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Proceedings of the 2nd National Graduate Conference
Research on knowledge management (KM) has converged to research in personal knowledge management (PKM) that is characterised by features of the social networks. We postulated an Effective PKM Framework, which consists of the PKM processes of get, understand, share and connect (GUSC), and the cognitive enablers called method, identify, decide and drive. This paper attempts to prove the existence of the GUSC processes within a social network environment, in which the current generation of knowledge workers spends more time. The results include social network diagrams and analysis on the four processes, and significant findings that relate these analyses with the cognitive enablers.
From an action research over social network for students' learning environment in institutes of higher learning, we discovered emerging patterns of personal knowledge management (PKM) processes and factors that enable these processes among learners and facilitators. Based on our PKM framework, which consists of four processes, i.e. get/retrieve, understand/analyse, share and connect to knowledge (GUSC), we propose that the GUSC is enacted by the members of the learning environment. In addition, there are roles played interchangeably by the members of the environment, which further proves the relation between GUSC and the renown SECI model of knowledge management (KM). this paper discusses the emergence of PKM process within this learning environment over the social network and recommends an experiment on working environment in order to enable a learning culture among knowledge workers.
2017
Personal networks can help build capabilities for effective knowledge management and organizations can leverage personal networks to manage employees’ knowledge effectively. Analysis of knowledge management practices in a public sector organization in Kuwait revealed the knowledge workers made heavy use of social networking and digital tools to build personal networks and tried to stay in touch with them on regular basis. They gave preference to communication with people from the same unit, team, organisation, and specialisation. While social media was used heavily, the use of professional networking sites such as LinkedIn was comparatively on the lower side. The study found that comments on blogs and editing of wikis were less frequent. These activities would have been helpful to take full advantage of personal networks.
SOTICS 2013, The Third International Conference on Social Eco-Informatics, 2013
Online social networks have changed the way many people communicate and interact as private individuals and employees. Sharing and communication through this medium has become, for many, a daily habit. Many of these networks provide a simple way to seek and find knowledge and expertise from both friends and strangers. Information technology has been used in many ways to support knowledge management initiatives. However the use of social networking technology has been little explored. It is thus argued that combining knowledge management systems with social networking technology would bridge this gap. Social software is becoming part of a standard arsenal of tools deployed within companies, tools that may help knowledge management. Evidence is presented from a review of relevant literature and through a survey, conducted via online social networks, asking respondents’ usage of social networking for knowledge management purposes in both their private lives and also work-related practices. It shows that personal networks are often used as a medium to seek knowledge for personal and for organisational motives. The results confirm that online social networks, and their enterprise counterparts, are aiding knowledge management initiatives. Knowledge appears to be flowing through online social networks. Findings also include the confirmation of Dunbar’s number, and reaffirming the strength of “weak ties” as originally proposed by Granovetter. The paper proposes the new concept of temporary ties that are aided through social networks. It also describes the work in progress and findings so far on the use of social networking technology and habits for aiding knowledge management initiatives.
Organizational Models and Enterprise Strategies, 2012
This chapter gives a brief introduction to Knowledge Management (KM) and its components, emphasizing the role Social Networks (SNs) can play on KM. The authors will delineate the benefits of collaboration between the concept of Social Networking and the process of KM. With the advent of Web 2.0 technologies, it is a natural evolutionary outcome that SNs have driven the advancement of KM, and conversely KM has driven the advancement of SNs. In certain instances, SNs and KM have a symbiotic relationship whereby one cannot exist without the other. Moreover, an impact analysis will be performed to show that while SNs are an outcome of KM, both require each other in order to succeed where Social Software fits. This chapter is particularly intended to cater to the needs of librarians in a corporate environment and to show the impact and benefits of SNs and KM in the information world.
