Proceedings of the 8th International Conference on Intellectual ...

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Igor Hawryszkiewycz made by <strong>the</strong> client manager to <strong>the</strong> operations manager by <strong>the</strong> client manager, who decodes it and transmits it to a meeting to consider <strong>the</strong> request. The request and any decision are recorded by <strong>the</strong> document manager. It is at <strong>the</strong> meeting that all previous information is associated with <strong>the</strong> request and where learning on managing change takes place. Similarly a fault report is transmitted to a ‘fault report analysis meeting’ composed <strong>of</strong> <strong>the</strong> fault coordinator, fault report manager and repairers to analyze <strong>the</strong> fault and suggest a repair action. 2.4 Extending to complexity There are now many systems that exist in complex environments that need to deal with unanticipated messages. System evolution in complex environments has been described systematically using complexity <strong>the</strong>ory as interpreted in (Kovacs, 2004, Merali, 2006) for information systems and expressed in terms <strong>of</strong> changes to relationships. Broadly changes to a system can be described as: Support emergence to deal with complex problems. One example here would be where <strong>the</strong> fault coordinator finds that <strong>the</strong> fault cannot be repaired using what has been learned earlier and needs to create a special team to deal with <strong>the</strong> fault. This requires <strong>the</strong> emergence <strong>of</strong> a new activity ‘Transient report activity’. The ability to self organize at local levels in response to a wide variety <strong>of</strong> external changes which implies changes to network operations to meet newly negotiated requirements. This <strong>of</strong>ten requires reassessment <strong>of</strong> responsibilities and rearranging relationships between people in <strong>the</strong> business. This can mean adding new artifacts, changing people responsibilities and adding new roles, Ways to quickly set up new relationships that add to a person’s knowledge (Cross, Thomas, 2011) needed to accomplish <strong>the</strong>ir responsibility. The community model easily satisfies <strong>the</strong>se as it is possible to create new communities as needed. Responding to unanticipated events through <strong>the</strong> creation <strong>of</strong> special purpose communities (Hawryszkiewycz, 2007) – for example to create a team to respond to a system faults requiring identification <strong>of</strong> <strong>the</strong> cause <strong>of</strong> <strong>the</strong> fault. 3. Summary This paper described a framework for designing collaborative architectures to maintain collaboration between communities. It defined a community architecture as a combination <strong>of</strong> knowledge, monitoring, coordinating and assisting communities. It <strong>the</strong>n defined ways to model such architectures in detail. The detailed modeled focused on selected relationships. It <strong>the</strong>n defined a way to model knowledge flows based on living systems <strong>the</strong>ory. This defined message flows through <strong>the</strong> system and <strong>the</strong> responsibilities for processing for each role. These are <strong>the</strong>n used to define <strong>the</strong> services to be provided for each role. References Cova, B., Salle, R. (2008): “Marketing solutions in accordance with S-D logic: Co-creating value with customer network actors” Industrial Marketing Management 37, pp. 270-277, Elsevier Press Cross, R., Thomas, R. (2011): “A Smarter Way to Network” Harvard Business Review, July-August, 2011, pp. 149-153. Hawryszkiewycz, I.T. (2010): Knowledge Management: Organizing <strong>the</strong> Knowledge Based Enterprise: Palgrave- Macmillan. Hawryszkiewycz, I.T. (2007): “Lightweight Technologies for Knowledge Based Collaborative Applications” <strong>Proceedings</strong> <strong>of</strong> <strong>the</strong> IEEE CEC/EEE2007 <strong>Conference</strong> on E-Commerce Technology, Tokyo, July 2007, pp. 255-264. Kovacs, A.I., Ueno, H. (2004): “Towards Complex Adaptive Information Systems” <strong>Proceedings</strong> <strong>of</strong> <strong>the</strong> 2 nd <strong>International</strong> <strong>Conference</strong> on Information Technology and Application, Lane, T., Swanson, G.A. (1993): “Application <strong>of</strong> Living Systems Theory to <strong>the</strong> Study <strong>of</strong> Management and Organizational Behavior, Vol. 38, No.3. McAfee, A.P. (2006): “Enterprise 2.0: The Dawn <strong>of</strong> Emergent Collaboration” MIT Sloan Management Review, Spring 2006, pp. 21-28. Mintzberg, H. (2009): “Rebuilding Companies as Communities” Harvard Business Review, Vol. 84, No. 4, July- August, 2009, pp. 140-143. Merali, Y., McKelvey, B. (2006): “Using Complexity Science to effect a paradigm shift in Information systems for <strong>the</strong> 21 st . century” Journal <strong>of</strong> Information Technology 21, pp. 211-215. Miller, J. (1978): “Living Systems” McGraw-Hill, New York. Pisano, G.P., Verganti, R. (2008): “What Kind <strong>of</strong> Collaboration is Right for You”. Harvard Business Review, Vol. 83, No. 8, December 2008, pp. 80-86. 232
