MC Research

Dev8D 2012

2012-02-16T22:29:00.002Z

Enjoyed a great 2 days at Dev8D, hands on practical experience. Want to see what you missed? Visit Dev8D

mct

PhD: Induction

2012-01-19T22:23:00.000Z

Understanding & Exploring Life cycle of Research...

Policy & Code

2012-01-13T13:05:00.003Z

At present, I am in process of developing 2 proposal's for best practice (code of conduct) which seeks to be effective and efficiently implemented in an organisation. As such, this references in line with the corporate organisation responsibility. Whilst various organisations have different culture styles, they aim to influence a type a behaviour, set of standards and value

New Year, New Chapter PhD Research

2012-01-01T07:15:00.000Z

The start of the new year marks the start and a the opening of a new chapter: PhD Research. How can theory and practice in research be bridged together?

mc

ECKM 2011, Germany, Passau

2011-09-17T16:47:00.000+01:00

What’s Your Strategy for Measuring IT and Non-IT for Knowledge Management in an Organisation?

Ravinder Singh Kahlon & Man-Chie Tse{RK350, MT631}@live.mdx.ac.uk

Middlesex University, School of Engineering and Information Sciences
The Burroughs, London, NW4 4BT, United Kingdom

Keywords: Knowledge Management (KM), Composite Features Diagramming (CFD), Knowledge Management Systems (KMS), Knowledge Management Models (KMM),Information Technology (IT), Models Metrics, Kiviat.

Our presentation can be viewed on >> Here :) <<

REFERENCE:
Kahlon, R. S. & Tse, MC. (2011). What’s Your Strategy for Measuring IT and Non-IT for Knowledge Management in an Organisation?, In:Proceedings of the 12th European Conference on Knowledge Management 1-2 September 2011, Passau University, Germany, Volume 2, Pp.1141 - 1146.

Course 1: LeanQA

2011-07-01T10:25:00.012+01:00

"If you can not measure it,
you can not improve it.”

(Tom Gilb, 2010)

fruitful requirement's...

MCT

Course 2: Real REQUIREMENTS

2011-06-29T07:00:00.002+01:00

"Use *Quantification* as a tool to help clarify &
be clear of human language to refrain ambiguity"

(Tom Gilb, 2010)

Causes & Cures

Figure A: Sample of Causes & Cures in Systems Perspective

Figure B: Sample of Causes & Cures in Diabetes Health Perspective

MCT

Balancing knowledge

2010-05-31T11:02:00.002+01:00

Ramp - up....

Practice

2010-01-23T19:29:00.004Z

Practice as manifestation of knowledge. . . .

does practice give perfection?..

CTIT 2009, Dubai, Conference

2010-01-10T08:57:00.001Z

The Impact of Digitalisation in Higher Education Libraries

Ravinder Singh Kahlon & Man-Chie Tse
{RK350, MT631}@live.mdx.ac.uk

Middlesex University, School of Engineering and Information Sciences
The Burroughs, London, NW4 4BT, United Kingdom

Abstract

Digitalisation technology is powerfully changing the way how stakeholders can utilise library resources today. Traditional libraries were vigorously time consuming with customisation service approach whereas digitalisation offers extensive materials accessible at any time. Based on stakeholder mapping, there is recognition of competitive force which impacts in higher academic libraries.

Finally, a set of information system activities have been derived which sets out as a key platform to the success for Higher Education Library (HEL). However, the success is dependent on a series of factors to sustain the current market condition but also meeting the needs. These can be superseded through alignment of competitive strategies and determining the critical success factors which will equip HEL for viable global services.

Our Full Paper is available on IEEE Xplore

CFD Analysis

2009-11-15T10:24:00.006Z

We set to launch a new study! Based on the below is an ideal tool (depicted in black lines) we [Myself, Francis, Agnes & Vaida] as a team created based on literature readings, practical experience surrounding systems development cycle. The spiral model is represented in blue whilst the red illustrates waterfall mode. We have already undertaken a study developed from a framework created by Georgiadou (2003). However, we would appreciate further from yourself in terms of comments or suggestions, so please feel free to post your comments & criticism to make our study more effective & fun ...! (thank you!) :-)

References:
Georgiadou, E. (2003). GEQUAMO - A Generic, Multilayered, Customisable, Software Quality Model. Software Quality Journal. Vol.11, No.4, Pp.313-323.

Quality..

2009-08-02T21:15:00.002+01:00

Knowledge that is locked in our minds...

can never be taken away

..how to determine the quality of knowledge held...?

This is one of my new preface I set to explore! Knowledge is important but what about the quality of it? Where is the guarantee? This is what I shall call 'Auditing Quality Knowledge Management' (A-QKM). As we see in everyday life, there are controls set in place to limit or restrict the amount people can do or perform as substantiated lightly in the works of Szulanksi (2003) and Renzl et al (2006) where "restrictions are said to limit the initiatives". Of this nature, does this therefore shape the way people learn? How does the process begin or trigger off? Where is the improvisation? The purpose of this paper is to investigate how auditing knowledge can determine faults and from this, can we adopt to produce a new approach contractually to reveal opportunities thus improvement towards organisations and cost's "that creates the firm's competitive advantage" (Moteleb, 2009).

Noticeable, some organisation's fail to welcome this element as they see it as a criticism to themselves and their professionalism.

Reference:

Moteleb, A. A. (2009). on KMS - Alavi & Leidner. [Online]. Available: http://xplore.k4b.net/blog/_archives/2009/7/14/4254607.html [2009, 02/08/2009].

Renzl, B., Matzler, K. & Hinterhuber, H. (2006). The Future Of Knowledge Management. Palgrave, Basingstoke.

Szulanksi, G. (2003). Sticky Knowledge - Barriers To Knowing In The Firm. Sage Publications, London.

atmosphere

2009-07-16T12:27:00.010+01:00

"Make Change Stick"

(Kotter & Cohen, 2002)

The current economy of the UK can possibly be classified as lack of connection of knowledge management. If all organisation's worked together to compromise rather than fight against each other for greed of profit and selfishness then maybe the economy would not be moulded into what is revealed now. This is also down to people perception as expressed by Alavi and Leider (1999) paper where "major cultural shift would be required to change their employees attitude and behaviour". [Works of Earl (2001)]. Some organisations (not to mention) have a very strong pungunt culture embeded through the century years therefore difficultly in getting a kick start.

Likewise, as Snowden and Kurtz (2003) similarly reflects sense making described in a "complex and complicated world", outlining a staggering framework for conceptual approach as a mechanism for consideration.
They also provide a rational multifacetated idea which appears very true in one perspective of "collection of behaviour can be managed" by manipulation of "pain or pleasure-out". Is this the traditional method of failure to perform leads to performance and conduct capability thus punishment or is the pleasure-out outcome is through incentives conduct such as the publicity with big bonus payouts.

Aidemark (2008) implies "different views in an organisation" is deemed applicable as foreseen in the various professional fields. What is far more interesting is the study by Kogut and Zander (1996) of how an organisation is able to upheave and perform all 3 (Coordination, Facilitation of Communication and Support for learning) to sustain a successful position in the market.

To be continued...

Reference:
Aidemark, J. (2008). Knowledge Management Paradoxes. Proceedings Of The 9th European Conference On Knowledge Management.
Alavi, M. & Leidner, D. E. (1999). Knowledge Management Systems: Issues, Challenged and Benefits. Vol.1. No.7.
Kogut, B. & Zander, U. (1996). What Firms Do? Coordination, Identity and Learning, Organisation Science, Vol. 7. No.5. September-October.

Kotter, J.P. & Cohen, D.S. (2002). The Heart Of Change - Change Their Organisations. Havard Business School, Boston.
Snowden, D. J. & Kurtz, C. F. (2003). The New Dynamics Of Strategy: Sense-Making In A Complex And Complicated World. IBM Systems, Vol.42. No.3. pp.462 -483

reflection..

2009-07-15T18:19:00.010+01:00

It is set to continue... there has been determined a set of conscious mind.. which is reflected from the 'ba' space for those that know..! The works of Renzl et al., (2006) and Szulanski (2003) similarly distinguished a distinct set of painting, especially from the philosophical context. Renzl et al., (2006) mentions the various notions of knowledge management which can be concieved in the 'ba' space. Today, this was truely experienced through my eyes.. Renzl et al., (2006) has made me be able to visualise how an organisation operates just like a computer .. which consists hardware and software for the device to function. Think of all the various applications available.. are you percieving what I percieve?..

Other reading materials have reflected a rising concern of issues, for example according to Turban et al., (2006) he provided a list of managerial issues of technology for adaption. For those in the prominent field, there is a requirement to setup, match and re-configure to ensure that they form the compatibility but also how the need to establish to adapt according the specified for efficient operability. Do you see this on the bigger scale of an organisation context?.. Through observation, the 'ba' space is too short sighted, the culture of laziness, attitude and unwillingly to adapt to change position's organisations badly but the outside does not know this... This will only be revealed when it is too late..!

There is a sense the 'ba' space is set to slope the other direction.. just like a see saw (not facing sky upwards!) There is a feeling that the system the ba is seeking to implement fast is set for another failure..! ..this would only be saved through knowledge management ..!

More reflection work is set to sail.... :)

Reference:

Renzl, B., Matzler, K., Hinterhuber, H. (2006). The Future Of Knowledge Management. Palgrave, Great Britain.

Szulanski, G. (2003). Sticky Knowledge - Barriers To Knowing In The Firm. Sage, London.

Turban, (2006). Management Information Systems. [.]

contaminate...

2009-06-14T11:21:00.002+01:00

Real situation's things can be contaminated through insecure measures in place, does this significantly mean too that the people's mind can be contaminated through inappropriate knowledge. If this is the case, what kinds of measures can be juxtaposed to refrain this from happening...

From the perspectives of things observed... there are different knowledges addressed in mind.. those from non-IT background retrospectively refer systems as "set of procedure's" where as those from IT expresses from "computers systems"...

Likewise, if we intercept the wrong meaning of messages, these can be misleading therefore leading to confusion and intentionally implying ideas at wrong angle...

I hope that those from the philosophical point of view can understand this insight...

.\ /.

cold & silent

2009-06-13T16:03:00.001+01:00

it says it all...!

2003...

2009-05-24T19:28:00.003+01:00

May 2003

Collaborative?

2009-05-17T20:14:00.001+01:00

KM brain...?..

2009-05-15T09:25:00.003+01:00

Organisation's have different levels of thinking, therefore can we justify that brain's too conduct a series of different levels of thinking... short, medium and long term plan!

Ingredient?..

2009-05-13T07:50:00.000+01:00

Other reading materials have reflected a rising concern of issues, for example according to Turban et al., (2006) he provided a list of managerial issues of technology for adaption. However, each one grasps a true understanding, which we in specific draw attention to of "who will build, operate and maintain"? Justifying this, this is what makes the market flustered with people of different knowledge areas towards tailorism, as a result, there is and the role of IT plays imperative ingredient towards influencing the leverage of knowledge.

Is there a possibility of combining porters models with KM to obtain a better position in competitive advantage?.

Why does knowledge dominate?

2009-04-26T13:01:00.006+01:00

If we understand that Information Technology (IT) is used to help and support organisations perform their tasks, perhaps this is feasible to understand in today's society that knowledge too is useful. If IT helps to support and solve problems, in similar context: knowledge also contributes towards this.

Today's world appears to be stimulated by progressial movement in knowledge with the distraction of information - which sets out to draw a line: what do we do with all these knowledge and the knowledge power? In contrast, IT consumptions such as hardware and software can be easily bought without hindering progress because of the bast quantities available. However, with human knowledge how can we distinguish this? All are unique and different...!

Among literature materials, especially Porter; organisations classified as business back then realised the importance of information as a resource. However, in the early 1990's, knowledge as a resource too was revealed but still at its base trend undergoing further investigation - a new area... a new branding. Research already conducted, organisation's have a tendancy to exploit these knowledge workers not for their knowledge but to recoup their "duties to perform". Therefore, can we classify that when we go to work... we are paid to do a duty and not for our skill?... Where does the exploitation lie?... Are these separate entities?..

I wonder if there are any anthropologist's that have found the true correlation between knowledge and organisation performance.....

Writing Vs Typing

2009-04-23T20:45:00.000+01:00

It sprung to mind that I think in prediction of possible 15years... students will no longer in the traditional way write in exams... it will all be done via typing... I find that as I am thinking, the words being typed comes out of my fingers through punching in the keys.... but when thinking what to write.. this has now become my obstacle!

still under exam conditions will take place but no more paper... everything electronically... would this not be able good idea... the markers would be able to read (that's not to say that my handwriting is awful!)

at the moment, I have not come across any form of research to justify this idea.. but noticeable technology becomes enhanced each and every day and also faster to automate as much as possible.. therefore people in the future work would be able to focus on the main core duties!

If only we could see what the future would be like....!

Mountains...

2009-04-19T19:41:00.002+01:00

Profoundingly I came across the idea that organisations go through a coherence series of mountaineous peaks... Consider from a far distance view the different patterns of mountain tops the retrospective view. All organisations in real life similarly follow the same route pattern and linear line of fluctuation of staggering mountain's placed together.. (do you visualise these just like stock and market shares?)

If all these mountain's are all situated together, amongst one another closely, there is a contemporay relationship in terms of choice and also... competition!

The Power of Domain Names?...

2009-04-17T08:44:00.003+01:00

Domain names are said to be unique name which should set to distinguish one from another, to avoid conflicting interest. However, as the years continue to progress, domain name of websites will become even more complicated! - If there are many different languages with many different textual writing which can be generated from key strokes via the keyboard, then therefore why can domain names also be displayed with the language strokes?..

Will this actually make it even more unique and truly distinctive?.. A true perception of distinguishable value with linguistic diversity... Do you agree?..

Acknowledge the knowledge of bankers?

2009-04-02T10:00:00.006+01:00

"After all, this is a global crisis involving banks in numerous different legal and accounting regimes that answer to different bosses."

(Financial Times, 2009).

