Socializing a Knowledge Strategy

Proponents of the resource-based view of strategic management have argued for processes that align organizational knowledge resources to business strategy. In this view, a unique competitive advantage accrues from accelerating organizational learning and non-appropriable knowledge. An empirical approach known as socialization counters theories of both institutionalization and “strategic alignment.” Socialization diffuses an organization’s knowledge strategy through values leadership and practice-led process redesign. Consistent with structuration theory (interaction of agency and structure), socialization creates enduring, flexible process structures co-constructed by leaders and participants in a domain of practice. Socialization results in durable, accessible processes, uniquely configured to business strategy, and more resilient than acquired process structures. Values leadership orients participants toward the goals, meaning, and value of organizational knowledge inherent in indigenous processes. Socialized business processes are driven by strategic intent, are non-appropriable by competitors, and are oriented to enduring organizational values that protect process integrity. A socialization approach integrates practice-level internal knowledge networks to support business processes and strategy, leveraging and exchanging knowledge more effectively than authoritative (“top-down”) institutionalization.

Illustrating Knowledge Networks as Sociograms

This chapter looks at the concept of sociograms that has great illustrative importance in some circumstances, especially for studying small knowledge networks. It is argued that the sociogram approach might be particularly useful for those who view learning and participation in knowledge networks as an inherently social phenomenon. Then, the sociogram approach is described and benefits and limitations of different approaches are discussed. The chapter also includes an exercise, web resources, further readings, and suggestions for possible paper titles.

Weaving a Knowledge Web with Wikis

This chapter introduces wikis in the context of social software, focusing on their powerful information sharing and collaboration features. It begins by defining the wiki concept and then discussing the evolution of wikis, explaining how they first emerged and how they have evolved over time. The social software aspect of wikis is then analyzed, examining how wikis can engender collaborative efforts. It investigates ways in which wikis help to develop communities of users, and finally some of the features that enhance the appeal of wikis as social software. The authors hope that by examining a software tool that users may have already encountered, that they will be better able to understand the basic concepts and value of social software. Further, as future trends are discussed, it is hoped that readers will be able to see the value of incorporating social aspects into both existing and as yet undeveloped software applications.

A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

Evaluating the Learning Effectiveness of Collaborative Problem Solving in Computer-Mediated Settings

here is a growing need for systematic evaluations of computer-supported collaborative learning environments. The present chapter focuses on the evaluation of the learning effectiveness of the interactions that take place in computer-supported problem solving environments. This chapter emphasizes the need for supporting evaluators of such environments with holistic evaluation conceptual frameworks and tools that can facilitate the analysis of data gathered during the evaluation process. We discuss in detail such a holistic framework which has been tested through a primary education case-study.

Community and Collaboration Tools to Frame the New Working Environment

This chapter focuses on the community and collaboration tools as means of creating business communities of practice (CoPs). First, the state-of-the art of these tools is presented with respect to diffusion and usage, and then emergent communities are analysed in terms of targets, goals, models and barriers. The research is based on 16 retrospective case studies that cover more than 50% of the banking sector in Italy by number of employees and refer to 33 communities. The findings provide interesting elements and suggestions to develop a community in a banking context. The authors aim to develop actionable knowledge to support management in understanding how to manage a business CoP, in order to create value for both the organization and its members.

E-Democracy

The success of the Internet has launched McLuhan’s idea of the global village. Over the years, the Internet has become a real political medium which has inspired the emergence of the concept of e-democracy. Despite some successful applications, many limitations prevent its wide expansion. Some of these limitations can be solved with social software, in particular with the emerging Web2.0 applications. This kind of applications may contribute to a better application of e-democracy processes for local political decisions.

E-Collaboration and E-Commerce in Virtual Worlds

Virtual worlds can be defined as technology-created virtual environments that incorporate representations of real world elements such as human beings, landscapes and other objects. Recent years have seen the growing use of virtual worlds such as Second Life and World of Warcraft for entertainment and business purposes, and a rising interest from researchers in the impact that virtual worlds can have on patterns of e-collaboration behavior and collaborative task outcomes. This article looks into whether actual work can be accomplished in virtual worlds, whether virtual worlds can provide the basis for trade (B2C and C2C e-commerce), and whether they can serve as a platform for credible studies of ecollaboration behavior and related outcomes. The conclusion reached is that virtual worlds hold great potential in each of these three areas, even though there are certainly pitfalls ahead.

Virtual Worlds as Environment for Learning Communities

his chapter discusses the potential of three dimensional virtual worlds as venue for constructivist learning communities. To reach a balanced answer to the question whether virtual worlds are likely to evolve into satisfying eductional instruments (1) we retrace the historic trajectory of virtual world development and computer based learning, second we describe how (2) learning communities function in general and how virtual worlds in particular can be exploited for collective educational experiences. With this basis, we then present (3) a structured analysis of the strenghts, weaknesses, opportunities and threats (SWOT) found to bound the potential of SecondLife for institutionalized learning based on our expertise from working and teaching in virtual worlds. In conclusion we argue that a critical but optimistic approach towards virtual learning environments (and SecondLife in particular) is adequat. In our assessment virtual worlds bear great opportunities for educational purposes, however most of today’s educational institutions will be challenged to encompass the informal and holistic learning scenario.

Acquiring and Sharing Knowledge Through Inter-Organizational Benchlearning

This chapter introduces inter-organizational knowledge acquisition and sharing as a means to facilitate benchlearning within the field of human resource management. The chapter presents an interactive web-based portal and demonstrates how valuable knowledge can be released from organizational “silo centers” and be passed around to the benefit of both organizations and academia. In general, human resource departments struggle to demonstrate their validity to the business and their ability to accomplish business objectives. In addition, human resource departments generally lack the ability to speak of their accomplishments in a business language. The presented portal assists human resource professionals in making more efficient and qualitative decisions that are not based on good guesswork or mere instinct, but on facts and knowledge. The portal is novel in its approach of facilitating benchlearning across organizational boundaries and within the soft area of human resource management.