Preface for the Third Edition - Read

13. Organization 499
ing organizational designs of knowledge management were identified and compared
to each other,
the corresponding questions could be quite easily understood and answered by a
single respondent in an organization.
2
3
Knowledge sources
Meta-information
Org. information
Identification
Developing
Strategic
level
Design
level
Operational
management
level
Operational
level
Researching
Recording
1
Identification of knowledge gaps, development of knowledge goals and strategies, evaluation of
goal achievement
Organizational design:
knowledge tasks &
processes
separate org. unit
roles & responsibilities
networks & communities
Accumulating
Management of
people & processes
Individual
learning
2 Identification
Design of knowledge
structure & topics:
types of knowledge
knowledge structures
taxonomies
ontologies
Management of
knowledge quality
Organizational learning cycle Verification
Inter-personal
3
10
Personal
4
Creation valuation
Classification Internal
valuation
Individual Sharing Inter-subjective communication
(knowledge
knowledge
knowledge Linking
push)
Forgetting
Community
Analyzing
knowledge 5 Transactive
Knowledge
memory
Org.
Repackaging
Feed-back
Institutionalization
products
Learning
Representation Deletion Reproduction &
7
Organization Archiving
services
Collaboration
Decisions
Storing
8
Knowledge
Application Institutionalized
Results in use
knowledge
Physical
Validation 6
9
access Intellectual Formal
access approval
Organizational environment
FIGURE C-8. Model of the tasks and flows in KM and its application in the
questionnaire 45
Strategic level. On the strategic level, the identification of knowledge was selected
because every organization engaged in a KM initiative more or less fulfilled this
task. Identification is an ongoing effort due to the dynamic nature of an organizational
knowledge base and thus is also an operational task.
Design level. On the design level as well as the operational management level, the
focus was on the design of the knowledge structure and topics. The assignment of
responsibility for the design of the content of KMS was found to be a crucial task
in a KM initiative. The organizational design alternatives reach here from a central
and rigid approach with one committee defining the structure and categories which
can only be changed by that committee to a decentral approach where every participant
can alter the knowledge structure (e.g., add a new category).
45. Tasks considered in the study are highlighted.
Design of ICT infrastructure:
information and communication
technology
knowledge management
tools & systems
Management of
ICT infrastructure
Design of other interventions:
architecture
recruitment of experts
therapeutic interventions
Management of
other interventions
Communication
Selling
Dissemination