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4.2.1 Discussion – Case 2 Tore Hoel and Jan Pawlowski By design <strong>the</strong> scoping phase <strong>of</strong> a new standardisation project is an important Key Knowledge Sharing Point. This is <strong>the</strong> time where all critical dimensions <strong>of</strong> a project are defined: aims, scope, project team, resources, time frame, etc. If <strong>the</strong>se aspects are not sufficiently detailed and resolved <strong>the</strong> design, sense-making and negotiation processes will be strained with tasks not contributing to an efficient standardisation process. In <strong>the</strong> design <strong>of</strong> anticipatory standards this is especially important as this category <strong>of</strong> standards is <strong>of</strong>ten subject to scope creep (uncontrolled change <strong>of</strong> scope) as nobody is able to foresee what is needed in <strong>the</strong> future. The focus on funding instead <strong>of</strong> on <strong>the</strong> technical needs increases <strong>the</strong> danger <strong>of</strong> scope creeps. The case study showed that <strong>the</strong> point <strong>of</strong> time was right, but <strong>the</strong> sharing context did not allow for <strong>the</strong> right key knowledge to emerge. Knowledge related to alternative methods <strong>of</strong> development and design was transferred as fixed or frozen artefacts, encapsulated in <strong>the</strong> standards <strong>the</strong> authors suggested as a starting point for <strong>the</strong> work. It is expected that <strong>the</strong> proposal clarifies what technologies on which <strong>the</strong> new solution will be built. However, if <strong>the</strong> base standards are not opened up for translation, <strong>the</strong> implicit methods will not be exposed. In <strong>the</strong> document analysis <strong>the</strong> base standards act as immutable mobiles ra<strong>the</strong>r than key knowledge objects under transformation. 5. Towards a prescriptive <strong>the</strong>ory We have seen that <strong>the</strong> multifaceted KKSP concept is useful studying crossroads in global innovation projects. The notion <strong>of</strong> a crossroad comes with an understanding <strong>of</strong> a choice between different directions. In <strong>the</strong> simplified model <strong>of</strong> <strong>the</strong> innovation process described by Tidd and Bessant (2009) <strong>the</strong> concept is particularly useful in <strong>the</strong> second stage <strong>of</strong> <strong>the</strong> process: Select – what are we going to do – and why?, <strong>the</strong> step that comes after Search – how can we find opportunities for innovation? However, a fur<strong>the</strong>r development <strong>of</strong> <strong>the</strong> KKSP concept towards a prescriptive <strong>the</strong>ory should give guidance on how to make a rational choice <strong>of</strong> direction. In <strong>the</strong> case <strong>of</strong> LET standardisation this should contribute to enhanced legitimacy for <strong>the</strong> activity. Going back to <strong>the</strong> overall objective <strong>of</strong> standards <strong>the</strong> authors <strong>of</strong> this paper acknowledge that implementors and end users alike want to push into <strong>the</strong> background routinised actions that could be called by reference. We want systems “just to work”, not knowing what goes on behind <strong>the</strong> scene. However, sometimes when a system is questioned (e.g., <strong>the</strong> legitimacy breaks down due to errors or accusations that one particular interest is favoured by <strong>the</strong> standard, s<strong>of</strong>tware, system or service) we want to check. And we want to make sure that new systems are based on sound principles. Therefore, on a regular basis, we need to be able to foreground <strong>the</strong> punctualised actants. The prescriptive steps we are searching for is <strong>the</strong> ones that let us identify and reopen <strong>the</strong> black boxes. The actor network <strong>the</strong>ory sees order always as a provisional state. Networks needs continual maintenance. This was demonstrated by both case studies. The first case study showed that Key Knowledge needs to be revisited again and again in order to mobilise <strong>the</strong> network. In <strong>the</strong> second case we observed that even if <strong>the</strong> network was mobilised (a team was making a proposal) translation <strong>of</strong> key knowledge was missing. Callon (1986) have described <strong>the</strong> translation process in three steps that broadly correspond to <strong>the</strong> Design - Sense-making - Negotiation process Fomin et al. (2003) used to <strong>the</strong>orise about <strong>the</strong> standardisation process. These steps include Problematisation (setting up <strong>the</strong> objectives, identifying actants, etc.); Interessement and Enrollment; and