1. http://www.ischool.drexel.edu/faculty/sgasson Dr Susan Gasson Associate Professor the iSchool at Drexel Situated Knowledge Management In Collaboration Across Organizational Boundaries

2.  Dr. Susan Gasson, 2006 Stakeholders from multiple business areas with little shared knowledge or expertise, manage emergent knowledge processes (Markus et al, 2000), that: –Involve an unpredictable set of organizational actors –Have dynamic boundaries and emergent outcomes –Lack clear criteria for success. This results in partial individual knowledge of organizational processes, shared imperfectly. Knowledge Management As The Assembly of Partial Perspectives Engineerin g & Design Manager Financial Manager IS Manager Supplies Manager Marketing Manager Operations Manager Shared knowledge Reference: Markus, M.L., Majchrzak, A., and Gasser, L. (2002) "A Design Theory For Systems That Support Emergent Knowledge Processes," MIS Quarterly (26:3), 179-212.

3.  Dr. Susan Gasson, 2006 Two Dimensions of Knowledge Management in The Joint Construction of Group Knowledge Knowledge Emergence: shared understanding of knowledge required for decision or action Knowledge Situatedness: extent to which decision or action is based on local knowledge CONTEXT- SPECIFIC PREDICTABLE (Articulable) GENERALIZABLE EMERGENT (Inarticulable) Adapted from: Gasson & Shelfer (forthcoming), ‘IT-Based Knowledge Management To Support Organizational Learning’, Information Technology & People Transferable knowledge  Requires human apprenticeship Hidden knowledge  Requires learning from mistakes Codifiable knowledge  Routine and programmable decision-making Discoverable knowledge  Requires inferences, derived from historical data

4.  Dr. Susan Gasson, 2006 A Shift In KM Perspectives Managing Knowledge-As-Thing Knowledge is individual, explicit, and articulable Created through reduction and reification of explicit, articulable “best practice” – proceduralization Results in automation – the codification of work to replace human decision makers IT controls knowledge “transfer” between work-contexts and people. Managing Knowledge-As-Process Knowledge is embedded in group practice & culture (tacit) Created through shared work practices, common language, demonstrations of expertise – process coordination Results in automaticity – the skillful practice of collective work, coordinated through information resources IT supports information coordination in collaborative, emergent knowledge processes.

5.  Dr. Susan Gasson, 2006 Implications Need to manage dynamic processes not static procedures Support emergent knowledge processes with adaptive information resources Design IT systems differently: –Focus on information resources, not rules –Design for continual adaptation –Place control of system configuration in hands of knowledge workers and business managers, not IT analysts.