1. The Future of Work A presentation by Ray James October 3, 2006 Knowledge Management Systems ^ (Collaborative) Secondary Readings

2. October 3, 20062 Covering Teece: Research Directions in Knowledge ManagementTeece McDermott: Why Information Technology Inspired But Cannot Deliver Knowledge ManagementMcDermott Masterton: Oracles, Bards, and Village Gossips, or, Social Roles and Meta Knowledge ManagementMasterton

3. October 3, 20063 Research Directions Past can inform present, future Don’t re-invent the wheel Use existing literatures in: –Management of technology –Entrepreneurship –Business Strategy Don’t forget accounting, economics, entrepreneurship, behavioral studies, marketing, etc.

4. October 3, 20064 Research Directions Does a business’s edge come from what it knows that others don’t? Given an open market, what creates wealth these days: intangible assets & dynamic capabilities Challenging research methodology –Qualitative –Mixed methods

5. October 3, 20065 Research Directions Discover how to value intangible assets –Technological know-how –Brands –Customer relations –Others? Intellectual property for sale or rent

6. October 3, 20066 Research Directions Where did those darling inputs? Largely unknown input dimensions –Information –Knowledge –Competences Largely unknown economics –Information –Knowledge and competence Need to know costs (value) of intangibles

7. October 3, 20067 Research Directions Have you got a spare Tobus Q? Testing the relationships among intangibles (tacit knowledge) & profitability. How can it be done? It takes a generalist to raise a profit

8. October 3, 20068 Research Directions Everybody can administer, can you innovate? Can empirical research reveal why entrepreneurial enterprises (Silicon Valley) are quicker on their feet? Decentralize, decentralize, decentralize Other research directions?

9. October 3, 20069 IT can‘t deliver KM IT creates ‘leveraged knowledge’ dreams Co-location of peers, ideas Change in work patterns based on electronic links Document and share, that’s it!

10. October 3, 200610 IT can‘t deliver KM IT creates the vision IT can’t make it real Old norms don’t die, they just change their software F2F first then PC2PC Trap: use IM tools to design KM

11. October 3, 200611 IT can‘t deliver KM Distinguishing knowledge/info Knowledge is human, residue of thinking, now, belongs to community, circulates in many ways, created at boundaries of old Humans needed to leverage knowledge

12. October 3, 200612 IT can‘t deliver KM Knowledge is human act –Containing is not knowing –Use it if you got it –Professional practice Turn knowledge into solutions Put it to a purpose Thinking required (residue needed)

13. October 3, 200613 IT can‘t deliver KM It’s happening now Quick, tell me everything you know ‘…living acting of knowing.’ Knowledge belongs to community (Is sharing required?) Knowledge flows P2P, G2G in different ways –(water flows toward money)

14. October 3, 200614 IT can‘t deliver KM Knowledge resides in books, file cabinets, minds, language, tools, routines, stories, axioms. “Thought is an infection, some thoughts are an epidemic” - Wallace Stevens

15. October 3, 200615 IT can‘t deliver KM New knowledge is created at the boundaries of old knowledge Working outside the box Expand knowledge by sharing (blogging); it’s multiplex

16. October 3, 200616 IT can‘t deliver KM Knowledge is what it is What’s really important is the community and it’s citizens Develop KM by developing community Create ‘space’ for thinking Community-driven sharing

17. October 3, 200617 IT can‘t deliver KM To leverage knowledge –Create support structure –Use community’s terms for organizing –Integrate into natural work flow –Culture change is community issue Important knowledge must be so for business and people

18. October 3, 200618 IT can‘t deliver KM Key challenges in building KM communities –Technical –Social –Management –Personal The whole is greater than the sum of it’s parts

19. October 3, 200619 Social roles in KM KM has a KM problem How good are KM design tools? Social role/KM interface in organizations requires examination ‘Multiple role groupware’ produces conflict (work/benefit) KM systems can have problem

20. October 3, 200620 Social roles in KM ‘Intelligent agents’ solve problems without social conflict because they reside in the ether IA serve as matchmakers, editors, librarians, bards, and village gossips without a social cost H2H is social, H2C as well?

21. October 3, 200621 Social roles in KM ‘Intelligent agents’ work less well as we make them more human KM systems are diverse KM systems work differently at different levels – difficult to make usability study

22. October 3, 200622 Social roles in KM Use it, damn you, use it or I’ll … Use of KM tools taper off after ‘new toy’ phase; WWW doesn’t work Use failures may have social component Components of non-use of KMS –Task-related problems* –Culture-related* –Individual-related*

23. October 3, 200623 Social roles in KM KMS failures mirror other collaborative systems problems KMS failures breakdown flow of valuable information Me and my PC, we and our PCs and this useless KMS Issues are complexity & magnification

24. October 3, 200624 Social roles in KM Since KMS are used in differing ways, problems differ Good early design can mitigate Examples –Answer garden –Virtual participant –British Telecom’s KSE

25. October 3, 200625 Social roles in KM Answer Garden Designed to aid information search for in organization User groups defined –Tire-kickers –Intermittent users –Heavy users Answer Garden required two key changes –task related (additional software) –culture related (change in working practices)

26. October 3, 200626 Social roles in KM Virtual Participant designed to address observed problems in a computer supported collaborative learning (CSCL) environment Core points stored, made available to current discussions Lack use came from complexity and failure of effort v. benefit

27. October 3, 200627 Social roles in KM KSE designed for closed systems to share explicit and tacit knowledge User-defined profile, user decisions Defines role in community System then acts as agent to gather and share information within the community

28. October 3, 200628 Social roles in KM Social dimensions in designing KMS –anthropomorphism vs. mechanomorphism –private vs. public –closed vs. open –fixed vs. extensible Usability and acceptance remain the key hurdles implementing KMS

29. October 3, 200629 Social roles in KM “Knowledge management systems can, and genuinely do, play the roles of oracles, bards, and village gossips within today’s modern organizations. And why shouldn’t they?” Well, what’s your opinion?

30. October 3, 200630 Questions?