Wenger (1998) intrigingly gave the insight of CoP .... so why not the bankers of all over the world adjoin together to make the financial world better rather than competing for business and profit making....? The news media draws attention especially to those that are struggling with payments.. what is the cause for people to go into severe debt?.. I have observed this which puts people to misery... as I think, the characters which makes up the words come out from my fingers... tapping the keys bit by bit...

As through the above expression in Financial Times (2009), how about if all these bosses with their own answers come together to discuss rather than on their own.. likewise as Aboubakr stated ... by exposing the ideas can be enhanced...!

let the ball roll...!

(^_____^)

Financial Times (2009). A task fit for Herculean policymakers, Financial Times, Wednesday 1st April 2009.

Bridge will never close...!?

2009-04-02T08:43:00.010+01:00

There is still a failure to bridge a gap as always.. does this mean gaps can never be fulfilled and bridged straight across without any obstacles?.. .. think of the forest... there are those that wish to preserve the natural vegetation, whereas there are ones that create the disturbance for decomposition...

Prime examples are especially raising a concern especially in the health care industry... it always appears to be in the news..! Gap in care 'has to be bridged' . This was discussed many years ago but still has prevailed to formulate... does this mean no one knows what they are doing or even should be doing?... So why waste money?..

I'd like to always think.. have they learnt from the failures ((What are the lessons for the NHS?))or is it just a mere thought of 'who cares' hence why there is still is subsequential repetition of the causation of death?.. such as recent the recent news of Failing hospital 'caused deaths'.

Yet again, Friday 3rd April - NHS warned over infection control where they write "because of poor infection control", reflecting from the KM scholars.. is this a 'i do know' or 'do not know'. The report also claims "were not doing enough in areas such as cleanliness and decontamination", is it really that difficult to control.. likewise come to think about this.. if knowledge is invisible... infectious too is invisible but both can be revealed. But how they can draw a result to say that "the government pointed out that overall infection rates were falling" - when it is mentioned all the time.

Why "'Slow progress' "?.. this means they want to take time to act?... but does this mean slowliness may lead to more infecting patients staying at hospitals...

Do you think it is an obsession with 'targets' making this top priority as opposed to patient health care...

"It said managers should not become obsessed with targets to such an extent that patient care is no longer the priority - as happened with Mid Staffordshire" & also "Things were so bad, the inspectors said"

From the above they state "should not become obsessed" - who created this substantial automony element which obsence to of have created a culture of 'targets'... but also where is the acknowledge from investigators... what is the point of having inspectors or even having such a job title where it does not get fully enforced into the working practice standards...? .. let's change this and make it become better than what it should be?...

....Is this another prime example: Baby P case ....to be continued...

enjoy the fresh air.....

& peace...... :)

Second life - a game?

2009-03-31T10:53:00.004+01:00

On the personal context, having explored second life.. it still appears to be a like an imaginative online game?.. the graphical content gives me a headache... how about if they make this more surreal rather than cartoon character like..! The actual feeling ...?

Would it not be wonderful if this could happen in real life?.. telepath instantly to another country rather than sitting hours on flight journey...! [travel sickness]!

Was just thinking in G8 leaders are able but unwilling to act, would they be able to meet up in second life rather than hold direct communication meeting... [whilst meeting, the public too can attend - more voice of concerns is better than none?] can they not incorporate some creativity in the element of discussion?.. as elaborated by Sachs (2008) "Time is short, since global problems are mounting rapidly".

It's all in the news and paper! - "G20 summit." - I wonder ...would they be able to meet in second life?... to discuss the domain topic of public finances? This would be good I think if they went virtual instead of the need and time for the preparation of the "operation" - one click of the internet (with the comfort zone of home) :) costing merely little in comparison with "£21 million" (Metro, 2009). Reflecting from the view... does this mean that we are being taxed too much that they have too much money to waste?.. What about thinking of other countries which are barely meeting these and struggling with the day to day life?... (Why protest?!) and waste even more tax payers for the clear up operation?..

.... adapt before it's too late??

References:

Metro (2009). Britain 'Can't Afford To Throw Money At Crisis, The Metro Newspaper, Wednesday 1st April 2009, p.5.

.: Article1 - Organisation’s attempts to handle Human Knowledge – Will the Role of IT help?

2009-03-29T16:00:00.019+01:00

1. Introduction
Following on from Part1, organisations are aware of hidden quality talents in individuals that will offer potential opportunities for innovating their services and products further. It has been said by Sensky (2002) that vast types of "knowledge can help organisations fulfil their objectives more successfully". Therefore, this articles looks into whether organisation’s can manage those knowledge.

2. Bonding knowledge
Hippel (1994) described knowledge as “sticky” whereas Polanyi (1962) expressed the word “personal” (Cited in Szulanski, 2006, p.12). Whilst these two have significant meaning, they appear to be very descriptive which is true and therefore denotes difficulties for organisations manage these knowledge and human thinking thoughts. This view is also support by the works of Probst et al., (2000), their works writes about managing knowledge is acceptably challenging.

The reason for this is because the ‘thing’ which we classify as knowledge is totally concealed and undetectable – that is invisible with physical mental identity an unobtainable. A good example to interpret the two theorists above, would be Pharmacy tour, shown by procurement manager who has been in the workforce for 17 years – the knowledge held within this person appeared to be extremely robust and sticky (Royal Free Hampstead NHS , 2009).

Little et al., (2002) appears to have moved beyond managing knowledge from organisation angle to a “global context” which no doubt means this is impossible to manage at all. According to Borghoff & Pareschi (1998), they mention how in order to manage the “importance of people”, their work ethic of practice and unique clandestine culture is the first point which needs to be assembled together before deciding and introducing the aspects of technology to adopt.

For instance, a factory in Finland, aimed to retain "workers knowledge" of how the factory operated as they realised "200 workers" knew "millions of pieces of information" which they saw as tacit knowledge being lost when old workers retired. They wanted to hold onto this knowledge so that these skills could be passed “on to the younger ones" Jeavans (2004).

3. Human Sense-Making
Dervin (1998) paper illustrated a very interesting approach towards “sense making” which was based on overview of knowledge seeking and use in the human mind. He viewed knowledge as the “sense made at a particular point in time – space” where sometimes “it is fleeting and unexpressed” or “hidden and suppressed”. This similar expressed by Kroch et al., (2000) that tacit knowledge is “bound to the senses”.

This one can believe to agree for example, in an observation for action research, the absorbed information is held deeply in the individual mind but difficulties arise in terms of making and unmaking sense through the state of mind. Dervin (1998) expressed as the “human condition” where his study incorporated the “conception of human knowledge”.

Reflecting on this for example, in the financial banking, how employees stereotype customers. In the sense mind, they draw out a range of perspectives of a customer and different documents which could be used to map the appropriate financial products. This sort of sense making is exposed through sharing the thoughts on a weekly basis meeting huddle, where we gather together and form CoP.

4. Knowledge is Challenging
The role of IT flourishes every aspect but derives a position upon difficultly in determining how to capture what each and every employee knows in an organisation.
Probst et al., (2000) writes managing knowledge is very challenging, a very recent example where Casselman & Gonzalez (2009) wrote how the oil industry sector wants to “retain the experience and expertise it will need” to avoid the mistakes of the oil bust back in 1980’s. The impact caused at the time meant loss of employees created an injurious perception for investors and various other businesses for eventual rebound.

Unlike Toyota, they have been extremely in successful in doing so towards “capturing the wisdom of every employee”. This success gave an impact of being the profitable carmaker through “unmatched abilities” of employees (Hamel & Breen, 2007). For example, a report compiled by IAEA (2005) wrote Toyota in 2004, received 540,000 ideas for improvement from their employees.

5. Debatable role of IT
Envisioning the role of IT acts as a mere form of tool to support rather than preserve knowledge. We are in agreement with Malhotra (2000) deployed IT “as a lever of competivite advantage”, his paper provided 3 key myths of deliver, store and distribute. Whereas McDemott (1999) stated “IT has inspired vision” but “leveraging is hard to achieve”. Nonaka & Tekeuchi (1995) claims that IT is “just a tool”. Unlike Jones (2001), she claimed the facilitation of IT made "knowledge more explicit and sharable".
In contrary, Wigg (2004), mentions “modern IT is vital” and also replicated by Turban et al., (2006) “crucial part” supporting activities. Offsey (1997) alleged there is little chance to improve an organisation without using IT as the role is “enabling these processes across distributed”.

Merlyn & Valikangas (1998) paper focused on “productivity and paradox” where IT could offer “diminishing returns”. They also express more indepth of the “knowledge technologies” which plays the form of understanding the knowledge workers. This agreeable which is reflected in section 6.

However, gradually overtime, technology innovation fails to acknowledge human behaviour. Blair and O’Connor (1998) paper describes a historical context origins and challenges to convert this and their approach was highly influenced through the work of Engelbart concept of “co-evolution”.
According to Jennex (2005), mentions organisations rely on the role of technology as “central issue” to substantiate the effectiveness network of knowledge. Rolland et al., (2000) depicted the idea of emerging IT “may provide powerful support” in any form of contact amongst people (cited in Jennex, 2005, p.71).

Midwest Express Airline (MEA) for example won praise from business travellers because of the strategy imposed which has been carefully controlled and sustained the culture of caring employees (Lott, 2006). MEA focused in the "area of ergonomics and issues related to handling" baggage. In instance, leveraging of knowledge was done on "table discussions" and "informational seminar". These are direct contact interaction no form of exposure using IT (OHSA Gov, 2009).
Hansen et al., (1999) study revealed how organisations have a reliance on people "to share know knowledge through traditional means" where they emphasised as the "wrong approach". The study looked into at management consultant firms and mentions how in this sort of industry aggressively explored “use of IT to capture and disseminate knowledge".

Other reading materials have reflected a rising concern of issues, for example according to Turban et al., (2006) he provided a list of managerial issues of technology for adaption. However, each one grasps a true understanding, which we in specific draw attention to of "who will build, operate and maintain"? Justifying this, this is what makes the market flustered with people of different knowledge areas towards tailorism, as a result, there is and the role of IT plays imperative ingredient towards influencing the leverage of knowledge.

6. Analysis & Application to VB
In consideration, the role of IT can be used to support an organisation but only if they utilise and understand the full benefits. Referring back to previous Toyota, have a blog which is solely used for sharing knowledge and information but 'space' is only accessible to the employees only (Further information on Toyota blog, visit website http://blogs.sun.com/ ). This is highly beneficial as any employee working for Toyota can review other people's opinion and express their own, therefore the community of practice for Toyota have exploded across the world.

The above illustrates that what may work for organisation may not work for another and sizes. Both Toyota and MEA employees clearly became involved which contributed towards improvement but the comparison of employees for each is significantly different. The concept of IT now is critical towards serving to leverage people thinking process.
In fact, we now believe that by understanding the role of IT better, this will help VB to make surpass decisions for every day activities. The main purpose of using IT can primarily understand and capture those knowledgeable VB staff but mainly to openly achieving the possibility of knowledge reuse if they were to leave VB.

7. Summary
Organisations will never be able to manage knowledge, only those that understand the full potential will realise, even though the resemblance role of using IT is just assistance and support. They may try to attempt this through various tactics but could they unravel this knowledge management possibly by using KM systems? - This you will discover overleaf.

8. References:
-Bair, J. H. & O'Connor, E. (1998). The State Of The Product In Knowledge Management. Journal Of Knowledge Management, Vol.2, No.2, pp. 20 - 27.
-Borghoff, U.M. & Pareschi, R. (1998). Information Technology For Knowledge Management. Springer-Verlag, Berlin
-Casselman, B. & Gonzalez, A. (2009). Oil Industry Tries To Limit Layoffs. The Wall Street Journal. Monday, 9th March, 2009.
-Dervin, B. (1998). Sense-Making Theory And Practice: An Overview Of User Interests In Knowledge Seeking And Use. Journal Of Knowledge Management, Vol. 2, No. 2. Pp. 36 – 46.
-Hamel, G. & Breen, B. (2007). The Future Of Management, Harvard Business School Press, Boston.
-Hansen, M. T., Nohria, N. & Tierney, T. (1999). What's Your Strategy For Managing Knowledge? Havard Business Review, [Online]. Available: http://hbswk.hbs.edu/item/0500.html [2009, 13/03/2009].
-IAEA, (2005). Human Performance Improvement In Organisations: Potential Application For The Nuclear Industry. [Online]. Available: http://www-pub.iaea.org/MTCD/publications/PDF/te_1479_web.pdf [Accessed: 2009, 07/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-Jeavans, C. (2004). Moving the Finnish Line At Work. [Online]. Available: http://news.bbc.co.uk/1/hi/world/europe/4006973.stm [2009, 07/03/2009].
-Jennex, M. (2005). Case Studies In Knowledge Management, Idea Group, US.
-Jones, P. M. (2001). Collaborative Knowledge Management, Social Networks And Organisational Learning. [Online]. Available: http://human-factors.arc.nasa.gov/publications/collab_know_paper.pdf. [2009, 14/03/2009].
-Kroch, V. G., Ichijo, K. & Nonaka, I. (2000). Enabling Knowledge Creation: How To Unlock The Mystery Of Tacit Knowledge And Release The Power Of Innovation. Oxford University Press, New York.
-Little, S., Quintas, P. & Ray, T. (2002). Managing Knowledge: An Essential Reader. Sage Publications, London.
-Lott, S. (2006). Midwest Airlines Deep Into Fleet And Product Strategic Review. [Online]. Available: http://www.aviationweek.co.uk/aw/generic/story_generic.jsp?channel=awst&id=news/aw081406p3.xml&headline=Midwest%20Airlines%20Deep%20Into%20Fleet%20and%20Product%20Strategic%20Review [2009, 01/03/2009].
-Malhotra, Y. (2000). Knowledge Management For E-Business Performance: Advancing Information Strategy To “Internet Time”, [Online]. Available: http://www.brint.org/KMEbusiness.pdf [2009, 21/03/2009].
-McDermott, R. (1999). Why information Technology Inspired But Cannot Delivery knowledge Management. California Management Review, Vol. 41, No. 4, pp.103 - 117.
-Nonaka, I. & Takeuchi, H. (1995). The Knowledge Creating Company, Oxford University Press, New York.
-Offsey, D. (1997). Knowledge Management: Linking People To Knowledge For Bottom Line Results. Journal Of Knowledge Management, Vol. 1, No. 2. pp. 113 – 122.
-OHSA Gov (2009). Airline Industry And The National Safety Council (NISC), International Air Transport Section. [Online]. Available: http://www.osha.gov/dcsp/alliances/nsc_airline/nsc_airline.html [2009, 01/03/2009].
-Probst, G., Raub, S. & Romhardt, K. (2000). Managing Knowledge: Building The Blocks For Success. John Wiley & Sons Ltd, USA.
-Royal Free Hampstead NHS (2009). Pharmacy Tour - Knowledge Work Flow Operation. [2009, 03/03/2009]. Pharmacy Department, Hampstead (London).
-Sensky, T. (2002). Knowledge Management - Advances in Psychiatric Treatment. [Online]. Available: http://apt.rcpsych.org/cgi/content/full/8/5/387 [2009, 01/02/2009].
-Szulanski, G. (2006). Sticky Knowledge: Barriers To Knowing In The Firm, Sage Publications, London.
-Tse. M. (2009). Article1 - Organisation’s attempts to handle Human Knowledge – Will the Role of IT help? [Online]. Available: http://mc-tse.blogspot.com/2009/03/article1-organisations-attempts-to.html [2009, 29/03/2009].
-Turban, E., Cheung, C. Tse, D. & Lew. M. (2006). Information Technology For Management : Transforming Organizations In The Digital Economy, 5th edition, John Wiley & Sons, Hoboken
-Wigg, K. (2004). People Focused Knowledge Management, Butterworth Heinemann, Oxford.