Mobilisation. Problematisation includes an identification <strong>of</strong> one or more Obligatory Point <strong>of</strong> Passage. In an actor network concerned with LET standardisation some actors may have a position that gives <strong>the</strong>m a disproportionate influence on <strong>the</strong> problem definition, e.g., certain stakeholder groups or in <strong>the</strong> case <strong>of</strong> <strong>the</strong> new work items in <strong>the</strong> CEN group, <strong>the</strong> <strong>European</strong> Commission. The KKSPs are definitely found in Obligatory Points <strong>of</strong> Passage. However, <strong>the</strong>se are concepts <strong>of</strong> different granularity. We would assume that KKSPs could be found all over <strong>the</strong> network, depending a network node is opened for translation. The interesting perspective arising from analysing <strong>the</strong> KKSP concept in relation to <strong>the</strong> process stage <strong>of</strong> Problematisation is that it gives us an idea how we could fur<strong>the</strong>r develop <strong>the</strong> concept in a prescriptive setting. 6. Conclusion In this paper we have explored a new concept <strong>of</strong> Key Knowledge Sharing Point as a contribution to <strong>the</strong> methods development within a subdomain <strong>of</strong> global technology innovation. The concept is constructed as <strong>the</strong> intersection between Key Knowledge - Key Sharing Point - Key Timing. We have 442
Tore Hoel and Jan Pawlowski done a first validation <strong>of</strong> <strong>the</strong> construct in two steps, applying <strong>the</strong> concept in <strong>the</strong> context <strong>of</strong> setting up a process, and in <strong>the</strong> context <strong>of</strong> defining how <strong>the</strong> process should be designed. We have used <strong>the</strong> KKSP concept to describe key characteristics <strong>of</strong> processes. However, our aim is to come up with a concept that has prescriptive qualities, i.e., a concept that contributes to steer <strong>the</strong> activity in a more optimal direction. To achieve this we need fur<strong>the</strong>r studies where <strong>the</strong> KKSP concept is used by actors to inform actions. This transformation from using a construct as an analytical lens to applying it as an heuristic is ripe with methodological challenges. In this paper we have just indicated where to start this fur<strong>the</strong>r development, using <strong>the</strong> problematisation and perspective primitive why as <strong>the</strong> entry point. The why question relates to all aspects <strong>of</strong> <strong>the</strong> KKSP concept, and could also be applied as negation, why not. Why could be asked to extract key knowledge. Why not could be used to identify KKSPs where key knowledge is missing. References Abernathy, W. J. and Utterback, J. M. (1975) A dynamic model <strong>of</strong> process and product innovation. Omega, vol. 3, issue 6, pages 639-656. Ancona, D. G., Goodman, P. S., Lawrence, B. S. and Tushman, M. L. (2001) Time: A new research lens. Academy <strong>of</strong> Management Review, Vol. 26: pp 645–663 Callon, M. (1986) Some elements <strong>of</strong> a sociology <strong>of</strong> translation: Domestication <strong>of</strong> <strong>the</strong> scallops and <strong>the</strong> fishermen <strong>of</strong> St Brieuc Bay. In J. Law (Ed.), Power, action and belief: A new sociology <strong>of</strong> knowledge? (pp. 196-233). London: Routledge & Keagan Paul. Cargill, C.F (1989) Infomation technology standardization, Digital Press Crawford, C.S. (2005) Ritzer encyclopedia – A Encyclopedia <strong>of</strong> Social Theory Davenport, T.H. and Glaser, J. (2002) Just-in-time delivery comes to knowledge management. Harvard Business Review vol. 80 (7) pp. 107 eStandard-prosjektet (2005) eStandard for Dummies, Report to Ministry <strong>of</strong> Education (in Norwegian) Egyedi. T.M. (1996) Shaping Standardization: A study <strong>of</strong> standards processes and standards policies in <strong>the</strong> field <strong>of</strong> telematic services, PhD <strong>the</strong>sis, Technische Universiteit Delft, The Ne<strong>the</strong>rlands Egyedi, T.M. and Sherif, M.H. (2008) Standards’ dynamics through an innovation lens: Next generation e<strong>the</strong>rnet networks. Innovations in NGN: Future Network and Services, First ITU-T Kaleidoscope Academic <strong>Conference</strong> Fomin, V., Keil, T. and Lyytinen, K. (2003) Theorizing about Standardization: Integrating Fragments <strong>of</strong> Process Theory. in Light <strong>of</strong> Telecommunication Standardization Wars” Sprouts: Working Papers on Information Environments. Systems and Organizations 3 Hoel, T. and Hollins, P.A. (2008) Learning technology standards adoption – how to improve process and product legitimacy, ICALT 2008 Hoel, Hollins & Pawlowski (2010) On <strong>the</strong> Status <strong>of</strong> Learning