, exchange or adjustment of the tool which helps the organisation to achieve its goals. Another success factor in the knowledge management 2.0 application is that it is very flexible and people have the freedom to decide whether a certain tool will be helpful or, on the contrary, if it does not meet their requirements.

IV. Results during and after the implementation phase What positive effects emerged as a result of knowledge management 2.0?

The positive effect of implementation of the knowledge management strategy as a pilot project was integration among people. Common activities and performed initiatives outside working hours result in the feeling of fellowship and, subsequently, in stronger motivation to perform professional duties. Implementation of the chat tool improves the process of communication. This results in significant optimisation of time spent on consultations or confirmation of existing knowledge. This is also the way to effectively send the same pieces of information to several people at the same time. Improved communication between employees is the greatest advantage of implementation of this tool.

Knowledge Management 2.0

Are there any negative effects resulting from the implementation or use of knowledge management 2.0 tools?

Until now, no negative effects of implementation or use of knowledge management 2.0 tools have been identified. However, mind maps sometimes result in information confusion instead of order in this matter.

Do you see possibilities of potential improvement with reference to knowledge management in your company?

Only the first stage of the pilot project, i.e. implementation of some tools within a single team, has been performed in our organisation. Until now, either the implemented tools have been living up to our expectations or it is too early to verify what elements of knowledge management should be improved.

How do you assess the support by means of the project of knowledge management 2.0?

We needed support in order to look at our organization from completely a different point of view. This gave us the possibility to spot problems that we can prepare for and prevent. It also enabled us to see the opportunities that come from implementation of a knowledge management system. The diversity of the tools showed us an array of new technologies for knowledge management that could meet the needs of our organization.

Mind maps should be immediately analyzed in order to prevent information (sometimes underdeveloped) from disappearing. If the given mind map is not immediately analyzed and conclusions not drawn, then the second attempt to analyze the map results in less valuable information.

GERMANY I. General information about your company Number of employees

150

Legal form

Part of a public body

Initial situation

The electronically guided organisation manual was not up to date. The manual was introduced in 2006/2007, but it was not accepted by employees as it is not user-friendly. With the implementation of a wiki the employees should have access to relevant data and information in a fast, user-friendly and password-free way. Furthermore, there is currently no systematic organised knowledge management concerning the staff changes or job descriptions. For our company this knowledge is central and should therefore be saved and made easily accessible. In addition, no standard file storage management system exists. Therefore, not all current documents can be found quickly on our internal drives.

Which web 2.0 tool for knowledge management was implemented?

A wiki based on foswiki was implemented.

How many employees are responsible for the implementation of your wiki ?

The project team consists of five members: two members of management, one member of the secretariat and two leaders. Furthermore, “carers” are defined, as who is responsible for the content of a specific subject or process. They create the articles for the wiki and keep them up-to-date. The number of “carers” are, at the moment, approximately ten people.

III. Your experiences regarding the implementation phase Please describe the implementation process of the wiki in your company.

The decision to implement new knowledge management software was made in the summer of 2014. In autumn, 2014, discussions on implementing a wiki solution took place. Technical realization of the wiki by the IT support was in October / November 2014. In January, 2015, the coordination process and the kick-off project meeting with MFG were conducted. After the initial workshop, monthly meetings took place to discuss the structure, the posting of articles as well as the internal communication and the trainings on wiki. The next steps were planned as follows: Appoint “carers” (April 2014) “Carers” fill the Wiki with articles and content (May / June 2015) Workshops and training sessions for employees (July 2015) Filling the wiki with content and updating the wiki through the results of the feedback loops (August 2015) Implementation process of the wiki will be completed (November 2015)

Case studies

II. Status quo of the knowledge management in your company

Were there any difficulties or problems during the implementation phase?

Primarily, ignorance of the technical handling. For example, the definition of categories, WikiWords, and so on.

What are the success factors in of implementation of the web 2.0 tool for knowledge management?

Show the meaning and the benefits of the Wiki, e.g. faster access of relevant information.