Further reading:
-Griffiths, K. (2008). Barclays Poaches ABN Team From Rival RBS. [Online]. Available: http://www.telegraph.co.uk/finance/markets/2789955/Barclays-poaches-ABN-team-from-rival-RBS.html [2009, 07/02/2009].
-Li, Q., Lau, R. W. H., Shih, T. K. & Li, F. W. B. (2008). Technology Supports For Distributed And Collaborative Learning Over The Internet. [Online]. Available: http://doi.acm.org/10.1145/1323651.1323656 [2009, 23/03/2009].

.: Article2 - Knowledge Management Systems (KMS)

2009-03-29T15:38:00.023+01:00

1. Introduction
Within the changes and enhanced technology services, organisations have become much more powerful than before through the speed which can affect their competition against others. This article sets into the topic itself of KMS and looks how this would be able to help organisations as well adhering into practice through CoP.

2. The Necessity of Knowledge
There is a view people in the world today, continuously move around from one organisation to another leaving a trail of vague memory behind the moment they walk out the door, this is true for what one has experienced. Evans (2003) mentions how managing knowledge has moved up the strategic agenda within organisations. The reason for this shift is because of the changes in the external environment which conflicts the interest of the organisation itself.

In order for firms to compete, for instance Easy Jet over British Airways, there is a need to think how to do business in a better way to attract more passengers towards their airlines. Elements such as serving at the point of check in determines how a customer may possibly return for repurchase. This sound ideal lies within the employee at that specific point in time delivering the needs and requirements in an effective and timely manner.

3. What is Knowledge Management System (KMS)?
KMS stores knowledge of thinking, thoughts and ideas of human beings – a bit like story storage, this similarity represented in Jashapara (2004) in context “with biological science”, she also elaborates how traditionally many “failed to explain the complexity”. As a result of this judgement, we can derive that KMS will only work for an organisation if every full angle would be analysed and evaluated as much as possible but also continue to build upon once in place but most important to serve the purpose.

Another interesting compelling thought evolved from the idea of Trist (1959) of “social-technical systems” with the goal of “best-fit with both technical and human” (cited in Jashapara, 2004, p.130). Does this mean that KMS is just brand new name where it existed 50 years ago...?
Le Blanc & Hogg (200) synthesized KMS as a tool which is “natural way of learning” and provides “sceptics of real value” both internal and external. Marshall et al., (2003) paper represented how a KMS was designed to obtain "information search process" in libraries. A very interesting retrospective contrasted with linkage to other forms of systems which we will not go into detail such as DSS, GSS, EIS & CRMS but found in Jashapara (2004).

Reflecting from all of the above and applying to banking industry helps to draw them together to support all the different departments – audit, customer service, marketing etc. Employees serving at the counter has direct contact with customers unlike for audit being closed being doors at head office. At this point regular interaction(s) help determine the characteristics of customers and understanding of hidden links of correlation such as identifying the loyalties, habits such as the pattern behaviour provides analytical view.

These sorts of knowledge information can be incorporated and implemented towards making decision making, retention of customers therefore to publicize the service of the organisation, but also to reveal fraudulent patterns of behaviour because of the compliance legislations which will help fraud department to work better.

Thierauf (1999) demonstrates on data storage that is part of KMS towards the "brainpower" of employees, which contributes towards improving business processes, new opportunities as well as communication. He mentions the need to "look beyond technology requirements" that can enable people to retrieve from anywhere. This is true for example by placing doctors in a hospital together, the brainpower is extremely highly intellectual.
Futher more anticipated reading can be found in Mylopoulos et al., (1995) paper where they provide a much more deep architectural expressing of KMS.

3.1. KMS In Application
A paper written by Donoghue et al., (1999) explains how even though a developed new intranet system or forms of to "improve knowledge sharing" yet failed to perform the intended purpose which was to support "day-to-day business activities". In contrast, Gongla & Rizzuto (2001) described how IBM spontaneously good background CoP competencies to "support the global service". Justifiying this maybe true to an extent although from the company perspective because of their bias image however IBM does fall into the technological advancement.

3.1.1. Roche
Roche a worldwide healthcare company "deployed corporate intranet" enabling employees from all over the world to "share information quickly and easily", this therefore meant significantly savings towards direct costs such as telephone calls, travelling and time. Reversible upon this, the intranet helps especially to those in research and development where they can foster to learn from one another and "more time creating innovative healthcare services" (AllBusiness.com, 2001). The impact here offers predominently high value which leads to the new ideas of varies drug developments - hence why they are being sold on the market at very high cost especially cancer drugs: Trastuzimab and Rituxmab. Understanding this shows that Roche is able to lead the market and possible oversee other pharmaceutical manufactures to obtain a better competitive advantage.

3.1.2. Ernst & Young
Ernst & Young KM-sys had the ability to reserve "high quality knowledge" which addressed issues their "clients care about". The system was a "collective knowledge" where it shared best practices and information on previous client work to global "77,000 global professionals" BusinessWire (2002). The potential impact depicting this notion shows a concept of professionalism offers a standard insight towards obtaining more clients. Therefore the more clients, the more the organisation can understand the needs of clients retention but also word of mouth from clients would bring more customers. However, likewise if there was bad customer service such as not knowing the client care standard would lead to clients seeking for other reputable firms such as UBS. The substantial impact not only tailors towards losing customers but also investors would not see the potential value for investor, consequently resulting in loss of share investment and market position.

3.1.3. Educational Institutions
Witt et al., (2007) paper explains how KEN system was developed to support staff to deliver "expertise about teaching" to those "displaced by geographic location". This is CoP because of those in the field with "other practitioners in other institutions". The impact here shows that educational institutes can learn from others universities thus seeking to improve the teaching standards and attract students whilst competing amongst one another. The more students attending a particular university, the more money made.

4. Application Analysis
As the market is complex with information, human knowledge too is also complex. In application to VB, there is a need for each VB employee to document their experiences with each customers and what their expectations and requirements are to be stored in the form of repositories. The reason for this is because likewise as expressed by Bendapudi & Leone (2001) if a "key employee walks out the door" - customers can follow. Our VB customers may feel abandoned because of the loss of linkage, therefore to overcome this, VB organisation should implement rotation whether direct or through virtual contact with customers, this also offering learning through CoP.

5. Summary
We draw conclusion that KMS creates issues and questions for managers in determining the appropriate form to meet the current and future organisational needs. KMS need to address and enhance the business processes to make them become more effectual. One thought of question is the sort of information generated from the knowledge – would these lead to poorer or quality decisions and judgement?
But deriving from all the above, it is perceived these could help to create new outlook and innovations to meet expectations for the employees and customers - instead of local, how about going global too? This in effect will offer advantages to organisations which you shall explore to understand the tool's feasibilty and how in the next article.

6. References:
-AllBusiness.com, (2001). Roche Diagnostics Chooses Verity Software To Power New Global Information Portal. [Online]. Available: http://www.allbusiness.com/management/contract-management/824453-1.html [2009, 02/03/2009].
-Bendapudi, N. & Leone, R. P. (2001). How To Lose Your Star Performer Without Losing Customers, Havard Business Review, [Online]. Available: http://hbr.harvardbusiness.org/2001/11/how-to-lose-your-star-performer-without-losing-customers-too/ar/1 [2009, 13/03/2009].
-BusinessWire, (2002). Ernst & Young Intranet Site Recognised For Excellence. [Online]. Available: http://www.allbusiness.com/company-activities-management/management-best-practices/6466657-1.html [2009, 13/03/2009].
-Evans, C. (2003). Managing For Knowledge HR’s Strategic Role, Butterworth Heinemann, Oxford.
-Donoghue, P. L., Harris, J. G. & Weitzman, B. A. (1999). Knowledge Management Strategies That Create Value. [Online]. Available: http://www.accenture.com/NR/rdonlyres/9BC14B89-E2AC-4D5C-855D-23C8013FF4F6/0/knowledge2.pdf [2009, 09/03/2009].
-Gongla, P. & Rizzuto, C. R. (2001). Evolving Communities Of Practice: IBM Global Services Experience. [Online]. Available: http://www.research.ibm.com/journal/sj/404/gongla.html [2009, 27/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-LeBlanc, S. & Hogg, J. (2006). Storytelling In Knowledge Management: An Effective Tool For Uncovering Tacit Knowledge. [Online]. Available: http://stcatlanta.org/currents06/proceedings/leblanc.pdf [2009, 27/03/2009].
-Marshall, B., Zhang, Y., Shaen, R., Fox, E. & Cassel, L. N. (2003). Convergence Of Knowledge Management And E-Learning: The GetSmart Experience, [Online]. Available: http://ai.bpa.arizona.edu/go/intranet/Publication/JCDL-2003-Marshall.pdf [2009, 03/03/2009].
-Mylopoulos, J., Chaudhri, V., Plexousakis, D. & Topaloglou, T. (1996). Building Knowledge Management Systems. The VLDB Journal, Vol.5, No.4. pp.238 - 263.
-Thierauf, R. J. (1999). Knowledge Management Systems For Business, Greenwood Publishing Group
-Witt, N. McDermott, A., Peters, M. & Stone, M. (2007). A Knowledge Management Approach To Developing Communities Of Practice -Amongst University And College Staff. [Online]. Available: http://www.ascilite.org.au/conferences/singapore07/procs/witt.pdf [2009, 27/03/2009].

Further Reading:
-Burk, M.(1999). Knowledge Management: Everyone Benefits By Sharing Information, [Online]. Available: http://www.tfhrc.gov/pubrds/novdec99/km.htm [2009, 27/03/2009]. -Dann, Z. & Barclay, I. (2006). Complexity Theory and Knowledge Management Application. The Electronic Journal of Knowledge Management, Vol.4 No.1, pp. 11-20.
-Feng, K., Chen, E.T. & Liou, W. (2004). Implementation of knowledge management systems and firm performance: an empirical investigation, Journal of Computer Information Systems, Vol. 45, No.2, pp.92-104.

.: Article3 - Would Web 2.0 Technologies & Virtual Imaginative World Really Work?

2009-03-29T15:36:00.025+01:00

1. Introduction
Reflecting upon previous article, there are many ways to formulate dispersed knowledge which this article sets to seek especially Second Life (SL) in the last section. Vircus (2008) paper outlines that Web 2.0 Technologies influences "the way in which people learn, access information and communicate with one another". Downes (2005), Bryant (2007) and Mu (2008) provides a greater insight of in-depth discussion of Web 2.0 technology.

2. Web 2.0 Technologies
There are many web 2.0 technologies discussed but we decided a need to narrow down as many have been revealed by other literature materials. However, many more examples can be found by visiting O’Reilly (2007). Research appeared to tailor web 2.0 technologies towards educational organisations – therefore there is a need to expand this to see the exploitation for other organisation expressed in the next section.

The use of these technologies involved "capturing informal customer comments about products" and also "opinions, likes and dislikes". This profoundly illustrated superior effect on organisations when utilised as expressed by Cearley (2008) in his example of ‘Starbucks’.

Another good example on a very wide scale is Griffin (2009), where he wrote how Barnet Council moved towards “social networking to involve residents in local democracy”. This is perceived as highly beneficial CoP for both parties because supporting the community of residents to voice their concerns. Vice versa the council can understand the people(s) thinking of the borough to enhance the borough and make better services for the community by “involving people far more in the decision process”.

The perceptual impact would enable the community to consider the borough town a better place to live in. As a result of this more people (existing neighbours) would enjoy living happily in the area thus developing the community and not only become top of the league against other boroughs such as Camden, Westminster, Greenwich but also make it more affluential and live area.

2.1 MetaData & Tagging
Tagging offers benefit but there is a sturdy concern that how one predominantly ‘characterises’ one thing may well be different for someone else. The reason why this is a concern is because if tagging was applied in hospital pharmacy - drug medication – there is a sensitivity of the real caution and relentless of confusion caused of mixing and compatibility which can lead to severe consequences.

However, on another angle, subsequently would be beneficial because there is revelation for all pharmacists to see things on wider perspective angles in which knowledge could represent. Predominantly, we see this as beneficial because there is a form of virtual community of practice taking place. Tagging & MetaData have disadvantages and advantages but will benefit a hospital as this could help to draw new forms of patient services or treatments - a new consideration for innovation such as developing new medications for clinical trials.
The above reflects the classification of Bischoff et al., (2008) discussion of tags as support for search and how the "improvement of information retrieval algorithms" and also claims little “investigation about the different collections of useful of tags".

