Knowledge Management in Digital Change (eBook)

New Findings and Practical Cases

Klaus North, Ronald Maier, Oliver Haas (Herausgeber)

eBook Download: PDF

2018 | 1st ed. 2018
XIII, 394 Seiten
Springer International Publishing (Verlag)
978-3-319-73546-7 (ISBN)

Infos

This book features both cutting-edge contributions on managing knowledge in transformational contexts and a selection of real-world case studies. It analyzes how the disruptive power of digitization is becoming a major challenge for knowledge-based value creation worldwide, and subsequently examines the changes in how we manage information and knowledge, communicate, collaborate, learn and decide within and across organizations. The book highlights the opportunities provided by disruptive renewal, while also stressing the need for knowledge workers and organizations to transform governance, leadership and work organization. Emerging new business models and digitally enabled co-creation are presented as drivers that can help establish new ways of managing knowledge. In turn, a number of carefully selected and interpreted case studies provide a link to practice in organizations.  

Dr. Klaus North is Professor of International Management at Wiesbaden Business School, Germany. His current research covers knowledge and innovation management, particularly knowledge sharing within and between enterprises in an international context. He was founding president of the German Knowledge Management Association and was scientific director of the German Knowledge Management Award. He frequently consults with major firms, governments and international organizations and teaches regularly in business programmes internationally.

Dr. Ronald Maier is Professor of Information Systems at the School of Management of the University of Innsbruck, Austria. He holds a PhD in Management Information Systems from WHU Otto Beisheim School of Management in Koblenz, Germany and a habilitation degree from University of Regensburg, Germany. His research interests include collaboration engineering, connectivity, crowdsourcing and knowledge management. His research has appeared in books and journals such as Journal of Strategic Information Systems, IEEE Transactions on Learning Technologies and Journal of Knowledge Management.

Oliver Haas is Head of the Health, Education, and Social Protection Section at the Deutsche Gesellschaft für Internationale Zusammenarbeit. Prior to this he was Senior Operations Officer at the World Bank in Washington D.C. Oliver has been working in international development for more than 15 years. He has worked in various countries (Malaysia, South Africa, Vietnam) where he managed projects in Vocational Education. He has also lectured at various European universities and institutes (Barcelona, Vienna, Darmstadt), and is an editor of and regular contributor to Germany's leading magazine on organisational development, OrganisationsEntwicklung. 