Social networks have gained large popularity in the last few years and successfully entered the private life of the internet savvy people providing them new tools for entertainment, sharing pictures and information, for communication, etc. At the same time, Web 2.0 is offering many opportunities to public and private organizations worldwide to collect feedback from their customers, ideas and knowledge from on-line communities or more generally take advantage from 'the wisdom of the crowd'. Due to their popularity, social networks have become useful tools in various management activities and have provided many gains to people, who are using them. Knowledge management could avail itself also on social networks in the analyses of the relationships between employees, and the identification of knowledge flows. At the same time, people use various channels and models for communication and exchange of information and ideas. Here, social networks have a lot to offer and their wider utilization for various knowledge management processes could be further explored. The aim of this paper is to provide an overview of the usage of social networks in knowledge management and the advantages that could be taken by using them. Initially, the authors focus on the theoretical aspects of social networks and their role in knowledge management. Subsequently, some ideas are presented for the application of social networks in different knowledge management processes, e.g. knowledge creation, knowledge sharing, knowledge evaluation, knowledge acquisition, knowledge collaboration, etc. Finally, the authors consider possible benefits from the point of view of the social network's users and their organization.
The burst of Web 2.0 technology and social networking tools manifest different styles of learning and managing knowledge among both knowledge workers and adult learners. In the Western countries, open-learning concept has been made popular due to the ease of use and the reach that the technology provides. In Malaysia, there are still some gaps between the learners’ acceptance of technology and the full implementation of the technology in the education system. There is a need to understand how adult learners, who are knowledge workers, manage their personal knowledge via social networking tools, especially in their learning process. Four processes of personal knowledge management (PKM) and four cognitive enablers are proposed supported by analysed data on adult learners in a university. The model derived from these processes and enablers is tested and presented, with recommendations on features to be included in adult learners’ learning environment.
Jurnal Manajemen Indonesia Vol 12 No 4 ISSN: 1411-7835, 2013
As a part of Social Computing, Social Network Analysis is recognized as a methodology to understand relationships between the actors and modeling them into graph theory, while Knowledge Management comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. The organization ability to manage their intellectual capital is crucial for business sustainability. This paper will present the idea on how knowledge is disseminated effectively by the help of Social Network Analysis
2014
By submitting this thesis/dissertation electronically, I declare that the entirety of the work contained therein is my own, original work, that I am the sole author thereof (save to the extent explicitly otherwise stated), that reproduction and publication thereof by Stellenbosch University will not infringe any third party rights and that I have not previously in its entirety or in part submitted it for obtaining any qualification.
Personal knowledge networks have been primarily conceived by researchers with regard to the inter-firm knowledge sources between organisations, where networks are informal and personal. Instead of looking at the organisational context, some researchers investigate the intra-firm aspects at personal level of organisational knowledge networks, where knowledge management processes start and end. In a recent study on agent-mediated personal knowledge management (PKM) processes, an interview survey has been conducted to investigate the needs of organisations in tapping the personal knowledge networks among the employees by understanding the processes of managing knowledge at personal level. It also attempts to justify the knowledge sources for agent-mediation that are not only characterised by the usual knowledge repositories and databases, but also the knowledge experts within and outside of an organisation. The survey covers two main industries in Malaysia, which are Service and Education, in which the sampling of experts for respondents is made on these two industries. This paper analyses and discusses the results of this interview survey, to contribute to the domain of agent technology in mediating the human knowledge worker’s PKM processes. It then recommends future works in modelling the bottom-up approach of PKM-OKM, where personal knowledge networks manifest the organisational knowledge management with the help of software agents.
Journal of Organizational Computing and Electronic Commerce
Social media comprise the set of tools identified as blogs, wikis, and other social networking platforms that “enable people to connect, communicate, and collaborate.” These tools create a dynamic, complex information infrastructure that enables easier, faster, and more widespread sharing of information. These affordances make possible phenomena such as viral processes, and they can change how we are able to work and organize. This article explores the impact of this emerging knowledge ecosystem (KE) on some prominent characteristics of knowledge and knowledge management (KM) models through an exploratory critical review of popular epistemological perspectives and conceptual foundations underlying KM models. We find that this emerging KE requires a revisiting of both the social aspects of knowledge creation and some popular notions of enterprise knowledge management.
This paper presents an analytical framework for an effective online personal knowledge management (PKM) of knowledge workers. The development of this framework is prompted by our qualitative research on the PKM processes and cognitive enablers of knowledge workers in eight organisations selected from three main industries in Malaysia. This multiple-case research identifies the relationships between the effectiveness of four online PKM processes: get/retrieve, understand/analyse, share, and connect. It also establishes the importance of cognitive enablers that mediate this relationship, namely, method, identify, decide and drive. Qualitative analysis is presented as the findings, supported by the preceded quantitative analysis on an exploratory questionnaire survey.