2.2 RSS
A proceeding produced by Atreja et al., (2006) describes how employees in the "biomedical domain" became overloaded with information to their knowledge. This therefore led to a development of "online evidence-based information" portal which served towards "knowledge delivery" made available to "10 hospitals and multiple ambulatory satellite centres". The portal made use of RSS which helped to retrieve to those with similar interests. Also the portal worked as "collaborative learning and "sharing up-to-date medical information".

2.3 Wiki & Weblog
Fuchs-Kittowski & Kohler (2005) described the idea of wiki as "company's own work processes" and also "relevant knowledge carriers" and claim existing IT solutions cannot obtain KM because of the inflexibility of obtaining access. They also mention how supports the "flexible of generation of new knowledge and experience". To analyse this, we agree in justifying problems through combination of community as Fuchs-Kittowski & Kohler (2005) encountered and referred this as "knowledge network". We have applied this to University of Bristol and Barclays found on Tse (2009).

University of Bristol (2008) provided E-Learning for staff members only "to enhance their teaching", this being in the form of CoP because the main domain here is "teaching" and sharing to others that want to explore or "know what practice" are best.
Barclays are "keenly aware" people are the resource, they must re-invent the organisation and also the products to survive in today's banking crisis which can be very damaging to the economic growth Guardian (2008). They establish this through quarterly seminars acting as a “forum”.

Barclays created “Knowledge Bank" (KB) because of concerns in duplication of projects across the bank which therefore meant waste of time and money. The introduction of KB helped to identify people in the organisation their expertise area and experience(s) through the initial concept that knowledge "multiplies as it is shared". The system was designed to encourage more exchange of tacit information rather than explicit across all platforms for Barclays (Redshaw & Footit, 2000).

3. Abandoned Issues
There have been lack of discovery or exploration in this in-depth area but attention was drawn to how good is the design of web 2.0 technology as Jakob Nielson warned about the "rush to make webpages more dynamically" (BBC News, 2007). This therefore gives concerns in terms of the users sharing their knowledge. Is knowledge collaborated shared the correct way for serving a purpose? This is like to say, the way of being served at meal.

4. Second Life
Schmeil & Eppler (2008) paper proposes the paradigm of virtual environment that facilitates "knowledge sharing and integration in groups". Flinders (2007) discusses the CoP domain of recruitment and how corporate firms such as "Royal Bank Of Scotland and KPMG hosts jobs fair” in SL. We perceived this as value as Lomas (2009) mentioned one major advantage of travelling costs being decreased as people join together virtually. One area for critiscm here is that although time is save towards travelling but the interactivity online is far more different than direct face to face discussion. Weekes (2007) for example described where employers merged together for “training amphitheatres to update knowledge on new products”. A positive factor helps the shy and closed ones to reveal their qualities.

5. Application Towards Close of Thought
If organisation’s utilises all of above web technologies in some form of a way or another – this generates a high level of aptitude both building on existing blocks but also most importantly generating new intelligence. So far majority aimed to promote the positive with mere little negativity with the exception of Levy (2009) where she replenishes "implications of KM" and "the non-trivial process".

Virtual Bubbles will require the need to use web 2.0 technologies but also incorporating existing technologies in place. The reason for this is because it will allows customers to see the organisation moving forward and adapting to new technology but also enabling those customers that are weak to bring up heave their skills, this incorporating customers experience alongside.

The different forms of web 2.0 can help VB to think and see things on a wider perspective angle through tagging and RSS for those that were unable to attend in the initial meetings or require information that suits them. Also Prahalad & Ramaswamy (2000) explains how organisations have been drawn towards a "broad network" of linkages to other businesses which they classified as "extended enterprise". This should be considered as it plays the component enhancing VB learning but also at the same time through community of practice. Further thorough critical analysis of application is discussed below.

SL is a must to allow VB to operate virtually because this will take the organisation globally rather than idle in one country. By being exposed to others this can build and augment the organisation to be more powerful with learning and excel.

Especially with the current economic climate, this can be infuriatingly expensive towards the running of VB such as expenditures and physical overheads. Therefore, subsequently SL would be highly beneficial from the idea's and work of a well premeditated example in Kirriemuir (2007) discussion of educational environment and also delineated in Cheal (2007) where "anyone from anywhere" and "be vaporised with no limits". Reflecting on this, VB would be better off to supervene bubbles as opposed to Authers (2009) of "chasing bubbles". We find the idea conventional well structured in specific towards "straightforward on the behaviour of fellow human beings".

Overall in evaluation, web 2.0 along with SL sets the new evolutionary trend for obtaining knowledge in the event of an invisible bubble burst (like with the banks). In contrary, SL offers highly potential value to VB particularly with exploring to learn on a comprehensive wide scale, also including the provision insight into the way things could be understood and “what’s happening in the different SIMS”(BusinessWeek, 2006).

One point of justification here is that SL is very orientated towards people who have the element of IT skills, this therefore means VB needs to acknowledge conspicuously to those that do not use SL as they will have solid ethical mind, realistically we should depict and blend both the two together to excel VB, we derived to this from presentation works of Kinsella et al., (2008).

6. Summary
The new technologies developed draw many vast attractiveness and ubiquitous new opportunities for exposure. This demonstrates that people learn to foster different challenges which many different organisations can ascertain knowledge from, but before one can derive on decision there is a need to evaluate the resources displayed.
However this gives an underlying thought of concern of management autonomy – who will anticipate this overload of system and technology, this you may foresee if there is pursuable onto part3?

7. References:
-Atreja, A., Messinger-Rappor, B., Jain, A. & Mehta, N. (2006). Using Web 2.0 Technologies To Develop A Resource For Evidence Based Medicine. [Online]. Available: http://www.pubmedcentral.nih.gov/picrender.fcgi?artid=1839440&blobtype=pdf [2009, 07/03/2009].
-Authers, J. (2009). Chasing Bubbles, FTWealth, (Issue 5, Spring 2009). Financial Times, pp.8
-BBC News (2007). Web 2.0 'Neglecting Good Design', [Online]. Available: http://news.bbc.co.uk/1/hi/technology/6653119.stm [2009, 28/02/2009].
-Bischoff, K., Firan, C., Nejdl, W. & Paiu, R. (2008). Can All Tages Be Used For Search? [Online]. Available: http://doi.acm.org/10.1145/1458082.1458112 [2009, 23/03/2009].
-Bryant, L. (2007). Emerging Trends In Social Software For Education, Emerging Technologies for Learning, Vol. 2, pp. 9-22, [Online]. Available: http://partners.becta.org.uk/page_documents/research/emerging_technologies07_chapter1.pdf [2009, 28/02/2009].
-BusinessWeek, (2006). My Virtual Life, [Online]. Available: http://www.businessweek.com/magazine/content/06_18/b3982001.htm [2009, 26/03/2009].
-Cearley, D. (2008). Businesses Can Boost Innovation with Web 2.0 Technology. [Online] Available: http://www.computerweekly.com/Articles/2008/05/13/230665/businesses-can-boost-innovation-with-web-2.0-technology-gartner.htm [2009, 28/02/2009].
-Cheal, C. (2007). Second Life: Hype Or Hyperlearning?. On The Horizon, Vol. 5, No. 4, pp. 204 - 210.
-Downes, S. (2005). E-Learning 2.0 eLearn Magazine: Education and Technology in perspective, [Online]. Available at: www.elearnmag.org/subpage.cfm?section=articles&article=29-1 [2009, 28/02/2009].
-Flinders, K. (2007). Corporates Use Second Life To Recruit. [Online]. Available: http://www.computerweekly.com/Articles/2007/10/18/227548/corporates-use-second-life-to-recruit.htm [2009, 27/03/2009].
-Fuchs-Kittowski, F. & Kohler, A. (2005). Wiki Communities In The Context Of Work Processes. [Online]. Available: http://doi.acm.org/10.1145/1104973.1104977 [2009, 20/03/2009].
-Griffin, N. (2009). Minister’s Praise For Networking Barnet, The Press,Thursday 26th March 2009, p.10.
-Guardian, (2008). Banking Crisis Timeline. [Online]. Available: http://www.guardian.co.uk/business/2008/oct/08/creditcrunch.marketturmoil [2009, 07/03/2009].
-Levy, M. (2009). Web 2.0 Implicatins On Knowledge Management, Journal Of Knowledge Management, vol. 13, No. 1, pp. 120 - 134.
-Lomas, N. (2009). Virtual Meetings To Ground Two Million Airline Seats. [Online]. Available: http://www.silicon.com/retailandleisure/0,3800011842,39393198,00.htm [2009, 27/03/2009].
Kinsella, S., Budura, A., Skobeltsyn, G., Michel, S., Breslin, J. G. & Aberer, K. (2008). From Web 1.0 To Web 2.0 And Back - How Did Your Grandma Use To Tag?. [Online]. Available: http://doi.acm.org/10.1145/1458502.1458516 [2009, 27/03/2009].
-Kirriemuir, J. (2007). The Second Life Of UK Academics, [Online]. Available: http://www.ariadne.ac.uk/issue53/kirriemuir/ [2009, 26/03/2009].
-Mu, C. (2008). Using RSS Feeds And Social Bookmarking Tools To Keep Current. Library Hi Tech News, Vol.25, No.9. pp.10 - 11.
-O'Reilly, T. (2007). What is Web 2.0? [Online]. Available: www.oreillynet.com/lpt/a/6228 [2009, 28/02/2009].
-Prahalad, C. K. & Ramaswamy, V. (2000). Co-Opting Customer Competence, Havard Business Review, [Online]. Available: http://hbr.harvardbusiness.org/2000/01/co-opting-customer-competence/ar/1 [2009, 13/03/2009].
-Redshaw, A. & Footit, A. (2000). Virtual Assets In Barclays, [Online]. Available: http://www.ikmagazine.com/xq/asp/sid.0/articleid.1293E1D0-6578-4AFF-82F9-F4A745AA7D4/eTitle.Virtual_Assets_in_Barclays/qx/display.htm [2009, 07/03/2009].
-Schmeil, A. & Eppler, M. (2008). Collaboration Patterns for Knowledge Sharing and Integration in Second Life: A Classification of Virtual 3D Group Interaction Scripts. [Online]. Available: http://www.knowledge-communication.org/pdf/Schmeil_Eppler_IKNOW08.pdf [2009, 15/03/2009].
-University Of Bristol, (2008). E-Learning Support & Development. [Online]. Available: http://www.bris.ac.uk/esu/elearning/ [2009, 03/03/2009].
-Tse, M. (2009). Article3 - Would Web 2.0 Technologies & Virtual Imaginative World Really Work? [Online]. Available: http://mc-tse.blogspot.com/2009/03/article3-would-web-20-technologies.html [2009, 29/03/2009].
-Vircus, S. (2008). Use of Web 2.0 Technologies in LIS: Experiences At Tallinn University, Estonia. Electronic Library and Information Systems, Vol. 42, No. 3. pp. 262-274.
-Weekes, S. (2007). Web 2.0 And Its Impact On E-Learning. [Online]. Available: http://www.personneltoday.com/articles/2007/09/18/42264/web-2.0-and-its-impact-on-e-learning.html [2009, 26/03/2009].
-Weekes, S. (2007). Second Life Systems Reinvigorate E-Learning [Online]. Available: http://www.personneltoday.com/articles/2007/11/20/43232/second-life-systems-reinvigorate-e-learning.html [2009, 27/03/2009].

Further Reading:

-Anderson, P. (2007). What Is Web 2.0? Ideas, Technologies And Implications For Education. [Online]. Available: http://www.jisc.ac.uk/media/documents/techwatch/tsw0701b.pdf [2009,16/03/2009]. -Compur Mentor (2009). TechSoup Global In Second Life. [Online]. Available: http://www.techsoup.org/community/secondlife/ [2009, 27/03/2009].

-Heath, N. (2009). Can The Internet Change Your Brain? [Online]. Available: http://networks.silicon.com/webwatch/0,39024667,39410933,00.htm [2009, 27/03/2009].

-InfoPirate (2006). Dutch Bank ABN Sets Up Branch In Second Life. [Online]. Available: http://www.infopirate.org/dutch-bank-abn-sets-up-branch-in-second-life [2009, 27/03/2009].

-Jafari, M., Akhavan, P., Fesharaki, M. N. & Fathian, M. (2007). Iran aerospace industries' KM approach based on a comparative study: a benchmarking on successful practices. Aircraft Engineering and Aerospace Technology, Vol. 79, No. 1, pp.69 - 78.

-Kirkpatrick, D. (2007). It's Not A Game. [Online]. Available: http://money.cnn.com/2007/01/22/magazines/fortune/whatsnext_secondlife.fortune/index3.htm [2009, 27/03/2009].

-Morales, E., Garcia, F., Rego, H., Moreira, T. & Barbosa, H. (2005). Knowledge Management For E-Learning Based On Learning Objects: A Qualitative Focus, 6th International Conference, -Oberhelman, D. D. (2007). Coming To Terms With Web 2.0. Reference Reviews, Vol. 21, No. 7, pp. 5-6.

-Riley, J. (2007). Virtual Worlds Are 2008s 'Breakthrough Technology'. [Online]. Available: http://www.computerweekly.com/Articles/2007/11/02/227900/virtual-worlds-are-2008s-breakthrough-technology.htm [2009, 27/03/2009].

-Virtual World News (2008). ABN Ambro To Use Active Worlds For Internal Collaboration. [Online]. Available: http://www.virtualworldsnews.com/2008/04/abn-ambro-to-us.html [2009, 26/03/2009].

-Weekes, S. (2007). Web 2.0 And Its Impact On E-Learning. [Online]. Available: http://www.personneltoday.com/articles/2007/09/18/42264/web-2.0-and-its-impact-on-e-learning.html [2009, 26/03/2009].

-Weekes, S. (2007). Second Life Systems Reinvigorate E-Learning [Online]. Available: http://www.personneltoday.com/articles/2007/11/20/43232/second-life-systems-reinvigorate-e-learning.html [2009, 27/03/2009].

