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

Frank Habermann, Jörg Fehlinger and Karen Schmidt
Additionally, <strong>the</strong> system does not try to extract knowledge from people. Quite <strong>the</strong> opposite, by making
a compliment (“Thank you, I have learned from you!”), it identifies and highlights experts as being
most valuable and lets <strong>the</strong>m remain <strong>the</strong> knowledge host. Since <strong>the</strong> sender <strong>of</strong> knowledge does not
even have to know about a successful knowledge transfer, it can also happen implicitly (e.g. by
observation). Thus Complido fulfills even more <strong>of</strong> <strong>the</strong> outlined challenges (see figure 3), because it
goes beyond explicit and codified knowledge.
To fur<strong>the</strong>r test <strong>the</strong> mentioned <strong>the</strong>ses and improve <strong>the</strong> s<strong>of</strong>tware, <strong>the</strong> existing prototype is being piloted
with various targets groups, such as university students during <strong>the</strong>ir summer term as well as business
people from various industries.
References
Argyris, C., Schön, D. (1978) Organizational Learning: A Theory <strong>of</strong> Action Perspective, Addison-Wesley,
Reading.
Beinhauer, M. (2004) Knowledge Communities, Eul, Cologne, pp. 44-46.
Birkenkrahe, M. (2002) “How Large Multi-Nationals Manage Their Knowledge”, University <strong>of</strong> Auckland Business
Review, Volume 4, Issue 2, pp. 11-15.
BITKOM (2008) Enterprise 2.0, Analyse zu Stand und Perspektiven in der Deutschen Wirtschaft, Berlin.
Blackler, F. (1995) Knowledge, Knowledge Work, and Organizations: an Overview and Interpretation,
Organization Studies, Volume 16, Issue 6, pp. 1021-1046.
Bloom, B.S. et al. (1984) Taxonomy <strong>of</strong> Educational Objectives: The Classification <strong>of</strong> Educational Goals,
Longman, New York.
Bohn, R. (1994) “Measuring and Managing Technological Knowledge”, Sloan Management Review, Volume 36,
Issue 1, pp. 61-73.
Boisots, M. (2002) “The Structuring and Sharing <strong>of</strong> Knowledge”, in: Choo, C.W., Bontis, N. (ed.): Strategic
Management <strong>of</strong> Intellectual Capital and Organization Knowledge, pp. 65-77. Oxford University Press,
Oxford.
Boisots, M. (2006) “Moving to <strong>the</strong> edge <strong>of</strong> chaos: bureaucracy, IT and <strong>the</strong> challenge <strong>of</strong> complexity”, Journal <strong>of</strong>
Information Technology, Volume 21. pp. 239-248.
Boone, M., (2001) Managing Interactively: Executing Business Strategy, Improving Communication, and Creating
a Knowledge-Sharing Culture, Mc-Graw-Hill, New York et al.
Chua, A. Y. (2007) “The curse <strong>of</strong> success: Knowledge-management projects <strong>of</strong>ten look good in <strong>the</strong> beginning;
but <strong>the</strong>n problems arise”. Wall Street Journal, April 28 / R8.
Cross, R. et al. (2005) “A Practical Guide to Social Networks”, Harvard Business Review, March-April, Reprint,
pp. 1-9.
Cummings, J. (2003) Knowledge Sharing: A Review <strong>of</strong> <strong>the</strong> Literature, World Bank, Washington.
Desousza, K.C (2003) “Knowledge management barriers: Why <strong>the</strong> technology imperative seldom works”,
Business Horizons, Volume 46, Issue 1, pp. 25-29.
EFQM <strong>European</strong> Foundation for Quality Management, American Productivity & Quality Center, Knowledge
Management Network (1997): Knowledge Management and <strong>the</strong> learning organization, Best Practice Report,
Brussels et al.
Eijnatten, van F. (2001) “Chaordic Systems Thinking for Holonic Organizational Renewal”, Research in
Organizational Change and Development, Volume 13, pp.213-25.1
Erickson, T., Kellogg, W. (1999) “Towards an Infrastructure for Knowledge Communities”, in: Ackerman, M. et al.
(ed.): Beyond Knowledge Management: Managing Expertise, <strong>European</strong> <strong>Conference</strong> on Computer
Supported Cooperative Work (E-CSCW), Copenhagen, w/o. pp.
Fioretti, B, Visser, G. (2010) “A Cognitive Approach to Organizational Complexity”, in: Minati, G. et al. (ed.):
Systemics <strong>of</strong> Emergence – Research and Development, Springer, New York et al., pp. 594-514.
Forrester (2009) North American Technographics Customer Experience Online Survey, Q4 2009, Cambridge.
Govindarajan, V., Trimble, C. (2010) The O<strong>the</strong>r Side <strong>of</strong> Innovation – Solving <strong>the</strong> Execution Challenge, Harvard
Business Review Press, Boston.
Gratton, L. et al. (1999) Strategic Human Resource Management, Oxford University Press, Oxford.
Gurteen, D. (2010) “If Traditional Incentives Have a Negative Impact, What's <strong>the</strong> Workaround?”, The Gurteen
Knowledge Community, online: www.gurteen.com, accessed on March, 10, 2011.
Habermann, F. (2011) “Towards a Federated Architecture for Change Management - Lessons Learnt from
Quality Management and O<strong>the</strong>r Management Areas”, International Journal <strong>of</strong> Knowledge, Culture and
Change Management, Volume 11, Issue 1, pp. 18-29.
Handy, C. (1992) “Balancing corporate power: A new federalist paper”, Harvard Business Review, May-June, pp.
59-67.
Hey, T. (2010) “The Next Scientific Revolution”, Harvard Business Review, November-December, Reprint, pp. 1-
8.
Hock, D. (1999) Birth <strong>of</strong> <strong>the</strong> Chaordic Age, Berrett-Koehler, San Francisco.
Holland, J.H. (2006) "Studying Complex Adaptive Systems", Journal <strong>of</strong> Systems Science and Complexity,
Volume 19, Issue 1, pp 1-8.
406