Supporting Knowledge Networks


Knowledge Networks

Networks of people and networked organizations are emerging because the classic hierarchy of the bureaucratic model is slow to respond to the recent changes in the business environment. In the network, activities still need to be coordinated and integrated, but this integration relies on knowledge and relationships, and a clear common sense of purpose. This has led to ideas about "work as a network of conversations" and the "hypertext organization" (see Nonaka & Takeuchi, 1995). Networks may take various organizational forms, ranging from communities of practice between individuals with similar experiences and/or purposes to supply chains of companies that exchange knowledge within their industry.

The levels of knowledge networking correspond to what Nonaka (1994) calls the "ontological dimension" in his model of organizations as knowledge-creating mechanisms. This ontological dimension refers to the social interactions, which begin at the individual level and then, by communication between organizational boundaries, let knowledge expand and grow-up.

According to Nonaka and Ray (1993), if new knowledge is relevant to the needs of the organization, it is likely to permeate through groups and divisions, and thereby extend the community of interaction dealing with that knowledge. New knowledge that has a potential to support more advantageous ways of doing things is likely to be retained as a subject for further debate within the network and may also lead to an extension of the network. For example, what eventually proves to be a successful product might emanate from an R&D department and gradually acquire a greater circle of interested parties within the organization as the dimensions of its potential impact become more clear. As news of the emerging product travels beyond the organization, the circle will grow still wider, embracing competitors, customers, firms dealing with complementary technologies, and so on. Thus the network will go beyond the original "hard core" of knowledge creators to include those that are in some way affected by the exploitation of that knowledge.

However, there is no reason to suppose that there will be linear sequence of expansion—starting from the individual, progressing to the group, and subsequently to the organization and beyond. The knowledge network could span departmental and organizational boundaries from the outset. Possible members of this community, such as suppliers, customers, and competitors, might all enter the knowledge networks at any time.

We claim that such knowledge networks—either between individuals, or teams, or even organizations—are the principal organizational form for collective knowledge asset creation, sharing, and application.

Knowledge networks are relationships among entities (individuals, teams, organizations) working on a common concern, and they embed dynamism for collective and systematic knowledge asset creation and sharing. The structure of a knowledge network implies principles of coordination that not only enhance the individual capabilities of member entities, but themselves lead to capabilities that are not isolated to the network's members. Cooperation can also engender capabilities in the relationship itself, such that the members develop principles of coordination that improve their joint performance. Or they might involve more complex rules governing the process by which innovations are collectively produced and shared. In this sense, the network is itself knowledge, not in the sense of providing access to distributed information and capabilities, but in representing a form of coordination guided by enduring principles of organization.

Knowledge networks have five critical characteristics that differentiate them from other similar organizational structures and mainly from communities of practice (see, e.g., Wenger, 1999; Wenger & Snyder, 2000). These characteristics are following:

  • Knowledge networks are responsible for creating, sharing, protecting, and cultivating common knowledge assets.

  • Knowledge networks are working networks and they are purpose-driven.

  • Knowledge networks require organizational commitment beyond the commitment of their participating members.

  • Knowledge networks are built on expertise, not just interest—or common practice—alone.

  • Knowledge networks aim at the development and strengthening of the learning capacity of all members.

In the following we examine the use of the Know-Net solution in facilitating knowledge asset management across knowledge networks in a software development and systems integration company.

Case Study of a Software Firm

The company examined is the Greek software firm Delta-Singular. Delta-Singular specializes in standardized business software, covering market requirements in financial, accounting, distribution, logistics, retail, human resource management, and e-commerce systems. In addition, the company provides solutions integration in large-scale projects for public utilities, telecommunication, aerospace and defense, transportation, and public administration organizations. The company operates in all markets of south and Eastern Europe, the Middle East, and the Asia market.

One of the most valuable commodities for Delta-Singular is the knowledge created within the R&D unit. The innovation originating from the R&D unit drives to a high degree the evolution of the company's products and services. Members of the R&D unit, as well as other employees from other units of the company, form knowledge networks in a dynamic manner, in order to resolve specific technical problems. There was a need to develop a strategy for learning from the team experience and to organize the knowledge created in a methodological manner. The challenge was to realize effective mechanisms for knowledge management without imposing overhead to these highly dynamic, highly creative teams. The technical infrastructure had to be highly dynamic and adoptable, integrating with existing systems and information repositories.