-Wolley, P. (2007). Second Life And The Voluntary Sector. [Online]. Available: http://www.ictknowledgebase.org.uk/secondlife [2009, 26/03/2009].

If only...

2009-03-21T09:51:00.011Z

"If we only knew what we knew...!"
(Johnson, 1997).

Managing Knowledge on ocean perspective...

I've some how visualised being able to interpret managing knowledge from an ocean perspective.... Think of the sea, it is large... never ending.. flowing continously the water.. consider this as knowledge.. No matter how much others try to attempt to swim in this, they will never be able to obtain the full knowledge.

Percieve the solid rocks in the middle of the ocean.. this is ~~easy~~ rock 'solid', it will take time to chip away bit by bit but never the whole piece to hold...

Do you understand my insight to this?..

References:
Johnson, C. (1997). Leveraging Knowledge For Operational Excellence. Journal Of Knowledge Management, Vol. 1, No.1, pp. 50-55.

...?

2009-03-10T07:22:00.005Z

Dear Blogspot...

I have only been off for 4 days ...why do people not do things properly... but leave for others to sort out...? Is this a sign of "I do not know how to do it " or is it a mere "I do not want to do it"...

If they cannot pursue to do the 'basic' manual basis, how will they be able to move forward in time... all the initial effort in place will be come disarrayed... shall one care no more..?

Let it be

Be Happy! :)

A-Team Development! :)

2009-02-21T15:12:00.020Z

The A-Team Blogspot is ~~still~~ ~~currently in development~~ now live.... !!

---->>> Let's go & explore!! <<<----

p.s: in relation to mc-tse blogspot - previous post's have always been available, for those that want to see these post's - you can view by navigating on the right hand side menu. If you would like to view all [everything], click on the '2009' right hand side.

(I have had to change the settings to "one" post per page, as some users do not like excessive scrolling.)

.: Article1 - The Phenomenon of Organisation & Strategy with models

2009-02-11T17:18:00.018Z

WARNING:: Read for your own pleasure! :)

**Feel free to comment, but BE "EXTREMELY CRITICAL!"

1. Introduction
Organisations are all over the world. What makes an organisation strong is the importance of people knowledge (Civi, 2000). This article looks at selected knowledge management models and Earl’s schools where appropriate organisations have been selected for discussion. These act as representation - device tool which aims to seek whether it will work for every organisation.

2. Organisation
Cartwright (2001) defines organisations that involve human strategies premeditated to achieve certain objectives. The bigger the organisation, the more solid ground they have in the share of market position just like a pillar.

For simplicity, an organisation operates in an environment exploiting any opportunity available on the market where some form of transaction may take place (Dawson, 1996). Take for example HSBC, financial transactions is taken place, however in a healthcare organisation, patient treatment and advice service is a form of transaction from doctors or consultants

3. Strategy
Strategy to me means planning which could be either short term or on long term scale but depends on where one may aim to head for. For instance, I have set myself a long term goal that I need to achieve but without having short term strategies in place which I use as a sense of direction and purpose, I cannot meet this. Therefore in simple terms, strategies means that one cannot know where they are going if they have not set it.

In an organisation perspective, Norton and Irving (1999) claims that strategy is essential because of the significant impact from the market in which they operate. Greggs strategy, for instance attempts to change the perception of how consumers perceive their image (Food&DrinkEurope, 2005). I agree with Norton and Irving that strategy is essential but devising a strategy is complicated because there are many pulling forces for an organisation as opposed to one individual. From merging organisation together with strategy, this formulates to why they exist. Many issues are being examined and studied in the next section; we begin with a drug manufacturer.

4. Theory & Application

4.1. SECI
Eisai, a Japanese Pharmaceutical has a vision of human healthcare therefore its mission will reside in patients and families care. One of their missions is “to provide innovative product” (Eisai, 2009). Eisai, will have made a series of both long and short term strategies to make patients (customers) perceive who they say what they are but most importantly to maintain being profitable against other world-wide competing pharmaceutical companies like Roche, Wyeth and GSK (Eisai Co, 2005).

Take for example in order for Eisai to achieve “innovative product”, strategies were devised on how to reach this. Eisai sent their employees to a nursing home who worked as caretakers. Based on experience, employees realised the elderlys have difficulty in swallowing which led to the development of tablets that dissolves in the mouth.

The above illustration is very similar to Nonaka’s SECI model (Ichijo & Nonaka, 2007). For Eisai to take lead in developing dissolving tablets, this idea was brought about when Eisai allowed their employees working in the homecare. This entailed regularly day to day contact and through conversation’s with the elderly, this is the first stage of the model known as ‘socialisation’ process. Tacit knowledge of the elderly is transferred to Eisai employee. Eisai employees capture’s and applies to their knowledge of medication concept formally known as ‘externalisation’.

‘Combination’ is illustrated where employees at the nursing home (outside: importing knowledge [external from the organisation]) interacted with other employees across the organisation (inside: exporting knowledge). During this period, there is a transfer of explicit knowledge which is combined and processed. Upon approval of licence, Eisai (the group) can advertise this new drug to the targeted market of customers (the individual), this is known as the last process: ‘internalisation’ (Eisai Co, 2009).

Analysing the SECI model, it has enabled me to understand the broad context: from a discussion with elderly (being customers) to creating a product that will fulfil to help their requirements but giving impact towards Eisai mission. The model itself shows a proposal of ‘interactivity’ amongst people and knowledge creation.

4.2. Ba
‘Ba’ a concept introduced by Nonaka & Konno (1998) focuses on 4 Ba’s taken into account the “individuality collaborating and emerging relationship” (cited in Rainbird, 2006, et al., p.146). To expand on this, Nonaka and Teece (2001) wrote that the model requires ideas and thinking both inside and outside the firm. Pizza Express (2008) is a good example, founder Peter Boizot, his individuality of sharing feelings and experience of emotions about pizza made him reassuringly create to become the market leader. The directors listen’s to their customers taste’s changes overtime - in Nonaka terms, the ‘originating Ba’.

‘Interacting Ba’ is the tacit knowledge of each employee developed through rigorous induction training where skills are shared and a lot of manuals to help sustain a position in the market by brand building through self reflection (ILO, 2001).
Cyber Ba, to me means a form of collaboration. PizzaExpress have a ‘PizzaExpress Club’ that embraces a range of experiences. Members write, email or phone which acts as the collecting point and allows the exchange of necessary information (PizzaExpress Club, 2008).
From the three other Ba, this formulates the last one ‘exercising Ba’, theoretically resides to create new knowledge - the conversion and connection.

4.3. Earl’s
Michael Earl remarkably constructed seven schools; each school will not be discussed in depth but can be found in Blackman (2005) paper. Due to the extensiveness, 3 schools were selected: ‘Systems’, ‘Cartographic’ and ‘Commercial’.

Systems school is where an individual solves a problem on their own but also learn how to fix it for on your own. Cartographic school seekers are trying to find a solution contained in the “identity of an expert knower”. In this example, customers seeking a property will go to a mortgage advisor – this is mapping seeker to the specialist. A solution could be obtained through engaging conversation

Commercial school – this is the “right to use the product for sale” and “is commercially moderated”. Barristers and lawyers come under this school because of the protection of knowledge which is used and sold as a commodity.

4.4. Dinur and Inkpen
However in correlation to this, Dinur and Inkpen (1998) model of KM is applied to Oxfam because the model itself is designed to “explicate learning and knowledge transfer”. The first glance of the model involves different types of knowledge, from Oxfam point of view, the number of each people volunteering

Dinur and Inkpen (1998) would then use the knowledge held in these individual to be processed and internalised, within this, there is a sense making. As they act as carriers with different type knowledge to resolve the “poverty and suffering issue” (Oxfam, 2009).
This model seemingly appears to work for this type of organisation because it demonstrates the dispersed locations around the world where people are concerned for Oxfam organisation awareness.

4.5. Intellectual Capital
The word intellectual is something with high intelligence which can create money of value. Svieby (1997) defined this as “difference between the market value and its official net book value” (cited in Jashapara, 2004, p.268). An example which could be applied here is UBS in specific investment and also the London Stock Exchange. The activities performed in these sort of organisations are highly imbedded which makes them extremely critical.

For example, the market will always affect the fluctuation of share prices – when to buy or sell. This type of intellectuality impacts the organisation but also customers (the shareholders) and other linked organisation (the stakeholders). UBS profit went up 79% through trading; therefore the intellectual capital here would be how an individual does or as a team identify the fluctuation of market capital (Kennedy, 2007). In the opposite direction of this, HBOS for instance share prices dropped which caused many unhappy investors but for the organisation itself to lose money. This then allows their competitors such as Morgan Stanley to buy at low but make profit through selling high (Hosking and Seib, 2008).

5. Analysis
SECI model appears to be ideal if an organisation is looking to take advantage of knowledge held in ‘customers’. The model however will not work in the area of Law as this type of breed emerge to be very discreet and disclosed – not wanting to share. A prime example can be seen in two articles: Terrett (1998) and Doyle & Toit (1998).

In addition, Despres and Chauvel (1999) provides a good example of mapping. Reflecting on this to me occurs to Eisai earlier on, how to ‘map’ and cluster. From my understanding of this it is like a tree with branches and stems, this be refined similar to cancer – where it spreads. Just like in a hospital – the base root formulates each stems (wards) and branches (departments) are all closely associated with each other hence mapping to formulate a live strategy.

In the field for Virtual Bubbles, there is a need to have genuine interaction with people and well being. Not only that but the need to have patience to work with them. SECI model would be ideal here because of the broad range of IT skills required and people of all age groups, socialisation is the key to understand to interact to understand what is missing out there in the environment but not in the sense to take advantage of those without the knowledge.

Earl’s ~~model~~ school will not apply – especially commercial school because the school itself is far too protective and will only use or provide if paid for (at high value). But systems school could apply because they may learn on how to fix or solve, say for example troubleshooting to fix pc’s [experimenting] – the individual knowledge – this can then be posted on Virtual Bubbles website which can then be assessed by other members who may have more knowledge.

6. Summary
It has proved a fiery debate the KM models mentioned here will need to be selectively chosen and the appropriate technique that would be feasible for the purpose of an organisation. The culture of PizzaExpress appears to be uniquely developed to provide a distinctive approach to their customers unlike the law sector. A distinctive approach for Eisai pharmaceutical appeared to have worked well. As noted the created strategy for each is embedded within the organisation mission, have you understood the rationale reason behind this?

7. References:
-Blackman, D. (2005). Know ways in Knowledge Management. The Learning Organisations, Vol. 12, No. 2, pp.152-168.
-Cartwright, R. (2001). Mastering The Business Environment. Palgrave, Hampshire.
-Civi, E. (2000). Knowledge Management As A Competitive Asset: A Review. Marketing Intelligence And Planning, Vol.18, No.14, pp.166-174.
-Dawson, S. (1996). Analysing Organisations – Chapter 1. 3rd Edition. Palgrave, Hampshire.
-Despres, C. & Chauvel, D. (1999). Knowledge Management(s). Journal of Knowledge Management. Vol. 3. No.2. pp. 110 – 120.
-Doyle, D. & Toit, A. (1998). Knowledge Management In A Law Firm. Aslib Proceedings,Vol.50, No.1, pp.3-8.
-Eisai, (2009). Culture: Mission Statement. [Online]. Available: http://www.eisai.co.uk/ [2009, 31/01/2009].
-Eisai Co, (2005). Eisai Announces Establishment Of Its Pharmaceuticals Marketing Subsidiary in Switzerland. [Online]. Available: http://www.eisai.co.jp/enews/enews200518.html [2009, 05/02/2009].
-Eisai Co, (2009). Enhancing Our Information Dissemination Activities. [Online]. Available: http://www.eisai.co.jp/pdf/esocial/epdf200611es.pdf [2009, 05/02/2009].
-Food&DrinkEurope, (2005). Greggs Thrives On Image Change. [Online]. Available: http://www.foodanddrinkeurope.com/Financial/Greggs-thrives-on-image-change [2009, 24/01/09].
-Hosking, P. & Seib, C. (2008).Bank Sector In Turnmoil As HBOS Share Price Falls. [Online]. Available: http://business.timesonline.co.uk/tol/business/industry_sectors/banking_and_finance/article4116470.ece [2009, 07/02/2009].
-Ichijo, K. & Nonaka, I. (2007). Knowledge Creation and Management: New Challenges for Managers. Oxford University Press, New York.
-ILO, (2001). Human Resources Development, Employment and Globalisation In The Hotel, Catering and Tourism Sector. [Online]. Available: http://www.ilo.org/public/english/dialogue/sector/techmeet/tmhct01/tmhctr3.htm [2009, 01,02/2009].
-Inkpen, A. & Dinur, A. (1998) Knowledge Management Processes And International Joint Ventures.Organisation Science, Vol.9, No.4, pp.454 – 468.
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach. Pearson Education, Harlow.
-Kennedy, S. (2007). UBS Profit Up 79%, Warns Of Weak Trading Ahead, [Online]. Available: http://www.marketwatch.com/news/story/ubs-profit-up-79-warns/story.aspx?guid=%7BB3DF67CC-B5AE-4E62-A76F-3687D20B827A%7D [2009, 07/02/2009].
-Nonaka, I. & Konno, N. (1998). The Concept of “BA” Building a Foundation For Knowledge Creation. California Management Review, Vol.40, No.3, pp.40-54.
-Nonaka, I. & Teece, D. (2001). Managing Industrial Knowledge: Creation, Transfer And Utilization. Sage Publications, London.
-Norton, B. & Irving, R. (1999). Strategy in a Week. Hodder & Stoughton, London.
-Oxfam, (2009). Oxfam In Action. [Online]. Available: http://www.oxfam.org.uk/oxfam_in_action/ [2009, 05/02/2009].
-PizzaExpress, (2008). About PizzaExpress: Historically Speaking. [Online]. Available: http://www.pizzaexpress.com/our-restaurants/about-pizza-express.aspx [2009, 01/02/2009].
-PizzaExpress Club. (2008). Club Membership. [Online]. Available: http://www.pizzaexpressclub.com/jtcapp1.htm [2009, 01/02/2009].
-Rainbird, H., Fuller, A. & Munro, A. (2004). Workplace Learning In Context. Routledge.
-Terrett, A. (1998). Knowledge Management And The Law Firm. Journal Of Knowledge Management,Vol.2, No.1, pp.67-76.

