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

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Andrea Kő, Péter Fehér and Krisztián Varga literature (Kő, Klimkó, 2010), (Fehér, 2004) which describes and categorizes technologies by grouping <strong>the</strong> enabling technologies. Figure 4: Technologies supporting knowledge management The layers <strong>of</strong> <strong>the</strong> framework in Figure 1 are built on <strong>the</strong> following rationale: to get technical support for a certain knowledge management problem, we need facts, knowledge sources, which are used to get codified knowledge about <strong>the</strong> problem domain with a certain structure. This aspect is described in <strong>the</strong> codification layer. We can analyze <strong>the</strong> codified knowledge afterwards for getting <strong>the</strong> proper input to find a solution for our knowledge management problem. Finally, if we have a solution for a certain knowledge management problem, we have to leverage it in <strong>the</strong> organization capitalizing <strong>the</strong> technological support; in order to increase <strong>the</strong> knowledge assets <strong>of</strong> <strong>the</strong> company. We look through <strong>the</strong> layers <strong>of</strong> <strong>the</strong> framework and we give hints for <strong>the</strong> selection <strong>of</strong> <strong>the</strong> proper technology in a certain knowledge management situation. In knowledge networks, <strong>the</strong> requirements in ICT are to support collaboration, to support working and thinking toge<strong>the</strong>r, and to give <strong>the</strong> social experience to <strong>the</strong> participants <strong>the</strong>y are familiar with from <strong>the</strong> web2.0 techniques and sites. That is why services and techniques from web2.0 platforms and sites are introduced in <strong>the</strong> enterprise portfolio supporting knowledge networks. Intranet Web2.0 tools Discussion forums Chat Wikis Blogs Social networks E-learning services Scorecarding Virtual solutions 528
2. Research methodology 2.1 Qualitative and explorative research Andrea Kő, Péter Fehér and Krisztián Varga Qualitative researches should be conducted in research areas, in which <strong>the</strong>re are no mature, commonly accepted concepts, methods and methodologies (Elenurm, 2003). In <strong>the</strong> field <strong>of</strong> knowledge management, even <strong>the</strong> basic concept <strong>of</strong> knowledge has no shared definition. Because knowledge management is at <strong>the</strong> frontier <strong>of</strong> different scientific areas, approaches and interpretations can be radically different. In qualitative researches, <strong>the</strong>re is <strong>the</strong> possibility to explore thoughts, definitions and assumptions <strong>of</strong> researched persons and organisation, namely <strong>the</strong> context <strong>of</strong> research. In <strong>the</strong> complex field <strong>of</strong> knowledge management, researchers have more possibilities to explore new, not expected results that are relevant to research (Oakley, 1999). In qualitative research, analysis <strong>of</strong> numerical data is also possible, but <strong>the</strong> main emphasis is on deep exploration and understanding <strong>of</strong> relationships <strong>of</strong> <strong>the</strong> research area (Blaxter et al, 2001). A special characteristic <strong>of</strong> knowledge management is that researches should be explorative, instead <strong>of</strong> hypo<strong>the</strong>sis-testing, because <strong>of</strong> <strong>the</strong> immature nature <strong>of</strong> <strong>the</strong> field. The goal <strong>of</strong> this research is <strong>the</strong> deep examination <strong>of</strong> a quite unexplored area. 2.2 Case study based research Among <strong>the</strong> tools <strong>of</strong> qualitative research approaches, <strong>the</strong> case study based research method is <strong>the</strong> most suitable, because it provides <strong>the</strong> possibility <strong>of</strong> deep understanding. Based on Yin (1993), case study based research should be used, when <strong>the</strong> field <strong>of</strong> research is wide and complex. The research can answer <strong>the</strong> questions <strong>of</strong> why…? and how…?, but <strong>the</strong> questions should be posed by <strong>the</strong> researcher (Yin, 1994). Case study based researches are suitable for testing, developing and competing <strong>the</strong>ories (Eisenhardt, 1989). This case study based research is complemented by statistical analysis. 2.3 Scope and method <strong>of</strong> research The research sample consists <strong>of</strong> 36 companies from 5 EU countries (Italy, Spain, Greece, Hungary and Slovakia), that were analysed through an online questionnaire, and selected companies were explored through case study methodology. Although <strong>the</strong> limitations <strong>of</strong> <strong>the</strong> sample, <strong>the</strong> questionnaire based results provide an overview, while <strong>the</strong> case studies provide better understanding. All <strong>of</strong> <strong>the</strong> analysed company belongs to <strong>the</strong> SME category. Despite <strong>of</strong> <strong>the</strong> relatively small size <strong>of</strong> <strong>the</strong> sample, <strong>the</strong> analysed companies covers several industrial areas. Services 23% N/A Healthcare industry Textile Industry 3% Energy Industry 11% 3% 3% Agriculture 9% Research & Development 3% Commercial Figure 5: The sample is dominated by <strong>the</strong> IT and Services Industries. 11% 529 34% IT
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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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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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Nasser Easa and Robin Fincham <stro
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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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Anandasivakumar Ekambaram and Agnar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou 5. After
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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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Tiit Elenurm their
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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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Mohamad Ali Feyz, Babak Akhgar and
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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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Jiří Franek and Eva Grublova memb
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Middle Managers’ Maturity <strong
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Zoltán Gaál et al investigated m
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Zoltán Gaál et al Table 2: Total
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Zoltán Gaál et al characterised b
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Zoltán Gaál et al Matzler, K., Re
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Charles Gagné et al This paper pre
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Charles Gagné et al attributable t
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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 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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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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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 3.2 Individual
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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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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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Meliha Handzic and Kursad Ozlen rep
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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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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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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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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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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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Virginia Maracine et al Which are
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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Peter Marshall and Damian Gordon el
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2.3.4 Types of Kno
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Peter Marshall and Damian Gordon Ma
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