Proceedings of the 12th European Conference on Knowledge ...

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Jamal El-Den and Xin Zhou 5. After testing weaknesses and strengths <strong>of</strong> processes. 6. Customer data Organizational explicit knowledge is easily acquired by processing information using different data mining technologies. In contrast, organizational tacit knowledge which is based on communication, collaboration, and cooperation is hard to be shared and externalized and requires a proper collaborative working environment and system. The KM system toge<strong>the</strong>r with a group-support system for collaboration and knowledge externalization facilitate <strong>the</strong> release <strong>of</strong> ideas, opinions, thoughts, expertise, and experience which are essential for <strong>the</strong> phases <strong>of</strong> <strong>the</strong> BPR process. Consequently, this leads to knowledge mapping <strong>of</strong> tacit into explicit knowledge which, combined with <strong>the</strong> results from data mining form <strong>the</strong> basis for <strong>the</strong> to-be system being developed. The Tiered Knowledge Management Model (TKMM) below demonstrates <strong>the</strong> above arguments. Figure 2: Tiered Knowledge Management Model (TKMM) 3.3 Business/Project Environment analysis BPR takes place not only based on “demands for change” within <strong>the</strong> organization but also as a result <strong>of</strong> analysis <strong>of</strong> <strong>the</strong> environment, competitiveness, buyers power, suppliers power, and rivalry among competitors. Today, strategic planners and developers recognize that process change initiatives are also highly dependent and driven by environmental competitive with factors such as deregulation, globalization, technical obsolescence, demands for better customer service and past failures, ra<strong>the</strong>r than merely <strong>the</strong> desire for internal productivity gains (William & James,1998). In this situation, KM also acts as an enabler for better execution <strong>of</strong> <strong>the</strong> processes/projects involved in <strong>the</strong> BPR phases. Organization, under such constant pressures, cannot afford to change <strong>the</strong> way <strong>the</strong>y do business and reengineer new systems, projects and processes constantly. They should quickly provide better solutions and services for <strong>the</strong> processes based on existing knowledge/know-how/expertise <strong>of</strong> existing processes and functionalities, hence <strong>the</strong> need for support from an effective and efficient KB which provides <strong>the</strong> necessary knowledge about how, what, and who does what in <strong>the</strong> organization. These act as an integral support mechanism for <strong>the</strong> developers or engineers. 3.4 Project environment analysis The three driving forces behind this radical change are an extension <strong>of</strong> Porter’s (Porter, 1980, 1985, 1990) work on competitive advantage, and were summarized by (Hammer & Champy, 1993) as: Customers who can now be very diverse, segmented, and are expectant <strong>of</strong> consultation, Competition that has intensified to meet <strong>the</strong> needs <strong>of</strong> customers in every niche, and Change that has become pervasive, persistent, faster and in some markets a pre-requisite. Business intelligence applications are also used to ga<strong>the</strong>r and organize data and information existing in internal sources (Luan & Serban, 2002). Some <strong>of</strong> <strong>the</strong>se applications, such as “MicroStrategy Transactor”, can “collect data from back-end databases, Web servers, and enterprise resource planning (ERP) systems, according to predefined criteria. It <strong>the</strong>n pushes that information out as actionable content in eXtended Markup Language (XML) format, so a desktop computer with a Web browser, a personal digital assistant, and even a telephone enabled with <strong>the</strong> Wireless Application Protocol (WAP) subset <strong>of</strong> XML can receive it. A user who has received this information can send back an action request which in turn prompts a back-end system to complete a transaction” (Gill, 2000). 270
4. Learning from o<strong>the</strong>rs Jamal El-Den and Xin Zhou This phase in <strong>the</strong> BPR process is extremely important as a source <strong>of</strong> knowledge for <strong>the</strong> following phases <strong>of</strong> <strong>the</strong> methodology. The issue here is not what developers learn about <strong>the</strong> legacy system but how and what knowledge is to be retained as a result <strong>of</strong> this learning process. Clearly, <strong>the</strong> existence <strong>of</strong> a support system here which will assist <strong>the</strong> developers to fulfill <strong>the</strong> learning task is integral to success. Relying on existing diverse technological support for communication is not, in our opinion, a solution to developing a sound learning from o<strong>the</strong>rs but a group-support system which provides <strong>the</strong> different functions in <strong>the</strong> KM process is necessary. The key ingredients in this step are: How/what to do with <strong>the</strong> knowledge gained from customers’ perception <strong>of</strong> <strong>the</strong> business How/what to do with <strong>the</strong> knowledge gained from users <strong>of</strong> <strong>the</strong> legacy system regarding <strong>the</strong> processes and how-to do in <strong>the</strong> system How/what to do with knowledge gained from associates in <strong>the</strong> organization in regards to strategies and goals How/what/which technology should be adopted with <strong>the</strong> introduction <strong>of</strong> <strong>the</strong> new system The combined KM features and <strong>the</strong> developed group-support system provide answers in this phase <strong>of</strong> <strong>the</strong> BPR. 5. Create vision and design new business process model After successful completion <strong>of</strong> first two phases <strong>of</strong> problem definition and learning from o<strong>the</strong>rs, BPR developers need to consider creating vision and designing <strong>the</strong> to-be processes. This phase is highly depends on <strong>the</strong> developers’ creativity and imagination and based on <strong>the</strong>, now, available knowledge in <strong>the</strong> KB. The vision statement is not about what <strong>the</strong> company currently is, but what <strong>the</strong> company hopes to become. Teams need to develop a vision <strong>of</strong> what <strong>the</strong>y want <strong>the</strong> new process to be and how <strong>the</strong>y will achieve it. The vision is developed taking into considerations aspects from explicit and tacit knowledge. As an example, a vision statement may acknowledge that <strong>the</strong> company already meets industry standards in customer support, while at <strong>the</strong> same time setting goals for moving customer care to a higher level within a given time period (http://www.wisegeek.com/what-is-a-visionstatement.htm). BPR is a strategic action and requires a clear understanding <strong>of</strong> customers, market, industry and competitive directions. Fur<strong>the</strong>rmore, like any o<strong>the</strong>r strategic action, it requires consistency between <strong>the</strong> company’s business strategy and vision. Defining business strategy and developing a strategic vision requires understanding <strong>of</strong> <strong>the</strong> company’s strengths and weaknesses, which can only be available if captured, nurtured, transformed and retained in a KB, and <strong>the</strong> market structure and opportunities (Attaran, 2003) which also depends on <strong>the</strong> availability <strong>of</strong> such information from DB’s and <strong>the</strong> knowledge base. This phase consists <strong>of</strong> <strong>the</strong> two stages: understanding <strong>the</strong> selected business processes and creating vision to redesign <strong>the</strong> new business processes. During <strong>the</strong> first two phases <strong>the</strong> BPR group members engaged in <strong>the</strong> reengineering process form an understanding <strong>of</strong> <strong>the</strong> current processes and activities through KB access, discussions, observations, and interviews. In o<strong>the</strong>r words, <strong>the</strong>re is a substantial accumulation/capture <strong>of</strong> categorized types <strong>of</strong> knowledge (explicit and tacit knowledge) by developer(s). This tacit knowledge cannot be limited to <strong>the</strong> employees’ know-how, but also <strong>the</strong>ir thoughts, opinions and ideas. The use <strong>of</strong> information and communication technologies can only partly help <strong>the</strong> externalization <strong>of</strong> tacit knowledge, as much <strong>of</strong> that knowledge is transformed by observations, skills, body language, physical demonstration, doing, and repetition (EI-den, 2008). The externalization and retention <strong>of</strong> <strong>the</strong> important tacit knowledge is integral and critical for <strong>the</strong> vision creating phase. Current KM technologies intend to improve, enhance, and/or enable knowledge externalization contrary to <strong>the</strong> traditional fulfillment <strong>of</strong> activities in o<strong>the</strong>r disciplines through <strong>the</strong> use <strong>of</strong> technology. This is mainly due to <strong>the</strong> elusive nature <strong>of</strong> knowledge and <strong>the</strong> resulting diverse KM processes and knowledge conversion activities (EI-den, 2008) The diversification <strong>of</strong> KM technologies and products can be used to support this phase. Based on <strong>the</strong> purposes <strong>the</strong>y serve, <strong>the</strong>y can be classified in one or more <strong>of</strong> <strong>the</strong> following categories: business intelligence, collaboration, content and document management, e-learning, knowledge base, portals, customer relationship management, data mining, workflow, and search (Luan & Serban, 2002). Especially, <strong>the</strong> KM technologies such as Groupware Support System (GSS) can be used to capture a huge tacit knowledge and retain this knowledge for developing a completed vision. The knowledge 271
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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Xiaoyan Bai, David White and David
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Simona-Clara Bârsan, Mihaela-Georg
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Didiosky Benítez et al meanings ac
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Didiosky Benítez et al In previous
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Didiosky Benítez et al Academic p
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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José Manuel Cardenas and Mauro Spi
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Vincenzo Cavaliere and Daria Sarti
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Charles Gagné et al intermediary d
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Adoption of Knowle
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1.1.2 SMEs and KMS Tendayi Gondo an
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Tendayi Gondo and Edmore Kori ambit
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Tendayi Gondo and Edmore Kori <stro
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Tendayi Gondo and Edmore Kori demon
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The Chain Value Process and Knowled
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Manel González-Piñero et al Captu
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4. What a biofeedb
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Manel González-Piñero et al The p
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References Manel González-Piñero
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Nebojsa Graca and Ana Lucija Gojako
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creating new, added, essential qual
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Norbert Gronau et al Those processe
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Norbert Gronau et al systematic mod
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Instance Schema Figure 4: Cyclic tr
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Norbert Gronau et al 4.2 Feasibilit
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Receive suggestions Compare suggest
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The Not-Invented-Here Syndrome in A
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David Grosse Kathoefer and Jens Lek
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Opinion of colleag
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Appendix David Grosse Kathoefer and
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Individual Level Influencers on Tac
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Claire Gubbins et al that such know
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Claire Gubbins et al “my thing wi
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Claire Gubbins et al Cabrera, A., C
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Oscar Guerra and Janeth Rojas Accor
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Oscar Guerra and Janeth Rojas Figur
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Why does knowledge transfer process
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3.7 Monitoring and control Oscar Gu
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Understanding Personal Knowledge De
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Markus Haag and Yanqing Duan In ord
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Markus Haag and Yanqing Duan 4.2 In
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Chaordic Knowledge Management - Shi
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Intellectual Capital in Universitie
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Table 3: Opinions about Human Capit
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Meliha Handzic and Kursad Ozlen How
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Developing a Knowledge Strategy Usi
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Harold Harlow knowledge to create c
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3.1 TKI Regression results Harold H
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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Table 3: Distribution of</s
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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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Ciara Heavin and Frederic Adam prov
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski identif
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Thomas Janke room for communication
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Thomas Janke 4. Reference implement
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Thomas Janke The rule states that w
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Thomas Janke Softw
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Claudia Jooß et al Regarding <stro
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Claudia Jooß et al learning (cf. B
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Integration of Kno
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Knowledge Management Across <strong
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5. Conclusions Aino Kianto, Tatiana
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Facilitating Knowledge Sharing in V
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Monique Lortie and Lise Desmarais e
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Modelling Knowledge Sharing Into a
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From Knowledge Acquisition to Knowl
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2.3.4 Types of Kno
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