IV. Results during and after the implementation phase

Knowledge Management 2.0

What positive effects emerged as a result of knowledge management 2.0?

So far, the positive effect of implementation of the knowledge management strategy was that we have some clarity clear about the structures and processes of our work. Furthermore, it had a positive influence on the group dynamics of our project team.

Are there any negative effects resulting from the implementation or use of knowledge management 2.0 tools?

Until now, no negative effects of implementation or use of knowledge management 2.0 tools have been identified.

Do you see possibilities of potential improvement with reference to knowledge management in your company?

Looking ahead, we are leaning towards continuous improvement processes and idea management.

How do you assess the support by means of the project of knowledge management 2.0?

Very good and competent impulse transmitter and contact person. The common preparation of the project plan was meaningful and still provides us the framework.

PROJECT AND PARTNERS

Project â&#x20AC;&#x17E;Knowledge Management 2.0 for SMEsâ&#x20AC;?

5 cooperating organizations

13632 21

training sessions

20 286

questionnaires sent to SMEs

webinars

implementations in companies

trained persons

5 f2f meetings

participants

272

1080 minutes (18 hours) of online meetings

17329 mileage 100 pages

pages of KM 2.0 handbook for companies

GLOSSARY

Best Practice: A recipe that details the best known way to accomplish a task or solve a problem. A validated procedure for performing a task, including the environment in which the procedure applies. The ready-to-hand knowledge of a community of practice. Content mapping: Identifying and organising a high-level description of the meaning contained in a collection of electronic document Ethernet: Is the most widely installed local area network (LAN) technology. Namely, Ethernet uses cables to connect computers in a company or home network as well as to connect a single computer to a modem for Internet access. Human capital: that which is in the minds of individuals: knowledge, competencies, experience, know-how etc. Intellectual capital: Knowledge that is of value to an organization â&#x20AC;&#x201C; made up of human capital, structural capital, and customer capital. Intranet: A network designed to serve the internal informational needs of an organisation using Internet concepts and tools. Knowledge Management: a concept in which an enterprise gathers, organizes, shares and analyzes the knowledge of individuals and groups across the organisation in ways that directly affect performance.

Knowledge Management 2.0

Knowledge Management 2.0: a set of activities and processes designed to identify, capture, create, use and share explicit and tacit knowledge within the organisation using web 2.0 tools and other tools related to the new technologies of information and communication. LDAP: short for Lightweight Directory Access Protocol, it is an application protocol used over an IP network to access and manage the distributed directory information service. Massive open online course (MOOC): is a model for delivering learning content online to any person who wants to take a course, with no limit on attendance. Paradigm: an example, model, pattern or standard. Strategy: A high level plan to achieve one or more goals under conditions of uncertainty. Structural capital: "that which is left after employees go home for the night": processes, information systems, databases, patents etc. Taxonomy: A system of categorising information. TCP/IP: Transmission Control Protocol / Internet Protocol is the basic communication language or protocol of the Internet. It can be used as a communication protocol in a private network (either an intranet or an extranet). Common TCP/IP protocols are: HTTP (Hyper Text Transfer Protocol), HTTPS (Secure HTTP) and FTP (File Transfer Protocol). Wi-Fi: short for Wireless Fidelity, is a local area wireless computer networking technology that uses radio waves to provide wireless high-speed Internet and network connections.

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Knowledge Management 2.0

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KNOWLEDGE MANAGEMENT STRATEGY MAP Answer those key questions

Where are You now?

Where do You want to be?

Which tools will you use?

GE SH

D GE CRE

LED

E DG

G KNOW

LED

N OF K

Which processes will you use?

IO N

LED

I D E N TI

How do you get there?

O GE ST

FOR IDENTIFYING THE KNOWLEDGE

FOR CREATING KNOWLEDGE

FOR STORING KNOWLEDGE

FOR SHARING KNOWLEDGE

FOR APPLYING KNOWLEDGE

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PROJECT PARTNERS

ISBN 978-83-63481-09-4