Across the literature, there is a gradual development of research on personal knowledge management (PKM) from theoretical to technical perspective on managing personal knowledge over the computer and internet technologies. This research domain has aroused the interest of researchers in Malaysia with the introduction of a PKM model to accommodate the understanding of PKM among knowledge workers. In this model, called the GUSC model, there are four main processes, which are get knowledge, understand knowledge, share knowledge and connect to knowledge sources. This model entails four cognitive enablers that are proposed to mediate the PKM processes. This paper analyses the quantitative data on the GUSC model to further understand the roles of software agents in mediating human’s PKM processes. It also analyses the role of cognitive enablers as mediating factors for the PKM processes, which are seen as potential strong notions for software agency. The results of the analysis show the significance of ‘connect’ as a role of an agent that depends on the rest of the factors. Based on the quantitative findings, it is recommended that the GUSC model is used to conceptualise an agent-based system, with cognitive enablers to determine the appropriate BDI structure for the system.
Online Information Review, 2009
Purpose -The purpose of this paper is to discuss new approaches for managing personal knowledge in the Web 2.0 era. The paper questions whether Web 2.0 technologies (social software) are a real panacea for the challenges associated with the management of knowledge. Can Web 2.0 reconcile the conflicting interests of managing organisational knowledge with personal objectives? Does Web 2.0 enable a more effective way of sharing and managing knowledge at the personal level? Design/methodology/approach -Theoretically deductive with illustrative examples. Findings -Web 2.0 plays a multifaceted role for communicating, collaborating, sharing and managing knowledge. Web 2.0 enables a new model of personal knowledge management (PKM) that includes formal and informal communication, collaboration and social networking tools. This new PKM model facilitates interaction, collaboration and knowledge exchanges on the web and in organisations. Practical implications -Based on these findings, professionals and scholars will gain a better understanding of the potential role of Web 2.0 technologies for harnessing and managing personal knowledge. The paper provides concrete examples of how Web 2.0 tools are currently used in organisations. Originality/value -As Web 2.0 has become integrated in our day-to-day activities, there is a need to further understand the relationship between Web 2.0 and PKM. ). The concept has evolved over time and now involves organising personal information, making sense of information, negotiating meaning, creating new ideas, developing networks, collaborating, sharing and interacting . PKM environments integrate individual work environments and infrastructures to support joint creation, distribution, sharing and application of knowledge . Web 2.0 (O' Reilly, 2005) or the Social Web has introduced new concepts and tools that are able to operationalise a more social-centric vision. Online social networking systems, such as LinkedIn, MySpace and Facebook, allow people to manage their interaction with others on a massive scale. Blogs, microblogs (e.g. Twitter) and instant messaging tools (e.g. Skype) have provided new communication tools to interact more effectively with others in opened communities. Finally, radically new tools have emerged, such as Wikis (Wikipedia) and social bookmarking (Delicious), aimed at directly supporting PKM and fostering collective intelligence. This perspective has appeared so relevant and so promising that many specialists consider this approach to be the future of knowledge management, hoping that these new tools will contribute to realising the challenge of managing knowledge . Yet this perspective raises a number of questions related to the application of a vision that was born from the need to incorporate more of the social dimension and to better fit the individual needs of knowledge workers .
Individuals need to survive and grow in changing and sometimes turbulent organizational environments, while organizations and societies want individuals to have the knowledge, skills and abilities that will enable them to prosper and thrive. Personal Knowledge Management (PKM) is a means of coping with complex environmental changes and developments: it is a form of sophisticated career and life management. Personal Knowledge Management is an evolving concept that focuses on the importance of individual growth and learning as much as on the technology and management processes traditionally associated with organizational knowledge management. This book looks at the emergence of PKM from a multi-disciplinary perspective, and its contributors reflect the diverse fields of study that touch upon it. Relatively little research or major conceptual development has so far been focused on PKM, but already significant questions are being asked, such as 'is there an inherent conflict between personal and organizational knowledge management and how best do we harmonize individual and organizational goals?' This book will inform, stimulate and challenge every reader. By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.