Inhalt

Preface 6
Contents 8
Editors and Contributors 11
1 Value Creation in the Digitally Enabled Knowledge Economy 14
Abstract 14
1 Towards Digitised Knowledge Societies 14
2 Understanding Value Creation: The Knowledge Ladder 4.0 16
2.1 From Data to Information—Data & Surveillance Capitalism
2.2 From Knowledge to Competence—The (R)evolution of Knowledge Work 20
2.3 From Competence to Competitiveness 23
2.4 Implications for Managing Knowledge 25
3 Digitally Enabled Enrichment of Resources to Leverage Human Performance 29
4 Collaboration and Networking 31
5 Leading and Learning 4.0 32
6 New Forms of Knowledge-Intensive Digitally Enabled Value Creation 35
References 38
Digitally Enabled Enrichment of Resources to Leverage Human Performance 43
2 Semantic Technologies: Enabler for Knowledge 4.0 44
Abstract 44
1 Introduction 44
2 Semantic Technologies for Knowledge Engineering 45
2.1 Knowledge Capture 46
2.2 Semantic Enrichment 47
2.3 Data Integration 48
2.4 Data Curation 48
3 Semantic Technologies for Understanding Unstructured Content 49
3.1 Annotation 50
4 Semantic Technologies for Cyber-Physical Systems 53
5 Summary 57
References 57
3 MEDICINE 4.0—Interplay of Intelligent Systems and Medical Experts 61
Abstract 61
1 Introduction 61
2 Intelligent Systems in Healthcare 62
3 Clinical Knowledge Management Approach 64
4 Interplay Between Intelligent Systems and Healthcare Professionals 66
5 Implications for Healthcare Professionals 69
5.1 Implications on Ambulant Care (Uhlig 2017) 70
5.2 Implications on Hospital (in-Patient) Care (Uhlig 2017) 71
5.3 Implications on Knowledge Processes in Hospitals 71
6 Conclusion 72
References 73
4 Data Driven Knowledge Discovery for Continuous Process Improvement 74
Abstract 74
1 Introduction 74
2 Theoretical Foundations 75
3 Study Design 76
4 Model of Data Driven Knowledge Discovery 77
5 Empirical Cases 78
5.1 Two Real-World Organizations 79
5.2 Case 1: Process Improvement in a Highly-Regulated Scenario 82
5.3 Case 2: Process Improvement in a Bottom-Up Scenario 82
5.4 Case Comparison and Summary 83
6 Discussion 84
7 Implications 86
References 89
5 Digital Change—New Opportunities and Challenges for Tapping Experience and Lessons Learned for Organisational Value Creation 91
Abstract 91
1 Introduction 91
2 Definitions, Concepts and Models 92
3 The Role of Experience in Times of Digital Change 95
4 Experience Survey 96
5 New Opportunities Offered by Digital Change 98
6 Key Summary 100
References 101
6 Socializing with Robots 104
Abstract 104
1 Introduction: Hybrid Teams as a Consequence of Industry 4.0 105
2 Human-Robot-Teaming: Implementation Demands 106
2.1 Human Factors in Human-Robot-Teams 106
2.2 Theoretical Approaches from Human Teams: Stages of Teamwork 107
3 Empirical Insights into Socializing with Robots—An Experiment 109
3.1 Research Questions and Sample 109
3.2 The Experiment 109
3.3 Task 109
3.4 Preliminary Results 112
4 Discussion and Outlook 115
Acknowledgements 116
References 117
Collaboration and Networking 118
7 IT Support for Knowledge Processes in Digital Social Collaboration 119
Abstract 119
1 Introduction 119
2 From Information to Knowledge 120
3 Collaboration Systems for KM in the 21st Century 121
4 Practical Example and Implications 127
5 Conclusion and Outlook 129
References 130
8 Digital Knowledge Mapping 134
Abstract 134
1 Introduction 134
2 The Value of Visualization 135
3 Digital Knowledge Sharing with Visual Tools 136
4 Visual Tool Assessment 137
4.1 Conceptboard (Conceptboard.Com) 137
4.2 Groupmap (Groupmap.Com) 139
4.3 Let’s Focus (Lets-Focus.Com) 140
4.4 Lucidchart (Lucidchart.Com) 141
4.5 Mural.Ly (Mural.Co) 143
4.6 Pinterest (Pinterest.Com) 144
4.7 PowerPoint (Powerpoint.Com) 147
4.8 Prezi (Prezi.Com) 148
4.9 Realtimeboard (Realtimeboard.Com) 150
4.10 Spacedeck (Spacedeck.Com) 151
5 Conclusion and Outlook 154
References 156
9 How to Achieve Better Knowledge Utilization with Knowledge Externalization Mechanisms in Social Intranets 158
Abstract 158
1 Introduction 158
2 Theoretical Background 160
2.1 Tacit Knowledge Externalization 160
2.2 Tacit Knowledge Externalization on Corporate Social Media 161
3 Method 163
3.1 Measurement 164
3.2 Reliability and Validity 165
4 Results 167
5 Discussion and Limitations 168
6 From Research to Practice 169
6.1 The TKE-CSM Instrument as an Instrument for Human Resource Managers 169
6.2 The TKE-CSM Instrument as an Instrument for CSM Managers 170
6.3 Opening the Black Box of TKE for Hotel Managers 171
References 172
10 Balancing Knowledge Protection and Sharing to Create Digital Innovations 176
Abstract 176
1 Motivation 176
2 Background 177
3 Procedure 179
4 Discussion of Results 180
4.1 Theoretical Foundations for Knowledge Protection 180
4.2 Perspectives to Knowledge Protection 180
4.3 Channel 181
4.4 Partner 184
4.5 Artefact 186
5 Conclusions 187
Acknowledgements 188
References 188
11 Localizing Knowledge in Networks of SMEs—Implication of Proximities on the IT Support 194
Abstract 194
1 Introduction 194
2 Background 196
3 Procedure 197
4 Findings 199
4.1 The Localization Process 199
4.2 Proximities 200
5 Discussion 205
6 Conclusion and Outlook 208
Acknowledgements 209
References 209
Leading and Learning 4.0 212
12 Digital Leadership 213
Abstract 213
1 Introduction 213
2 Digital Leadership Characteristics 215
3 Digital Leadership Tools 217
4 Leadership Ambidexterity 219
5 Conclusion 220
Literature 220
13 Autosomes as Managers—A Commented Case 223
Abstract 223
1 Preface 223
2 Quick Actors—Autosomes as Managers 224
3 Autosomes and Knowledge Work of the Future 225