The solution focused on knowledge networks as a collaborative structure that facilitates the creation and transfer of knowledge. The project addressed not only the creation of new networks from the ground up, but also it built upon existing, informal, working networks. New roles, such as subject experts, have been assigned to take responsibility for providing expert opinion and identifying the knowledge assets stemming from the common effort. Mechanisms for information collection during the knowledge network lifetime were put in place, ensuring quality and consistent documentation of knowledge. These mechanisms provided for knowledge transparency, i.e., ability to reuse knowledge identified in a specific project to other projects. Furthermore, the R&D unit put in place mechanisms and regulations for reviewing knowledge so that "aging" knowledge items are collected and disposed. The Know-Net methodology was used to support the launch of viable networks, the creation of relevant knowledge base, and the provision of 'care and feeding' for the networks' growth.

Solution Highlights—The R&D Knowledge Network

Two levels of knowledge networking have been identified in the Singular R&D unit as pertinent to the proposal preparing process (Figure 5): at the unit level, collaboration happens within teams that work in specific R&D projects, and there is informal social networking based on common background; at the company level, networking takes place between employees from other units who are considered subject matter experts.

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Figure 5: Knowledge Networks within the R&D Unit

Knowledge leveraging within the two types of networks was addressed in two phases. At the R&D unit level during the first phase, the team was organized around a common repository that was used as a place where information regarding the unit's work was stored and maintained. A procedure was adopted for users to deposit information that could be later retrieved from colleagues in accordance with their access rights to the document repository. A separate procedure was adopted for team members to ask questions for matters that are not found in the document repository. In this case, they sent their question to an e-mail account, where the initiative coordinator assessed the question content and, if considered appropriate, forwarded it to the subject matter expert who was responsible for that thematic area.

For the mechanism to be of real value, a number of steps had to be taken before installing the process. These steps included the identification of the Delta-Singular "universe of knowledge" and the selection of a group of "knowledge providers" who would be responsible for answering questions in their specific thematic area. Department heads identified the Delta-Singular universe of knowledge within their departments; this knowledge segmentation was used for recognizing an expert in each field (i.e., a subject matter expert). Once a question had been submitted to the e-mail account, the initiative coordinator forwarded it to the appropriate subject matter expert. The expert responded to the initiative coordinator, who had the responsibility for forwarding the response to the person who asked the question, and simultaneously he/she updated the knowledge repository by posting the item in question or by making public the question published, along with its response, in a Frequently Asked Questions format. The initiative coordinator maintained a log-keeping mechanism that accounts for all knowledge requests submitted.

The subject matter expert provided descriptive keywords that were used by the initiative coordinator as file metadata for storing the information at the knowledge repository. The initiative coordinator updated the request database with the question submitted and its response, according to the expert-provided keywords. Finally, the bookkeeping mechanism was updated accordingly (i.e., response supplied within the preset time limit, etc.). Based on the information stored in the database during the first phase, the second phase was implemented in the following steps: a new knowledge-brokering mechanism was established and the information recorded in the database was made available through a company-wide intranet that made use of the Know-Net tool.

The knowledge-brokering system utilized in the second phase abides by the same general characteristics as those adopted during the first phase. It is the platform functionality offered by the Know-Net tool that enhanced user access to the new corporate portal. The system general characteristics are briefly outlined as:

  • The knowledge stored in the database is placed in a company-wide intranet that is implemented with the Know-Net platform.

  • It is categorized according to knowledge assets identified through the implementation of the Know-Net method.

  • The identification of all subject matter experts along with their area of expertise has become available through the corporate portal.

  • Users who do not find the response to their request in the corporate knowledge base are encouraged to submit it directly to the appropriate subject matter expert via e-mail.

  • Users are advised to consult the knowledge base before addressing questions to the subject matter experts.

  • Responses not existing in the knowledge base are deposited to it from the subject matter experts, who have the responsibility for maintaining the knowledge base content.

  • The need for a bookkeeping mechanism has been eliminated.

Three roles have been assigned to the knowledge network members in relation to their normal activities. These roles include the author, who is a subject matter expert and is responsible not only for providing expert opinion, but also for identifying the knowledge assets stemming from the common effort. All information collected is delegated to the author, who is in charge of documenting it according to pre-specified quality, consistency, and design standards. Apart from authors, there are also viewers who have the right to examine the documents deposited within the common workspace and receive messages every time content of their interest has been updated. When they feel that certain pieces of information should be included in the repository, they forward them to the author, who is responsible for the specific thematic area and she/he decides upon publishing the document provided. There is also a system administrator, who is responsible for maintaining the system integrity and ensuring its availability to the users.