.: Article2 - The War on Knowledge, Information & Data To Face Challenges.

2009-02-09T23:59:00.040Z

1. Introduction
Everyday observation, the market is flustered with a wealth of knowledge. If all of this wealth is combined together, what would it create? A powerful society? We begin to see what makes this. This article looks at knowledge, information and data and what impact and effects it may have on organisation’s out there.

2. The Misuse Of Data & Information
It should be distinguished there can be misuse between 'data' and 'information' which I agree. First instance, if I was not from financial and pharmacy background -they are both the same, but having studied and looking at it from an organisation point of view, it is not! - We begin by looking at data.

2.1. Data
According to Hislop (2005), data is “raw numbers, words and sounds”. Myself see data on its own and not applied would mean raw figure's from fashion industry perspective, as I see no form of conveying message. As a result of this I cannot make structured decision.

Data at all time will exist but have no significant meaning if not applied to the suitable subject area. However, from a different angle -previous experience in the financial industry, I actually understood a table of numerical numbers because there was a meaning to this in that industry. My experience of reconciliation and suspense accounts involved a lot of data work –data was factual for me –performance status. Choo et al., (2000) had the same principle where data are “fact’s and message’s”. [Another example could be list of foreign currencies

Therefore from my side I disagree to Davenport and Prusak (1998) concept of data “provides no judgement or interpretation” and “no sustainable basis of action”. This is because data does provide judgement and I can make an action on the data.

Second example I see for data would be in the first week of lecture workshop: an organisation was formed, 6 members merged where we did not know one another - we were one individual.

2.2. Information
Information to me means establishment of clarity for purpose which has been transformed from data. The extracted data has been transformed to be organised to enable something being told. This was also precedent by Peter Drucker who alleged to believe information is “data endowed with relevance and purpose” (cited in Davenport and Prusak, 1998, p.2).
This could be referred my experience of accounts reconciliation; the organised data allows the user to see the financial performance of an organisation, other area’s such as is the expenditure being controlled properly or what opportunities are available. [As for foreign currencies - the rates figure determines when to process - and remitt the currencies - when bank's buy the currencies back, they need to be processed on to the system. If processed at a later date (as values differ) this may either let them make money or lose money.

Again, linking into the second example above, the 6 individual's communicated with each other where we retrieved and extracted a summary of data amongst ourselves. This now gives understanding and picture -used as a resource. From this I have learnt information is seeking which helps one to shape their view ~ presenting the finds.

Hildebrand (1999) noted “having information at the right time at the right place” (cited in Malhotra, 2000, p.6). An example of experience through recent information is a pharmaceutical manufacturer discontinued a drug: 'procaine 2% injection' which in current work place: the hospital uses as local anaesthetic on patient's (BMA, 2005). I think I had a slight two day delay in receiving this information, but the sooner I knew, the more time I could act on and liaise with appropriate designated staff members.

Based on this information, the validity needed to be verified but also because this drug was no longer going to be available, this meant having to discuss the alternatives which could used as replacement but also taking into account the brands which specific patient’s can only use. To support my statement above, Nasa (2005) paper also exemplifies the same context – “to share and act upon information”.

In financial banking industry, information is vitally important. If wrong information is given out or used, the impact this could have on an organisation may possibly make them loose thousand’s of pounds. (I.e. one extra digit ‘0’ in 10,000 pulls significant value). My conception of information equals time and money. For instance, through observation of an experience there was a mis-interpretation of issues for information and time given from one end to another via communication of processing customer transaction.

This meant payment to another account was delayed which had a big knock on effect on the customer who lost vast sums of money. This issue relates to Kogiut & Zander (1992) because of the “know-how” and “knowing-that”, their view of efficiency (cited in Pettigrew, 2006, et al., p.143). Here the transmission of information to knowledge was lost. One who took the assumption of factual information can set bad image and experience for the customer who will move their money elsewhere, therefore for the organisation side - losing money.

3. What is Knowledge?
My perception of knowledge is generated through experience or learning that is captured, accumulated and memorised in a way someone understands something. This reiterated by Allee (1997) - “knowledge is experience that can be communicated or shared”. It is clear here that she radiates on sharing. One may obtain knowledge through trial and error which myself have experienced. Within the word knowledge there is 5 elements embedded: who? what? why? when? and how?, these are envisioned by Savage (1996).

Knowledge itself contains paramount value; it is like a series of ingredients where one feeds in information. Medication’s for example, when administered; it is absorbed to work for a purpose, similarly information fed in helps to create knowledge, this correlates to Blackler (1995).

In Nonaka and Teece (2001), their theory of knowledge is “justified true belief” with a strong emphasis on justification. However, Argyris defined “capacity for effective action”, there is an importance on action as described in earlier example of procaine injection. In contrast, Davenport and Prasak (1998) states “fluid mix of framed experience, values and contextual information” (cited in Liebowitz, 1999, p.8.4). Based on this, there is a judgemental which is applied to the minds of those.

In this example, it came to mind that knowledge could be visualised to a flight of escalators. Advameg (2007) prompted an escalator is "power-driven", knowledge stored in human minds can also be power-driven but only if one utilises this as guidance. From an organisation point of view, this will be valuable for them, for some - ‘profit’.

4. What Theorist’s say?
Wigg (2000) appears to mention only information and knowledge which he perpetuates upon the fundamental difference; he states that knowledge consists of facts. He expressed “the Internet... knowledge workers can access the latest information on advanced concepts”. This I have to disagree because it will depend on the type of work a knowledge worker performs, for example, my job role entails accessing the Internet to source information but I would not think to find a nurse on a ward browsing and accessing information on the Internet amongst patient care.

According to Malhotra (2000) classified that knowledge is created by combining data and information. This also proceeded by Tuomi (1999) – “data is more than knowledge”. From my perspective I agree to this with earlier reflection from the example of tube stations. However, on another scale I cannot approve whether Malhotra and Tuomi statement is valid because how can one determine that the leveraged data transformed to information can be used as knowledge or vice versa. This is because through analysing the context, one could relate on what the true morale such as “which came first the chicken or the egg?” (Wollard, 2003).

Teece (1998) empirical evidence appears to mention “information and knowledge” as proposition. Skyrme (2008) suggests only knowledge is the key resource to which it can be applied. Nonaka and Teece (2001), for instance focuses on human action only and state knowledge is justified by facts.

In conjunction with guru Aboubakr workshop on Thursday 29th January 2009, his position on KID was “who cares” but to my extent, I disagree because for one to come this far into pursuing onto phd must of required driven knowledge to construct a thesis further and challenging his way through master’s. Not only that, but with the motion thought of ‘who cares’ may apply in retail industry but surely will not work in the healthcare or financial industry as established early.

For example, having the need to know the requirements for a patient such as what medications are they are on, how long have they been taking this, what strength is it? Is the patient brand specific? (This is because not every medication will not work for every patient "due to the ingredients it is made up by" - It is like to say allergy reaction - peanuts or nuts) KID is very important because without knowing this, what happens if a patient is overdosed or underdosed? What happens if a drug is needed who is the first point of contact? I have come across members who relise they have booked a patient in to start chemotherapy on such and such day, but have not realised that they needed a specific type of medication.

Therefore, reinforcement of this, knowledge can be powerful because in agreeing with Ichijo and Nonaka (2007), knowledge appears “to be the critical factor” – organisation’s wants knowledgeable people. But these knowledgeable people as mentioned early will have experience of ‘knowledge’ through trial and error, this relates to Despres and Chauvel (1999) where they discussed the idea on self-correcting systems.

5. Analysis
By compelling all these analysis together, from my perspective all 3 KID’s are contemplated to formulate the equation (below) regardless to make effective decision making in an organisation. As explained in my earlier example of drug discontinuation, without this information I would not have made another decision such as considering alternatives like lidocaine injection (BNF 55, 2008). I therefore construct this equation:

Data + Information + Knowledge = Judgement

If one of the above is missing, the equation will not work because the reasoning process to me will not be justifiable. To manage this knowledge and wisdom in the healthcare industry is extremely important, similarly, a prime example can be seen in Olla & Holm (2006) paper review but in a space industry context.

By analysing the above section, it clearly shows that knowledge is having to pass through to those that require the information, and without passing on information there is a blockage. The exchange of information - for example, we need this medication, "how long" does it take to come in, or what is the lead time? (2days, 2weeks, 3months?). what is the lifeline of the drug made today? I still do wonder sometimes why staff are inconsiderate: "I have a patient on the operating table, but we do not have this".... I cannot determine whether it is the knowledge planning, if they knew the patient was coming in so did not know they needed this and this...? inform? or is it a sign of not opening the channel of communication and letting other people know? or are they being difficult and not making things easy for other people? or is it a sign of bad practice? or is it: I do not like to 'approach' this person but I can to this other person but not passed on - is it because of the "who cares"? or is it a sign of not wanting to learn? or even is it just the culture?.... is this knowledge? thinking? what are your thoughts?..

As explained in the financial industry example, the fault there was shared across to the whole team members - this is like a learning lesson - but a lesson which is of value - because if it was not shared, this may possibly happen again. But sets a bad image to the organisation.

I also harmonise with Chase (1999), where he outlines “knowledge not being accessible”. Through previous experience, in the banking industry, a new entree is assigned to what is called buddy or mentor to overshadow what they are doing. However, if the buddy is absent, the trainee is unable to build knowledge further; this is avoided by allocating the person to someone else so that they can observe another way of how perform the task. This is what I perceive as tacit knowledge, because of this I deviate to Michael Polanyi subjective notion of skills being exercised without tacit knowledge (Day, 2005).

6. What is Knowledge Management (KM)?
In my context, whatever I aim to do in any tasks, I must need to understand what is required. Take for example, to create and build a website, this requires thoughts on: what is the website based on? What is the style? What colours to match? The theme and tone? How will the layout be arranged? All of these are what constitutes to KM for web design outlook: that is how to make a decision based on these different spheres. This corresponds to Binay (2001) where KM were to assist those answering “what and how questions” (cited in Coakes et al., 2001, p.18).

From my understanding of KM, there are different angles to obtain the philosophy truth. It is about making or producing actionable results which has been nourishly constructed by the human mind to enhance organisation performance as revealed previously (Jashapara, 2004).

By inducing ideas from this article and previous, and applying to Virtual Bubbles, there is a strong need for KM because of the various seekers who want to learn the very basic to highly advanced use of programmes. As seen in the earlier examples of the consequences and impact on or in organisation if not adhered to. Those with different levels of knowledge will have to be captured at the point of observation and see if this could be applied elsewhere. Lastly, there will also be the need to embed the knowledge into our service while in process.

In this sense, all three data, information and knowledge is heavily required. Reason is we need to know which members know what software and the experience levels. Then converting to information, this determines where the weakness lies and time frame schedules but also who do and do not have people or communication skills. These are what refrains or constitutes Virtual Bubbles from being successful.

7. Summary
Minuet information helps to build and characterise knowledge but not enough. Knowledge Management is like playing a game: Chinese whispers – how to maintain the glimpse of word or knowledge throughout. There will always be a war on the true context of data, information and knowledge, but in the end it is war for organisations to retain those knowledge.
We draw conclusion that knowledge management goes around a vicious circle which continuously seeks to obtain the reasoning process - this being difficult to articulate.

Referring back to the above web design example, in order for one to derive to a decision, this would of utilised information and knowledge so that there are justifiable reasons....
Do you agree with me or would you too like to argue your case?