Igor Hawryszkiewycz Prahalad, C.K., Krishnan, M.S. (2008): The New Age <strong>of</strong> Innovation. McGraw-Hill. Scott Cowan, F., Allen, J.K., Mistree, F. (2006): “Functional Modelling in Engineering Design: a Perspectival Approach Featuring Living Systems Theory” Systems Research and Behavioral Science, 23, pp. 365-381. Vargo, S.L., Lusch, R.F. (2008): “From goods to service(s): Divergences and convergences <strong>of</strong> logics” Industrial Marketing Management 37, pp. 254-259, Elsevier Press. Vidgen, R., Wang, X. (2006): “From business process management to business process ecosystem” Journal <strong>of</strong> Information Technology, 21, pp. 262-271. 233
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Page 211 and 212: Ronny Gey A first limitation we wer
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Page 215 and 216: Kenneth Grant The diffusion was stu
Page 217 and 218: Kenneth Grant A detailed computer-s
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Page 223 and 224: Michel Grundstein although hundred
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Page 231 and 232: 6. Conclusions and perspectives Mic
Page 233 and 234: Intellectual Property Valuation Dec
Page 235 and 236: Hezlin Harris et al. (Burrone and S
Page 237 and 238: Hezlin Harris et al. The need for s
Page 239 and 240: Acknowledgements Hezlin Harris et a
Page 241 and 242: Managing an Assessment Process <str
Page 243 and 244: Table 1: List of N
Page 245 and 246: Shaheed Hartley Table 3: OEQ respon
Page 247 and 248: Shaheed Hartley It is very difficul
Page 249 and 250: A Community Framework for Knowledge
Page 251 and 252: Igor Hawryszkiewycz between communi
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Page 265 and 266: Does Knowledge Stickiness Affect a
Page 267 and 268: Nurul Indarti knowledge (Nelson and
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Page 275 and 276: Organizational Learning in Pr<stron
Page 277 and 278: Brigita Janiunaite et al. learn and
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Page 285 and 286: Brigita Janiunaite et al. learning
Page 287 and 288: Balancing the Ince
Page 289 and 290: Giedrius Jucevičius safeguard and
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Page 295 and 296: Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Annukka Jyrämä et al. Respondents
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Annukka Jyrämä et al. various cit
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Annukka Jyrämä et al. example hea
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Managing Information Overload - Tea
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Harri Ketamo conceptual structure a
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Harri Ketamo limited to YouTube, Fl
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Harri Ketamo Figure 8: Visualizatio
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Farmers’ Knowledge Management in
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2.1 Farmer knowledge Le Nguyen Doan
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Le Nguyen Doan Khoi days needed for
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Le Nguyen Doan Khoi dosage. Moreove
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Le Nguyen Doan Khoi use homemade in
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Developing Human Capital through Ne
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Eric Kong organisation as individua
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Eric Kong As described by Tosey and
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Eric Kong Craft, A. (2001) "Neuro-l
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Sophie Le Bellu and Benoit Le Blanc
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Results Sophie Le Bellu and Benoit
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Pornpen Lertthasanawong and Nopasit
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2. Literature review Ya-Hui Ling 2.
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Ya-Hui Ling action of</stro
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Intellectual Capital Intellectual C
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Ya-Hui Ling Hitt, M.A., Hoskisson,
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Maksim Maksimovic et al paper prese
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Maksim Maksimovic et al 4. Lean kno
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Maksim Maksimovic et al of<
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Maurizio Massaro and Andrea Moro <s
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Maurizio Massaro and Andrea Moro Pr
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Maurizio Massaro and Andrea Moro hi
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Maurizio Massaro and Andrea Moro Si
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Helen Mitchell and Dennis Viehland
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Figure 1: KMS Framework for collabo
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Mohd Zali Mohd Nor et al. Ano<stron
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Mohd Zali Mohd Nor et al. Table 4:
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Mohd Zali Mohd Nor et al. KQ8 provi
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Maria Cristina Morariu economy and
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Table 1: Literature review summary
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Maria Cristina Morariu ATO = Turnov
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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