3.1 Efficient Use of Time by Knowledge Workers 225
3.2 Use of Big Data for Autosome Knowledge Workers 226
3.3 Board Meeting Scenario 2035 228
4 Summing Up 230
References 230
14 Who’s in Charge?—Dealing with the Self-regulation Dilemma in Digital Learning Environments 231
Abstract 231
1 Introduction 231
2 Learning Strategies and the Self-regulation Dilemma 232
3 Three Options for Regulating Technology-Enhanced Learning 235
3.1 Control by the Learner 235
3.2 Control by Another Person 236
3.3 Control by the Learning System 237
4 Shared Control and Fading as Concepts for Approaching the Self-regulation Dilemma 239
4.1 Shared Control 239
4.2 Fading Computer-Based Scaffolds 240
5 Outlook and Conclusions 242
References 245
15 Towards a Learning Oriented Architecture for Digitally Enabled Knowledge Work 250
Abstract 250
1 Problem Statement 250
2 Conceptual Foundation 251
3 Learning Oriented Architecture 253
4 Overview of Cases 254
4.1 Case 1. Ontological Change in a Leasing and Assets Company 254
4.2 Case 2. Managing Requirements Knowledge in a Financial Services Organization 257
4.3 Case 3. Establishing Learning Goals in Risk Management and Legal Services Company 258
4.4 Case 4. Developing Competencies in Training Industry 259
5 Applying Learning Oriented Architecture 262
6 Conclusions 263
References 264
16 Competence Development for Work 4.0 266
Abstract 266
1 Introduction 266
2 Competence Requirements for Work 4.0 267
3 Approaches to Competence Development 270
3.1 Development Approach at the Intrapersonal Level 271
3.2 Development Approach at the Interpersonal Level 274
4 Conclusion 276
References 277
17 Learning 4.0 279
Abstract 279
1 Introduction 279
2 Behaviouristic Learning in the Digital Age 280
3 Cognitive Learning in the Digital Age 281
4 Constructivist Learning in the Digital Age 282
5 Connectivism—A New Model for the 21st Century? 283
6 Recent Advances in Constructivist Learning 284
7 Closing the Loop of Human Learning and Machine Support 286
8 Informational Reality: Mobile First, Upload Second 287
9 Learning 4.0 289
References 291
18 Transfer of Theoretical Knowledge into Work Practice: A Reflective Quiz for Stroke Nurses 293
Abstract 293
1 Introduction 293
2 Background and Related Work 294
2.1 Gamification and Game-Based Learning 294
2.2 Technologies for Reflective Learning 296
3 Use Case: Knowledge Transfer by Playful Reflective Learning 297
4 Methodology 297
4.1 The Medical Quiz 297
4.2 Procedure 298
4.3 Evaluation Tools 299
4.4 Participants 300
5 Results 300
5.1 Quiz Usage and Usefulness 300
5.2 Reflection Support 302
5.3 Learning Effect and Impact on Work 303
5.4 Learning Outcomes 303
5.5 Expectations and Experiences 305
5.6 User Created Questions 305
6 Discussion 305
6.1 Learning Support for the Qualification Program 306
6.2 Support of Reflective Learning 306
6.3 Perceived Impact on Work Practice 307
6.4 Lessons Learned 308
7 Conclusion 308
Acknowledgements 308
References 308
New Forms of Knowledge-Intensive Digitally Enabled Value Creation 311
19 The Digital Transformation of Healthcare 312
Abstract 312
1 Towards Networked Health 312
2 The e-Health Tree 314
3 Networks—The Roots of e-Health 314
4 New Forms of Communication and Participation—The Fruits of e-Health 317
4.1 Body Tracking and Quantified Self Movement 317
4.2 Big Data and Predictive Analytics 319
4.3 Participatory Research 320
4.4 New Uses of Medical Data 321
4.5 Open Notes and Open Data 322
4.6 Care Hacking 323
4.7 Participative Medicine and Shared Decision-Making 323
4.8 e-Patient Movement 325
5 Implications for Managing Information and Knowledge 326
References 327
20 Piloting Digitally Enabled Knowledge Management to Improve Health Programs in Rural Bangladesh 328
Abstract 328
1 Introduction 328
2 Applying a Systematic Approach to Knowledge Management 329
3 The Bangladesh Knowledge Management Initiative 331
4 Conclusions 340
References 341
21 Ubiquity and Industry 4.0 343
Abstract 343
1 Introduction 343
2 Ubiquity and I4.0 346
3 The Services, the Knowledge in the I4.0 Context 349
4 The Impacts of the Ubiquity 354
References 357
22 The DAO Case—Block Chain Technology Based Knowledge Intensive Business Models 359
Abstract 359
1 Introduction 359
2 Ethereum 360
3 The DAO 361
4 Making off with the Loot 362
5 DAO Wars 363
6 The Fork 363
7 New Knowledge Creation 364
8 Bottom Line 365
23 Startup and Technology Hubs 367
Abstract 367
1 Introduction 367
2 The Case of Open Source Software for Global Innovation 369
3 Github—A Global Open Software Collaboration Network 370
4 The Case of Sensorica: Open Source Innovation Beyond Software 373
5 Transforming into an Agile Organizations 374
References 375
24 Digital Science: Cyberinfrastructure, e-Science and Citizen Science 376
Abstract 376
1 Introduction 376
2 Conceptual Background 377
3 Digital Science 380
3.1 Digital Science Challenges and Trends 382
4 Digital Science Impacts 383
5 Final Remarks 384
References 385
Glossary 388

Produkt-Details

• Erscheint lt. Verlag: 26.2.2018
• Reihe/Serie: Progress in IS
• Reihe/Serie: Progress in IS
• Zusatzinfo: XIII, 394 p. 77 illus., 27 illus. in color.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Mathematik / Informatik ► Informatik ► Datenbanken
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Wirtschaftsinformatik
• Schlagworte: digitally enabled knowledge work • Digital transformation • Knowledge Economy • knowledge economy 4.0 • knowledge management • Organizational Learning • organizational learning 4.0
• ISBN-10: 3-319-73546-2 / 3319735462
• ISBN-13: 978-3-319-73546-7 / 9783319735467