8. References:
-Advameg. (2007). Escalator. [Online]. Available: http://www.madehow.com/Volume-3/Escalator.html [2009,24/01/2009].
-Allee, V. (1997). The Knowledge Evolution: Expanding Organisational Intelligence. Butterworth-Heinemann,Boston.
-Blacker, F. (1995). Knowledge, knowledge work and organisations: an overview and interpretation. Organisation Studies, Vol.15, No.6, pp.1021-46.
-BMA. (2005). The BMA Concise Guide to Medicines and Drugs. 2nd Ed. Dorling Kindersley Publishers Ltd, London.
-BNF 55. (2008). British National Formulary: Now includes Medical Emergencies in the Community. Pp681 RPS Publishing, Bedfordshire.
-Chase, E. (1999). The Knowledge-Based Organisation: An International Survey. Journal of Knowledge Management, Vol. 1, No.1, pp38 – 48.
-Choo, C. W., Detlor, B. &Turnbull, D. (2000). Web Work: Information Seeking and Knowledge Work on the World Wide Web. Springer.
-Coakes, E., Willis, D. & Clarke, S. (2001). Knowledge Management In The Social Technical World. Springer, London.
-Davenport, T. & Prusak, L. (2000). Working Knowledge: How Organisations Manage What They Know. [Online]. Available: http://www.acm.org/ubiquity/book/t_davenport_1.html [2009, 29/01/2009].
-Davenport, T. & Prusak, L. (1998). Working Knowledge, Havard Business Press Review
-Day, R. E. (2005). Clearing Up “Implicit Knowledge”: Implications For Knowledge Management, Information Science, Psychology, and Social Epistemology: Research Articles. Journal Of The American Society For Information Science And Technology, Vol.56, No.6, pp.630-635.
-Despres, C. & Chauvel, D. (1999). Knowledge Management(s). Journal of Knowledge Management,Vol. 3, No.2, pp.110 – 120.
-Ellis, S. (1998). Buckman Laboratories Learning Center. Journal of Knowledge Management, Vol.1, No. 3, pp.189-196.
-Gurteen, D. (1998). Knowledge, Creativity and Innovation. Journal of Knowledge Management,Vol.2, No.1, pp5-13.
-Hislop. (2005). Knowledge Management In Organisations: A Critical Introduction. Oxford University Press, New York.
-Ichijo, K. & Nonaka, I. (2007). Knowledge Creation and Management: New Challenges for Managers. Oxford University Press, New York.
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach. Pearson Education, Harlow.
-Liebowitz, J. (1999). Knowledge Management Handbook. CRC Press Inc
-Malhotra, Y. (2000). From Information Management to Knowledge Management. [Online]. Available: http://www.brint.org/IMtoKM.pdf [2009, 28/01/2009].
-Malhotra, Y. (2000). Knowledge Management and New Organization Forms: A Framework For Business Model Innovation. [Online]. Available: http://www.igi-pub.com/downloads/excerpts/Malhotra.pdf [2009, 05/02/2009].
-Nasa. (2005). What Is Knowledge Management?. [Online]. Available: http://km.nasa.gov./whatis/index.html [2009, 30/01/2009].
-Nonaka, I. & Teece, D. (2001). Managing Industrial Knowledge: Creation, Transfer And Utilization. Sage Publications, London.
-Olla, P. & Holm, J. (2006). The Role Of Knowledge Management In The Space Industry: Important Or Superflous? Journal Of Knowledge Management, Vol. 10, No.2, pp3-7.
-Orna, E. (2004). Information Strategy in Practice. Gower Publishing Ltd, Hants.
-Pettigrew, A. M., Whittington, H. & Thomas, H. (2006). Handbook Of Strategy Management. Sage.
-Savage, C. M. (1996).Fifth Generation Management. 2nd Edition. Butterworth - Heinemann
-Skyrme, D. (2008). Knowledge Management: Making Sense of An Oxymoron. [Online]. Available: http://www.skyrme.com/insights/22km.htm [2009, 01/02/2009].
-Teece, D. (1998) Research Directions For Knowledge Management. California Management Review, Vol.40, No.3, pp.289-292.
-The Global Arts Group. (2009). M.C Escher - Relatively. [Online]. Available: http://www.globalgallery.com/enlarge/015-20783/ [2009, 29/01/2009].
-Transport for London. Maps. [Online]. Available: http://www.tfl.gov.uk/gettingaround/1106.aspx [2009, 29/01/2009].
-Tuomi, I. (1999). Data Is More Than Knowledge: Implications of the Reversed Knowledge Hierarchy for Knowledge Management and Organisational Memory. [Online]. Available: http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=772795 [2009, 29/01/2009].
-Wigg, K. M. (1999). What Future Knowledge Management Users May Expect. Journal of Knowledge Management, Vol. 3, No.2, pp155 – 165.
-Wigg, K. M. (2000). The Intelligent Enterprise and Knowledge Management. [Online]. Available: http://www.krii.com/downloads/intellig_enterprise%20&%20km.pdf [2009, 1/02/2009].
-Wollard, K. (2003). Which Came First, The Chicken or The Egg? [Online]. Available: http://www.word-detective.com/howcome/chickenoregg.html [2009, 31/01/2009].

:: Article3 - Enhancing The Art of Community of Practice

2009-02-09T23:58:00.028Z

1. Introduction
The driven nature of today is to understand the context: 'Communities of Practice' (CoP). CoP to me means how people share their expertise knowledge within the work place (a social place) – outside the organisation which is then converted in practice (practical on hands: by doing the task) to build competitive advantage.

2. Community in Practice
There are vast literatures outlining CoP. This has been narrowed down, Hildreth and Kimble (2000) who cites in their paper “the exploring and associating” in contrast to Lave and Wenger (1991) who distinguished it as “a set of relations”. However in Wenger (1998), specified this as “learning concern to share”. Conversely, Brown and Duguid (1991) focal point is “participation”. These all appear to aim towards the same aspiration but expressed different, which we discover in the next section.

Virgin (2008) primarily focuses on being one of the “world's most recognised and leading brand”. They appear to have a desire to challenge and transform different industry norms to deliver better value to customers by offering a distinctive approach. The context is to understand how Virgin operates to have such a diverse range of knowledge and how Richard Branson managed to make the organisation successful.

Research found that Branson concept of "I love new project's, I love new ideas" and "they can just go ahead and do it" fostered and offered the opportunity for employees to experiment (Manfred, 1997). Also, Clarke (2008) a business journalist wrote Virgin gathered “experience and skill” from across the team. The culture is very inspirational, lively and full of spirit, it is seen there is organisational learning by action as articulated by Argyris (1999).

Hedlund (1994) model: The N-Form Organisation contained 3 dimensions which Virgin appears to go beyond: Branson perceived the importance of lower level employees. Both these I see people experimenting and incubating their talented ideas in a workplace helping to improve create knowledge internally where the transformation of sharing and innovation of their knowledge is acknowledged.

After studying the above, it has expanded my thinking on large scale about the value creation and how this is likely to affect the impact in different organisations. Wenger (1998) created 3 fundamental characteristics: domain, community and practice, each is related to current experience: healthcare organisation – In pharmacy, here we all share the same domain of interest – that is ‘medications’. To formulate the community, we have what is called ‘drug lunches’ where all pharmacy staff engage and discuss together during the one hour lunch break about ‘medications’.

Upon attending these, the discussion’s is documented (this is what is known as explicit knowledge) which is stored on a shared drive, because this information can be retrieved if required at a later date. From this gathering, I have learnt many new things such as observing a how presentation is given within a small space of time especially during the working hours and members interact, bond and learn together. Members such as pharmacist’s and pharmacy technicians are practitioners they reveal to address a problem. In the course of these discussions – a tale is developed which we all share for practice.

Reflecting on this pharmacy community, there is the element of common knowledge existing as expressed by Kogut and Zander (1992), the concentration allays in a specialised nature.
All of these ideas with the theory show CoP can delve in different ways. Therefore due to my position, I will have to disagree with Allee (1999) idea of “they are doing something new, but are really coming from an old mindset”. This is because how can Allee clarify that one comes from an old mindset if the next generation have not foreseen the previous in practice.

We begin by looking at on a bigger scale for CoP – take for instance an accident scene. Depending on the matter, it could involve police, ambulance, and fire brigade. Each have their own speciality knowledge, all three teams participate to practice and resolve a puzzle. Here, Lave and Wenger (1991) termed it as “developed share values and attitudes”. Lesser and Storck (2001) also falls into this section because of the value that is created.

3. Social / Business Networking
Social network to me means when one or a group in some form do a gathering for interactivity or discussion for an interest (See Anklam (2003) for more indepth meaning of social network (SN)).
Business network is how one organisation is linked to another business, for example Haart Estate agents – the business features in properties and conveyance. Estates agent will have business network links such as landlords, solicitors for advice, banks for the financial side, construction, surveys, the government for regulations and legislations. This is like a chain link of knowledge. [This is personal basis hence why no references]

My position on social networking is that people are linked together regardless of where they are. For example, employee-A work's for Orange but knows employee-B who works at o2 – they are linked together through a social content such as Facebook, LinkedIn.com, BeBo, MySpace and Hi5. But should this work for an organisation?

According to Professional Manager (2009), it has been said that there is a “less keen on social network in organisations”. From this, it draws upon two sided angle views; firstly I think by having social network this will help to build a network of knowledge. But on another scale, this could possible take away the competitiveness in terms of the individual.

Orange for example allows employees to SN online whereas in my current work, browsing on ‘Facebook’ has been banned. Therefore my position of this is that the value network is lost.
Take for example Orange, where did they get the idea of a developing a new: “mobile social net service?” (Kiss, 2008). Prior to article2, it is clear to me they must of utilised data (i.e. usages) and information to develop knowledge to create this service. This then offers the organisation to gain footstep ahead in the market over their competitor’s o2, Vodafone and T-mobile.

Research showed a trend in organisations launching internal social networking site. Nissan for example launched N-Square which connects 180,000 employees globally (Internal Comms, 2007). This set’s a good paradigm to avoid duplication because it joins the global community together and data files can be shared. The impact of this will make employees feel more connected but for the organisation itself, considerable amount of time and expenditure will be saved such as travelling cost’s i.e. London to New York. This will be highly beneficial especially for those profit making organisations.

4. Close of Thought
As a community, there are many ways to learn to make the workforce highly intelligent and solid infrastructure. In learning from the drug meetings, this involves many thinking brains as touched upon by Harari (1994). It can be informal as expressed. Initially my position on CoP was external to the organisation, but this is now not the case it can be done internally as well whether formal or informal.
My position has changed because of what my initial concept was before the reading. The literature associates very closely to practice-based and people emerge together - connected and necessary for work activities.

Virtual Bubbles will require CoP, social network and business. The reason for this is because the organisation can practice which enhances their learning, the social network will help to understand different stories through everyday life to develop and innovate Virtual Bubbles.
Business network is a must because this gives the organisation a form of link for partnerships such as with schools, education, IT software, manufacturers -as they will know more on parts and tfl – because they know more on travel issues and short cuts. Virtual Bubbles looks to excel without the bubble bursting, reason for this is because any firms out there use IT in some form to perform their task.

Also what would help the organisation is by attending training venues or short courses which trainers/trainee will have to document; this will also help develop knowledge continuously rather than fixed with existing software programs – that will eventually expire from the market (i.e. version’s). As the type of culture Virtual Bubbles has - young and lively, there is a need to have tight control but combining informal and formal approach.

5. Summary
Community of Practice can take place in many forms, but it is seen that ‘networking’ offers powerful insight which stimulates the freedom for innovation and creativity through links. Social Networking can be good or bad but it helps to reveal those unique individual’s with hidden quality talents. These talents can be used to help promote in the interest of the organisation.
As seen, an individual can not become dynamically developed without social interactions unless they are superficial.

6. References:
-Allee, V. (1999). The Art And Practice Of Being A Revolutionary. Journal Of Knowledge Management, Vol.3, No. 2, pp.121-132.
-Anklam, P. (2003). KM and the Social Network. [Online]. Available: http://www.kmmagazine.com/xq/asp/sid.45D056BE-8625-11D7-9D4D-00508B44AB3A/articleid.F79B4E31-7854-4B6A-9202-164FB18672D3/qx/display.htm [2009, 23/01/2009].
-Argyris, C. (1999). On Organisational Learning. 2nd Edition. Wiley Blackwell.
-Clarke, E. (2008). Virgin's Vision. [Online]. Available: http://www.supplymanagement.com/EDIT/CURRENT_ISSUE_pages/CI_features_item.asp?id=17448 [2009, 23/01/2009].
-Brown, J. & Duguid, P. (1991). Organization Learning And Communities Of Practice: Towards A Unified View Of Working, Learning and Innovation. Organization Science, Vol.2, No.1, pp.40 - 57.
-Brown, J. & Duguid, P. (1998). Organizing Knowledge. [Online]. Available: http://www.solonline.org/attachmentview!/490278/8814185/p28.pdf [2009, 06/02/2009].
-Harrari, O. (1994). The Brain-Based Organisation, Management Review, Vol. 83, No.6, pp.57-60.
-Hedlund, G. (1994). A Model of Knowledge Management And The N-Form Corporation. Strategic Management Journal. Vol.25. pp.73-90.
-Hildreth, P. & Kimble, C. (2000). Communities Of Practice In The Distributed International Environment. Journal Of Knowledge Management, Vol.4, No.1, pp. 27 – 38.
-Internal Comms. (2007). Nissan Launches “N-Square” Internal Social Networking Site. [Online]. Available: http://www.internalcommshub.com/open/news/nissan.shtml [2009, 31/01/2009].
-Kiss, J. (2008). Orange To Open Up Mobile Social Net Service. [Online]. Available: http://www.guardian.co.uk/media/2008/jul/09/web20.digitalmedia1 [2009, 30/01/2009].
-Lave, J. & Wenger, E. (1991). Situated Learning. Legitimate Peripheral Participation. Cambridge University Press, Cambridge.
-Lesser, E. L. & Storck, J. (2001). Communities Of Practice And Organizational Performance. IBM Systems Journal, Vol.40, No.4, pp.831 – 841.
-Kogut, B. & Zander, U. (1992). Knowledge Of The Firm, Combinative Capabilities And The Replication Of Technology. Organisation Science, Vol.3, No.3, pp.383-97.
-Manfred, F.R. (1997). Creative Leadership: Jazzing up Business. [Online]. Available: http://www.chiefexecutive.net/ME2/Audiences/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=E3014C6442C845A8B
86E3FA952E9EB42&AudID=%2AHomepage [2009, 23/01/2009].
-Image: Knitwareblog.com, (2009).Orange Social Networking. [Online] Available: http://www.knitwareblog.com/wp-content/uploads/2008/07/orange-sn.jpg [2009, 06/02/2009].
-Professional Manager. (2009). Qualified Managers Get Bigger Slice Of Earnings ‘Pie’. Chartered Management Institute,Vol.19, No.1, pp44.
-Virgin, (2008). About us. [Online]. Available: http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx [2009, 23/01/2009].
-Virgin, (2008). Products. [Online]. Available: http://www.virgin.com/Products.aspx [2009, 23/01/2009].
-Wenger, E. (1998). Communities of Practice: Learning, Meaning & Identity - Chapter1. Cambridge University Press, USA.

Further Reading:
-Ahsan, S. & Shah, A. (n/a) Data, Information, Knowledge, Wisdom: A Doubly Linked Chain? [Online]. Available: http://ww1.ucmss.com/books/LFS/CSREA2006/IKE4628.pdf [2009, 29/01/2009].
-Bradwell, R. & Reeves, R. (2008). Network Citizens : Power and Responsibility – Chapter1. [Online]. Available: http://www.demos.co.uk/files/Network%20citizens%20-%20web.pdf [2009, 31/01/2009].
-Chau, S. (2008). Relational Onboarding: How Social Networking Accelerates New Hires into Star Performers. [Online]. Available: http://www.theorangechair.com/blog/2008/02/03/relational-onboarding-how-social-networking-accelerates-new-hires-into-star-performers/comment-page-1/#comment-6065 [2009, 30/01/2009].
-Hall, K. (2007). Why Is Nissan Mimicking MySpace?. [Online]. Available: http://www.businessweek.com/globalbiz/content/oct2007/gb20071030_537362.htm?chan=top+news_top+news+index_global+business [2009, 30/01/2009].
-Osborne, B. (2008). Employers Should Embrace Social Websites According to Report. [Online]. Available: http://www.geek.com/articles/news/employers-should-embrace-social-websites-according-to-report-fri-20081031/ [2009, 30/01/2009].
-Ria. (2008). The Unstoppable Force of Social Networking. [Online]. Available: http://thefeed.orange.co.uk/2008/10/18/theunstoppable-force-of-social-networking/ [2009, 31/01/2009].
-Smith, D. (2008). Social Networking is Good for Organisations. [Online]. Available: http://www.internalcommshub.com/open/news/networkingdemos.shtml [2009, 30/01/2009]. Trondsen, E. (1998). Learning on Demand. Journal Of Knowledge Management, Vol.1, No.3, pp.169 -180.
-Wenger, E. (n/a). Communities of Practice. [Online]. Available: http://www.ewenger.com/theory/index.htm, [2009, 30/01/2009].