The technical implementation in Singular combined two core technologies: the Know-Net tool that provides the main knowledge management infrastructure, and a community portal developed using Microsoft Sharepoint technology that aims to facilitate virtual collaboration of specific R&D Communities of Practice. The Microsoft technology was utilized primarily because it provided better integration with existing knowledge artifacts in the R&D CoPs.

The system employs three different navigators for three different types of users:

  • The Knowledge Worker Navigator is used for the R&D members in their day-to-day work.

  • The Systems Administrator Knowledge Navigator is used mainly for user administration, and system configuration and customization.

  • The Strategic Knowledge Navigator is used to support the Director of Knowledge Management, and KM consultants in the design and implementation of the KM solution.

In this walkthrough, we will focus on system usage from the knowledge worker perspective, using the Knowledge Worker Navigator. A list of favorite links that were customized for the R&D case appears in the upper left corner. (See Table 3.)

Table 3: Indicative Elements of the Knowledge Worker Navigator

"One Place"

One Place' provides a listing, in alphabetical sequence -- in one central place, of all the input forms from all the Applications that the knowledge worker uses in his/her daily work.

"What's New"

What's New' -- going to 'one place, to see what has been added', the knowledge worker can quickly ensure that he/she is fully informed and up to date.

"Who's Who"

'Who's Who' assists the knowledge worker with this 'Knowledge Networking'. This database contains key details about people in the organisation, their location, skills, contact information etc. These contacts can fall into several categories that encompass both internal and external contacts. Hyperlinks provide the ability to view additional details on each contact listed. The same contact information is viewable in different clusters and categories that can be user-defined. For listings to serve as an effective knowledge pointer they include skills and past projects. Each employee is able to edit his or her own information.

"Discussions Space"

The 'Discussions Space' complements the real-time meeting space. The tool provides 'Discussions' for 'different time -- different place' virtual meetings, forums, discussions, etc.

"Meeting Space"

'Meeting Space' supports knowledge networking by connecting 'people to people'. A primary function of Knowledge Networking, performed in the daily work of the R&D employee, is to communicate and collaborate through 'virtual meetings'. The idea is to click on 'Meeting Space', which then links directly to the Sametime Server 'Meeting Space'. This lists, executes and manages all the scheduled real-time virtual meetings through the Internet. Within a virtual real-time meeting, using the Sametime Server the knowledge worker can (a) Real-Time chat, person to person and in groups; (b) Real-Time threaded discussion, for more focused, facilitated and contextual virtual meetings; (c) Use Electronic White-boarding; and (d) Share Applications over the Internet.

"Libraries"

The 'Libraries' component is a useful source for knowledge workers to be able to access commonly used documents.

The adopted community portal for the R&D department facilitates the dynamic reevaluation of the CoPs knowledge objects. It introduces the notion of value-added processes that create experience (i.e., knowledge) to the R&D personnel. These elements are code samples, deliverables, technical troubleshoots, case studies, designs, and methodology components that are applicable in various projects. Making the knowledge objects identified in a specific project, reusable to other projects, requires that the CoP documented material is transparent. The stored items are housed in the Web storage system where all files are URL addressable, thus creating an easily navigable databank where authorized users could access and use it. The technical infrastructure provides the technical means so that:

  • Stored items are indexed and retrieved using a full-text search option to retrieve content and any associated properties (metadata searching). The indexing algorithm entertains multilingual content searching that includes Greek characters.

  • A semiautomatic categorization process assists users in depositing and retrieving documents by associating them with specific categories that group similar documents. The same process was proven immensely useful when the documents already stored in the unit's file-structure were migrated to the Web storage facility. It provided an automatic importation mechanism that expedited the migration process.

  • A subscription service notifies users about new, or updated, information on topics that match their interests and have found their way into the corporate depository. This mechanism works through a User Profile where the independent user declares her/his preferences.

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Figure 6: The Knowledge Worker Navigator

One year after the launch of the initiative, the creators are positive about their work, since knowledge management has become an integral part of the strategy of Delta-Singular. The knowledge management infrastructure put in place allowed for:

  • savings in cost, e.g., by reusing knowledge on how to tackle specific software development problems;

  • increased returns, e.g., by maximizing reuse and exploitation of software approaches, components, and products;

  • the alignment of research and development with product development requirements, by recognizing important trends and developments worldwide.

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Figure 7: The R&D Community Portal

A detailed report of the implementation of the Know-Net method for the Singular case is available by the authors upon request.




Social and Economic Transformation in the Digital Era
Social and Economic Transformation in the Digital Era
ISBN: 1591402670
EAN: 2147483647
Year: 2003
Pages: 198

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