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creating new, added, essential quality, Nebojsa Graca and Ana Lucija Gojakovic exclusivity <strong>of</strong> knowledge contained in <strong>the</strong> business <strong>of</strong>fer, competence <strong>of</strong> Knowledge Managers and IC Managers, capability <strong>of</strong> building capital <strong>of</strong> clienats... Above mentioned developing factors mainly refer to <strong>the</strong> quality <strong>of</strong> intellectual capital portfolio (ICP). ICP is built gradually along with <strong>the</strong> existance <strong>of</strong> proper strategy <strong>of</strong> development and research. Portfolio forming directly depends on <strong>the</strong> results <strong>of</strong> fundamental, applied research and development. The expert team <strong>of</strong> managers will choose <strong>the</strong> most effective means <strong>of</strong> protection and in accordance with <strong>the</strong>m build ICP, depending on: quality and all-inclusiveness <strong>of</strong> <strong>the</strong> obtained results, possibility <strong>of</strong> <strong>the</strong>ir application, market needs for new au<strong>the</strong>ntic services and products, available financial means, funding sources. Post-industrial society in <strong>the</strong> globalization creates a knowledge economy in which pr<strong>of</strong>itabile system <strong>of</strong> knowledge-intensive companies take a central position. In order to provide fur<strong>the</strong>r development <strong>of</strong> knowledge economy and knowledge-intenisve entrepreneurship, it is necessary to pay tribute to successful Knowledge Managers who have an exceptionally serious assignment in future. Complexity <strong>of</strong> <strong>the</strong>ir task is even greater because manager functions in companies exist, while <strong>the</strong> <strong>the</strong>ory <strong>of</strong> efficient knowledge managing in <strong>the</strong> knowledge-intenisve companies is just developing. References Alvesson, M. (1995) Management <strong>of</strong> Knowledge Intensive Companies , Berlin/New York: de Gruyter. Alvesson, M. (2000) 'Social identity and <strong>the</strong> problem <strong>of</strong> loyalty in knowledge-intensive companies', Journal <strong>of</strong> Management Studies , vol. 37, no. 8, pp.1101-1123. Alvesson, M. (2001) 'Knowledge work: ambiguity, image and identity', Human Relations , vol. 54, no. 7, pp. 863- 886. Andriessen, D. (2001) ‘Weightless Wealth - Four modifications to standard IC <strong>the</strong>ory’, Journal <strong>of</strong> Intellectual Capital, vol. 2, no. 3, pp. 204-214. Bettencourt, L.A. et al (2002) ‘Client Co-Production in Knowledge-Intensive Business Services’, California Management Review, vol. 44, no. 4, July, pp. 100-115. Bontis, N. (1998) ‘Intellectual capital: an exploratory study that develops measures and models’, Management Decision, vol. 36, no. 2, pp. 63-76. Bukowitz, W.R. and Williams, R.L. (1995) The Knowledge Management Fieldbook, London: Financial Times Prentice Hall. Graca, N. (2010) Consciousness and Knowledge Economy, Portfolio <strong>of</strong> <strong>the</strong> absolutely new knowledge - <strong>the</strong> scientific discoveries <strong>of</strong> nature <strong>of</strong> <strong>the</strong> consciousness and <strong>the</strong>ir application in <strong>the</strong> knowledge economy. Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital, London: Piatkus. Miles, I., Kastrinos, N. et al (1995) EIMS Publication N o 15, [Online], Available: http://cordis.europa.eu/eims/src/eims-15.htm [19 Mart 2011]. Morgan, G. (1989) Creative Organization Theory, California: SAGE Publications Inc. Polanyi, M. (1966) The Tacit Dimension , London: Routledge and Kegan Paul. Robertson, M. and Swan, J. (1998), ’Modes <strong>of</strong> organizing in an expert consultancy: a case <strong>of</strong> knowledge power and egos’, Organization, vol. 5, no.4, pp. 543-564. Roos, J. et al (1997) Intellectual capital: Navigating in <strong>the</strong> new business landscape, New York: New York University Press. Starbuck, W.H. (1992) 'Learning by knowledge-intensive firms', Journal <strong>of</strong> Management Studies, vol. 3, no. 4, pp. 262-275. Stewart, T.A. (1997) Intellectual Capital - The new wealth <strong>of</strong> organizations, New York: Doubleday. Sullivan, P.H. (1998) Pr<strong>of</strong>iting from Intellectual Capital - Extracting Value from Innovation, New York: John Wiley & Sons. World Intellectual Property Organization (2011) Convention Establishing <strong>the</strong> World Intellectual Property Organization, [Online], Available: http://www.wipo.int/treaties/en/convention/trtdocs_wo029.html [19 Mart 2011]. World Intellectual Property Organization (2011) About Intellectual Property, [Online], Available: http://www.wipo.org/about-ip/en/ [19 Mart 2011]. 348
Cyclic Process Model Transformation Norbert Gronau, Edzard Weber, Christ<strong>of</strong> Thim, Priscilla Heinze and Gergana Vladova University <strong>of</strong> Potsdam, Germany edzard.weber@wi.uni-potsdam.de christ<strong>of</strong>.thim@wi.uni-potsdam.de priscilla.heinze@wi.uni-potsdam.de gergana.vladova@wi.uni-potsdam.de Abstract: Process analysis usually focuses only on single and selected processes. It is ei<strong>the</strong>r existent processes that are recorded and analysed or reference processes that are implemented. So far no evident effort has been put into generalising specific process aspects into patterns and comparing those patterns with regard to <strong>the</strong>ir efficiency and effectiveness. This article focuses on <strong>the</strong> combination <strong>of</strong> dynamic and holistic analytical elements in enterprise architectures. Our goal is to outline an approach to analyse <strong>the</strong> development <strong>of</strong> business processes in a cyclical matter and demonstrate this approach based on an existent modelling language. We want to show that organisational learning can derive from <strong>the</strong> systematic analysis <strong>of</strong> past and existent processes from which patterns <strong>of</strong> successful problem solving can be deducted. Keywords: knowledge management, process model, process-oriented knowledge, cyclic process transformation 1. Introduction Since <strong>the</strong> rise <strong>of</strong> business process orientation, a plethora <strong>of</strong> modelling techniques and methods have been developed that can be used to visualise, optimise and simulate business processes. A lot <strong>of</strong> knowledge has been cumulated in those modelling and analysis sessions. Yet <strong>the</strong>re is no structured way to facilitate this knowledge for learning. Models are generated, analysed, applied and <strong>the</strong>n <strong>of</strong>ten forgotten. A broad knowledge base to design better processes lies fallow. There is <strong>of</strong>ten only a particularistic approach on analysing business processes, even though steps have been made to integrate different processes into an overarching model (Scheer and Nüttgens 2000, Mertins and Jochem 2000). Processes are <strong>of</strong>ten seen as static snapshots <strong>of</strong> activities within an organisation. There is no approach that focuses on <strong>the</strong> emergent process development and regards business processes as fluent objects that adapt to necessities with <strong>the</strong>ir own logic. According to <strong>the</strong> dimensions laid out above one can identify four different process analysis approaches (Table 1): Particularistic Holistic Static One process at a moment Consolidated organisation model Dynamic Different instances <strong>of</strong> <strong>the</strong> same process observed over time Different process classes observed over time Table 1: Process analysis approaches This paper focuses on <strong>the</strong> fourth approach, combining dynamic and holistic analytical elements. Our goal is to outline an approach to analyse <strong>the</strong> development <strong>of</strong> business processes in a cyclical manner and demonstrate this approach based on an existing modelling language. In that way we want to show that organisational learning can derive from <strong>the</strong> systematic analysis <strong>of</strong> past and existent processes from which patterns <strong>of</strong> successful problem solving can be deducted. 2. Processes, models and organisational learning This section deals with <strong>the</strong> link between process models and organisational learning. A knowledge based approach will serve as a <strong>the</strong>oretical umbrella and prepare <strong>the</strong> ground for <strong>the</strong> description <strong>of</strong> <strong>the</strong> cyclic transformation model. 2.1 Processes and models as knowledge sources Organizations store <strong>the</strong>ir experience with <strong>the</strong> efficient solution <strong>of</strong> problems in standard operating procedures and routines (Argyris and Schön 1978; Levitt and March 1988; Walsh and Ungson 1991). 349
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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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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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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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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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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Network Management as a way to Mana
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Eva Eckenhofer An
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Eva Eckenhofer par
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou includes
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Jamal El-Den and Xin Zhou Boyce, C.
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Tiit Elenurm development visions. C
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Tiit Elenurm companies the<
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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A proposed Framework for Discoverin
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2.3 Knowledge mapping Mohamad Ali F
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Mohamad Ali Feyz, Babak Akhgar and
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Chaordic Knowledge Management - Shi
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Intellectual Capital in Universitie
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Developing a Knowledge Strategy Usi
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Harold Harlow knowledge to create c
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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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Key Knowledge Sharing Points: Explo
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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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Pamela Chidiogo Izunwanne 2. Knowle
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Pamela Chidiogo Izunwanne 5.3 Organ
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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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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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Modelling Knowledge Sharing Into a
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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