Time...

2009-02-03T23:05:00.017Z

The lesser the time.... the more squashed for time...

** I attended BT Conference denoted Knowledge Cafe (Tuesday 17th Feb 2009)- quite a very unusual experience for me, rushing from work to get to this place for 12am pm start. [When I mean on time, I mean on time!] Here is my story on BT Knowledge Cafe

[Currently still in progress blogging]

:)

KM Models

2009-01-31T08:35:00.014Z

It is noted there is a series of KM Models, just by looking at the word Epistemological and Ontological appears to be jargon for me. Every time I look at the word Ontological my first instance looks like "oncology" - this I know straight away which is the treatment of study: cancer. I must not mix work with my University work!

The 2 words are completely new to me ...I must now use a dictionary to define!
According to the Collins English Dictionary, Epistemology is denoted as "the theory of knowledge" in specific the study of its "validity, methods and scope". Whereas Ontology is the "philosophy - the set of entities" for logical thinking.

Will be back for more posting of thoughts.... after work!

References:
Collins. (2000). Collins English Dictionary. Harper Collins, Glasgow

KM Frameworks & Lifecycles

2009-01-29T06:58:00.014Z

Argh! At the moment, I really do feel constrained for time! :( This is where time management comes into place from what I have learnt from previous experience...Therefore I it looks like I will have to schedule some more annual leave toward this!
But let's get a crack on...

Following on from KM Theory and concepts, and the misuse of data, information and knowledge. I have drawn to a new conclusion... this you will find ....

KM Strategies to me on the personal side depends on the culture of how one individual has been developed to brought up in. This includes the surrounding area, whom they interacted with and these to me affects how one may determine to pursue such strategies. One individual for example may of have come from highly disciplined background or another may of have strict rules which needed to be abided by. Another may not of been and was given the opportunity to self develop without control.

KM framework to me is like a structure, used to hold or support something so for example, it is like the foundation of a house.

KM Lifecycles is like a cycle, it goes round and round like on a bike when cycling. But I think many KM lifecycles that exist now by many scholars will die out. The reason why I say this is because just like with organisation's out there on the market, if they appear to use the same cycle again and again, it will not work. However, in contradiction to this, I think yes the KM cycle at the time used may of been good choice, but over the period, it will not. Because the market out there is always constantly changing. For example, I recall interest 2 years ago were very high - hitting 8% [on the positive side - good for savers, but not for borrowers] but recently on the news they have dropped to 1%. [this is now the reverse for savers vs borrowers]

A retail Woolworth's - why did they go into administration? Closed down? My thought's on this is because they used the same cycle again and again. Elaborating on this and the above, can a cycle work backwards?...

KM Theory & Concepts

2009-01-25T00:57:00.043Z

What is Knowledge Management (KM)?
In my context, whatever I aim to do in any task's, I must need to understand what is required. Take for example, to build a website, this requires thoughts on: what is the website based on? what is the style? what colours to match? the theme and tone? how will the layout be arranged? All of these is what constitutes to KM for web design perspective: that is how to make a decision based on these different area's. From my understanding of KM, there are different angles to obtain the philosophy truth. It is about making or producing actionable results which has been nourishly constructed by the human mind.

Word's misuse.

Data

It has been said that there can be misuse between 'data' and 'information' which I agree. First instance for me, I see it both the same. But having studied and looking it from an organization point of view, it is not! Data on it's own means raw figure's to me, but I see no form of conveying message. As a result of this I cannot make structured decision. Data at all time will exist but have no significant meaning if not applied to subject area.

Second example I see for data would be in the first week of lecture workshop: an organization was formed, 6 members merged where we did not know one another - we were one individual.

Information

Information to me means establishment of clarity for purpose which has been transformed from data. The extracted data has been transformed to be organised to enable something being told. Referring back to the above web design example, in order for me to derive to a decision, this would of utilised information so that I could make justifiable reason's.

Again, linking into the second example above, the 6 individual's communicated with each other where we retrieved and extracted a summary of data amongst ourselves. This has now given an understanding and new point of view which can be used as a resource. From this I have learnt information is seeking which helps one to shape their view ~ presenting the finds.

Also what applies through experience is having information at the right time at the right place! An example of recent information I can give of this is a pharmaceutial manufacturer have discontinued a drug: 'procaine 2% injection' which in current work place: the hospital uses as local anaesthetic on patient's (BMA, 2005) . I think I had a slight 2 day delay in recieving this information, but the sooner I knew, the more time I could act on and liaise with appropriate designated staff members. Based on this information, the validity of it had to be verified but also because this drug was no longer going to be available, this meant having to discuss the alternatives which could used as replacement.

Last example of KID all merged together would be the london underground. Think of each station's stops shown in right diagram top table (the same context applies with bus stop's) - this to me is data because it is unstructured with no meaning but just word's. But by merging these all together to formalise a diagram help's to generate information as one can see with the handy London Underground tube map. Looking at the tube map, this is now stored knowledge in my mind because I can visualise where each stop's are and which side of London it is located.

Thoughts ~ In reality, human mind can see two sense's.

References:

BMA. (2005). The BMA Concise Guide to Medicines and Drugs. 2nd Ed. Dorling Kindersley Publishers Ltd, London.

Orna, E. (2004). Information Strategy in Practice. Gower Publishing Ltd, Hants.

The Global Arts Group. (2009). M.C Escher - Relatively. [Online]. Available: http://www.globalgallery.com/enlarge/015-20783/ [2009, 29/01/2009].

Transport for London. Maps. [Online]. Available: http://www.tfl.gov.uk/gettingaround/1106.aspx [2009, 29/01/2009].

Communities of Practice

2009-01-22T12:02:00.029Z

The driven nature of today is to understand the context: 'Communities of Practice' (CoP). CoP to me means how people share their expertise knowledge within the work place (a social place) which is then converted in practice (practical on hands: by doing the task) to build competitve advantage. Wenger (1998) defines this as learning concern to share.

Virgin for example, primarily focuses on being one of the 'world's most recognised and leading brand'. It is seen they appear to have a desire to challenge and transform different industry norms to deliver better value to customers by offering it's distinctive approach. My context is to understand how does Virgin operate to have such a diverse range of knowledge and how Richard Branson managed to make the organization successful.

Research found that his concept of "I love new project's, I love new ideas" and "they can just go ahead and do it" fostered and offered the opportunity for employees to experiment (Manfred, 1997). Also, Clarke (2008) a business journalist wrote Virgin gathered 'experience and skill' from across the team. Both these I see people experimenting their idea's in a workplace helping to improve communication amongst internally where the sharing and innovation of their knowledge is acknowledged.

Thoughts ~ Is there defensiveness if one stops talking & sharing information?

References:
Clarke, E. (2008). Virgin's Vision. [Online]. Available: http://www.supplymanagement.com/EDIT/CURRENT_ISSUE_pages/CI_features_item.asp?id=17448 [2009, 23/01/2009].

Manfred, F.R. (1997). Creative Leadership: Jazzing up Business. [Online]. Available: " Link within above" [2009, 23/01/2009].

Wenger, E. (1998). Communities of Practice: Learning, Meaning & Identity - Chapter1. Cambridge University Press, USA.

Virgin, (2008). About us. [Online]. Available:

http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx [2009, 23/01/2009].

Virgin, (2008). Products. [Online]. Available: http://www.virgin.com/Products.aspx [2009, 23/01/2009].

Social/Business Network

2009-01-19T20:17:00.016Z

Social to me means when one or a group in some form do a gathering for interactivity or discussion of some sort. Whereas Business network is how one organization is linked to another through invisible cables. (Anklam (2003) offers a more indepth meaning of social network.)

By grasping these together, my position is that people are linked together regardless of where they are. For example, employee A work's for Orange but knows employee B who works at o2 but are interlinked together through a social content such as Facebook or as Aboubakr mentioned LinkedIn.com .

Thoughts - How can online networking take place if organization's do not offer such facility?

Organization & Strategy

2009-01-17T20:15:00.014Z

Organization

It came to boggle my mind, my first instincts of what the word 'organization' was... Are organization's and shops the same thing? My starting point for this is the proposition that I see very limited view in both these words. The bigger the organization, the more solid ground they have in the share of market position.

For simplicity, they both operate in an environment exploiting the opportunity available on the market where some form of transaction may take place.

Thoughts ~ Is knowledge the key for organisation's out there to survive?

Strategy

Strategy to me means planning which could be either short term or on long term scale depending on where one may aim to head for. For instance, I have set myself a long term goal that I need to achieve and without having a short term strategy in place which I use as a sense of direction and purpose, I cannot meet this. Therefore in simple terms, strategies means that one cannot know where they are going if they have not set it.

In an organization perspective, Norton and Irving (1999) claims that strategy is essential because of the significant impact from the market in which they operate. Greggs strategy, for example attempts to change the perception of how consumers percieve their image. I agree with Norton and Irving that strategy is essection but I would also like to add that devising a strategy is complicated because there are many pulling forces for an organization as opposed to one individual.

Thoughts ~ How can one determine whether the derived strategy is foreseeable?

References:

Food&DrinkEurope. (2005). Greggs Thrives On Image Change. [Online]. Available:
http://www.foodanddrinkeurope.com/Financial/Greggs-thrives-on-image-change [2009, 24/01/09].

Norton, B. & Irving, R. (1999). Strategy in a Week. Hodder & Stoughton, London.

Further Reading: - Fulcher, J. (2004). Capitalism: A Very Short Introduction - Chapter5. Oxford University Press, New York.

What is knowledge?

2009-01-16T20:59:00.016Z

My Definition
I percieve the word knowledge with a paramount value, it is like a series of ingredient's where one feeds in information. The perception of information is generated through experience or learning that is captured, accumulated and memorised in the way someone understands something. One may obtain knowledge through trial and error. Within the word knowledge I also see the: who? what? why? and when? embedded.

In this example, it came to mind that I will associate knowledge to a flight of escalators - I could visualize this. An aspect from wikipedia says "a power-driven", I could say that knowledge stored in human minds can also be power-driven but only if one utilise's this to motion guide.

Thoughts ~ There are many ways to define: knowledge. If this is the case, what is the true meaning?...

Establishment

2009-01-15T19:32:00.039Z

This is my first time posting back on a blog in many years. It was rather different back in them days as to what I am learning now on how to express blogging thoughts not on a personal context but from a wider perspective angle. Writing is therapeutic... It is clear to me now that blogs 'serve all sorts of functions' and come in all shapes and sizes (Yang, 2006). Just like how you would find with organisation's out there in the world....

What I've achieved...
Hard to express, but have achieved a lot. I've produced a diagram which I thought was much easier to understand than in words.

Figure.1: Who am I.

My intentions...
There are further more to acquire in my life ~pursuing onto phd after my masters, travel the far east asia and eat! (carrying a dictionary). First though, I need to expand my knowledge!! In order to accomplish these - self disciplinary is a must: but one of the most compelling discoveries is the worst part not learning.
The primarily aim is that I'd like to invite readers to explore this journal: the niche tale about learning knowledge management (KM) as I continue to add information which I hope will be of value. One of my hopes is that readers will find this orientation sufficiently intriguing. Let's begin... :)

p.s: I would like to share with you what I know, and learn from you that I don't know.

Thoughts ~ Think long term but focus on current

References:
Yang, J. (2006). The Rough Guide to Blogging. Rough Guides, London.

MC Research

Dev8D 2012

PhD: Induction

Policy & Code

New Year, New Chapter PhD Research

ECKM 2011, Germany, Passau

Ravinder Singh Kahlon & Man-Chie Tse{RK350, MT631}@live.mdx.ac.uk

Middlesex University, School of Engineering and Information Sciences The Burroughs, London, NW4 4BT, United Kingdom

Course 1: LeanQA

Course 2: Real REQUIREMENTS

Balancing knowledge

Practice

CTIT 2009, Dubai, Conference

Ravinder Singh Kahlon & Man-Chie Tse{RK350, MT631}@live.mdx.ac.uk

Middlesex University, School of Engineering and Information SciencesThe Burroughs, London, NW4 4BT, United Kingdom

CFD Analysis

Quality..

atmosphere

reflection..

contaminate...

cold & silent

2003...

Collaborative?

KM brain...?..

Ingredient?..

Why does knowledge dominate?

Writing Vs Typing

Mountains...

The Power of Domain Names?...

Acknowledge the knowledge of bankers?

Bridge will never close...!?

Second life - a game?

.: Article1 - Organisation’s attempts to handle Human Knowledge – Will the Role of IT help?

.: Article2 - Knowledge Management Systems (KMS)

.: Article3 - Would Web 2.0 Technologies & Virtual Imaginative World Really Work?

If only...

...?

A-Team Development! :)

.: Article1 - The Phenomenon of Organisation & Strategy with models

.: Article2 - The War on Knowledge, Information & Data To Face Challenges.

:: Article3 - Enhancing The Art of Community of Practice

Time...

KM Models

KM Frameworks & Lifecycles

KM Theory & Concepts

Communities of Practice

Social/Business Network

Organization & Strategy

What is knowledge?

Establishment

Middlesex University, School of Engineering and Information Sciences
The Burroughs, London, NW4 4BT, United Kingdom

Ravinder Singh Kahlon & Man-Chie Tse
{RK350, MT631}@live.mdx.ac.uk

Middlesex University, School of Engineering and Information Sciences
The Burroughs, London, NW4 4BT, United Kingdom