The concept embodying agent-mediated personal knowledge management (PKM) manifests a bottom-up process of organisational knowledge management (OKM) in achieving collective goals. Exploiting this concept from the perspective of crossing organisational boundaries and into the realm of social network, the concept of social intelligence is proposed. Social intelligence has been defined in many aspects, one of which is the sociability characteristics of a software agent in performing tasks over a social network. In modelling the PKM framework, intelligent agents are assigned with tasks to assist their human counterparts, where the PKM processes are enacted as a series of getting, understanding, and sharing knowledge and connecting to others for knowledge, over the social network. The critical issue is to identify and ‘locate’ knowledge experts for further enlightenment of one’s personal knowledge. Considering the advantages of social network and the congruence between PKM processes and Nonaka’s SECI model, the emergence of social intelligence is investigated in this paper by analysing the responses to a questionnaire survey on PKM processes. This paper also discusses the limitations of this research vis-à-vis the current practice in which the e-mail is predominantly used to manage personal knowledge. In resolving the issues identified, a nodal approach to agent-mediated PKM is proposed to model the emergence of social intelligence, where knowledge workers work cooperatively with software agents in a virtual workspace called a node. It then analyses the processes by characterising these nodes as intelligent social entities.
Advances in IT Standards and Standardization Research, 2019
Knowledge-work is a discretionary behavior, and knowledge-workers should be viewed as investors of their intellectual capital. That said, effective knowledge-work is mostly dependent on the performance of individual knowledge-workers who drive the success of knowledge-intensive organizations. Therefore, the study takes the perspective of personal knowledge management in enforcing the effectiveness of knowledge-work activities. This study empirically demonstrates that knowledge-workers' behaviors are dependent on their motivation, ability and opportunity to perform knowledge-work activities. This study provides insights and future directions for research on knowledge-work as a discretionary behavior in organization and the factors influencing it. Scholars can investigate the effect of empowerment of individuals on their tendency to knowledge-creation, knowledge-sharing and knowledge-application. Since personal-knowledge often raise the issue of knowledge ownership, further attent...
Recently research interest in Knowledge Management (KM) has grown rapidly. Companies regard intellectual capital as important asset and strive to deploy KM in an organization to gain a competitive edge. Many organizations currently engage in knowledge management in order to leverage knowledge both within the:r organization and externally to their shareh이ders and customers. Most of the previous research related to KM are dedicated to investigate the role of information technology in exσacting, capturing, sharing, coverting organizational knowledge. Knowledge workers, however, are paid less attention though they are the key players in KM activities such as knowledge creation, dissemination, capture and conversion. We regard knowledge workers as a majcr component of KM and starting point of understanding organizational knowledge activities. Therefore we adopt a method to understand and analyze knowldge workers' social relationships In this paper we investigate Social Network Analysis (SNA) as a tool for analyzing knowledge network. We introduce the basic concept of SNA and suggest a framework for implementing knowledge network by explainin 6 how SNA can be used for analyzing knowledge network. We also propose a nurnerical method for identifying knowledge workers using SNA after c1assifying knowledge workers. The suggested method is expected to help understanding key knowledge players within an organization.
Organizational Learning and Knowledge
The discipline of Personal Knowledge Management (PKM) is depicted in this chapter as a dimension that has been implicitly present within the scope and evolution of the Knowledge Management (KM) movement. Moreover, it is recognized as the dimension that brought forth Knowledge-based Development (KBD) schemes at organizational and societal levels. Hence, this piece of research work aims to develop parallel paths between Knowledge Management moments and generations and the PKM movement. KM will be depicted as a reference framework for a state-of-the-art review of PKM.
2008
Disintegrated channel of communication among knowledge workers (K-workers) within an organization may lead to an ineffective communication; hence, resulting in misinterpretation, miscommunication or intended messages do not get delivered properly. Currently, K-workers communicate mostly through face-to-face meetings, telephones, or emails. The disadvantages of these channels of communication include messages are not captured appropriately or information is unavailable when needed. Through such knowledge management (KM) enablers as wikis, blogs, and communities of practice (COP), a variety of channel of communication can be supported. However, having the KM enablers alone are insufficient because combinations of right mindset, trust, communication style are equally essential for K-workers who have common interests to share their knowledge, insights and experiences effectively. This paper aims at developing a framework on the vitality of having these blended components towards the future of effective social networking among K-workers. On macro perspective, the paper contributes on nurturing environment that can potentially produce intangible external results to an organization.
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