Technology Specifications and Standards, International Journal <strong>of</strong> IT Standards and Standardization Research , vol. 8, no. 2, pp i-vi. Holden, N. (2002) Cross-Cultural Management – A Knowledge Management Perspective. Harlow: Prentice Hall. Jakobs et al. (2001) Standardisation and Implementation <strong>of</strong> Information Technology. Proc. Int. Resource Managament Assoc, IRMA Kalkan, V.J. (2008) An overall view <strong>of</strong> knowledge management challenges for global business, Business Process Management Journal, Vol. 14, No. 3, pp 390-400. Latour, B. (1999) On Recalling ANT. In Actor Network Theory and After, edited by J. Law and J. Hassard. Malden, MA: Blackwell. Law, J. (1999) After ANT: Complexity, Naming, and Topology. In Actor Network Theory and After, edited by J. Law and J. Hassard. Malden, MA: Blackwell. Mitra et al. (2005) An Empirical Analysis <strong>of</strong> Development Processes for Anticipatory Standards, NET Institute Working Paper #05-18. pp. 1-52 Pawlowski and Bick (2011) The Global Knowledge Management Framework: Understanding Knowledge Management in Globally Distributed Settings, ECKM 2011 Riege, A. (2005) Three-dozen knowledge-sharing barriers managers must consider. Journal <strong>of</strong> Knowledge Management vol. 9 (3) pp. 18-35 Soliman, F. and Youssef, M. (2003) The role <strong>of</strong> critical information in enterprise knowledge management. Industrial Management & Data Systems vol. 103 (7) pp. 484-490 Tidd, J. and Bessant, J. (2009) Managing Innovation: Integrating Technological, Market and Organizational Change (4th ed. p. 638). Wiley. Tsang, E.W.K (1997) Organizational Learning and <strong>the</strong> Learning Organization: A Dichotomy Between Descriptive and Prescriptive Research. Human Relations vol. 50 (1) pp. 73-89 Tuikka, T. (2002) Towards computational instruments for collaborating product concept designers. PhD <strong>the</strong>sis, Faculty <strong>of</strong> Science, University <strong>of</strong> Oulu, Finland Wong, K.Y. (2005) Critical success factors for implementing knowledge management in small and medium enterprises. Industrial Management & Data Systems, vol. 105 (3) pp. 261-279 443
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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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Albena Antonova and Anandasivakumar
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Attitude of Senior
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Contextual Adaptive Visualization E
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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 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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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Table 2: Synthesis
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Camelia Burja and Vasile Burja Appr
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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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3.2 Discussions Adriana Schiopoiu B
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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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National Knowledge Management Strat
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Implementing a work-life balance cu
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The Influence of R
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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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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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An Exploratory Study of</st
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The Application of
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Network Management as a way to Mana
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Initiation Configuration Interessem
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Tiit Elenurm development visions. C
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References Tiit Elenurm Accorsi, F.
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A proposed Framework for Discoverin
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2.3 Knowledge mapping Mohamad Ali F
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Knowledge Workers: A Typology Frame
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Jiří Franek and Eva Grublova crea
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Jiří Franek and Eva Grublova Know
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Adoption of Knowle
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creating new, added, essential qual
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Understanding Personal Knowledge De
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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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