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CoP: Best Practices

CoP: Best Practices
by Etienne Wenger [Published in the "Systems Thinker," June 1998] You are a claims processor working for a large insurance company. You are good at what you do, but although you know where your paycheck comes from, the corporation mainly remains an abstraction for you. The group you actually work for is a relatively small community of people who share your working conditions. It is with this group that you learn the intricacies of your job, explore the meaning of your work, construct an image of the company, and develop a sense of yourself as a worker. You are an engineer working on two projects within your business unit. You are a CEO and, of course, you are responsible for the company as a whole. We now recognize knowledge as a key source of competitive advantage in the business world, but we still have little understanding of how to create and leverage it in practice. We frequently say that people are an organization's most important resource. Defining Communities of Practice Dr.

An Analysis of Key Factors for the Success of the Communal Management of Knowledge by Isabelle Bourdon, Chris Kimble Isabelle Bourdon Université Montpellier II Chris Kimble Kedge Business SchoolApril 4, 2008 Proceedings of 13th UKAIS Conference, Bournemouth, April 2008 Abstract: This paper explores the links between Knowledge Management and new community-based models of the organization from both a theoretical and an empirical perspective. Number of Pages in PDF File: 18 Keywords: Knowledge Management, Community-based, Communities of Practice, Gestion des Connaissances, Chief Knowledge Officers, Success Factors JEL Classification: D21, D70, D71, D83 Accepted Paper Series Suggested Citation Bourdon, Isabelle and Kimble, Chris, An Analysis of Key Factors for the Success of the Communal Management of Knowledge (April 4, 2008).

Computer Mediated Communications and Communities of Practice by Paul Hildreth, Chris Kimble, Peter Wright Paul M. Hildreth K-Now International Chris Kimble Kedge Business School Peter Wright University of York (UK) - Department of Computer Science Proceedings of Ethicomp '98, Erasmus University, The Netherlands, pp. 275-286, March 1998 Abstract: Within the Knowledge Management context, there is growing interest in computer support for group knowledge sharing and the role that Communities of Practice play in this. Communities of Practice provide an excellent forum for knowledge sharing and a vital question is whether the new communications media, which provide new possibilities for collaboration and distributed working, could support the existence of such groups in a distributed environment. This paper reports on a case study which was the first stage in exploring whether Computer Mediated Communications technologies (CMCs) can support distributed international Communities of Practice. Number of Pages in PDF File: 15 JEL Classification: M12, M54, O33, O34 Accepted Paper Series Suggested Citation

Exploring the links between Computer Supported Co-operative Work and Knowledge Management You are here: CSCW+KM HOME > TOPICS [Go to Teaching page] [Go to Publications page] History / context for these pages These pages were originally produced as on-line content for a short series of lectures to undergraduates at Sogn og Fjordane University College in Norway. The theme of the lectures was an exploration of the links between Computer Supported Co-operative Work (CSCW) and Knowledge Management (KM). Overview of the material In each of the pages below you will find the material needed to support one, one hour lecture. If you wish to research these topics in their your time, you might wish to use the MIS links page as a starting point for this. Overview The following texts should provide you with a general overview of the key themes of these lectures: CSCW: History and Focus This paper provides an overview of CSCW and groupware. Lectures The links below will take you directly to the lecture concerned.

An overview of the relationship between Distributed Collaborative Work and Knowledge Management You are here: CSCW+KM HOME > TOPICS [Return to Introduction] [Go to next topic] This lecture will describe Distributed Collaborative Work (DCW) and its relationship to Knowledge Management (KM). Distributed Collaborative Work Work may be distributed either physically (e.g. it may be carried out in different places) or temporally (e.g. it may be carried out at different times). Two distinct forms of Distributed Collaborative Work can be identified based on the work that is being done. Hot Distributed Collaborative Work (also known as 'closely coupled', 'tightly coupled' or 'on-line' distributed collaborative work) is collaborative in the sense that we would normally think of it, i.e. it is interactive work, done in association with others which requires the active participation of the other members of the group. Knowledge Management Knowledge is increasingly seen as central to the success of organizations and an asset that needs to be managed. Nonaka, I. and von Krogh, G. (2009). Links

The duality of knowledge Abstract Knowledge Management (KM) is a field that has attracted much attention both in academic and practitioner circles. Most KM projects appear to be primarily concerned with knowledge that can be quantified and can be captured, codified and stored - an approach more deserving of the label Information Management.Recently there has been recognition that some knowledge cannot be quantified and cannot be captured, codified or stored. However, the predominant approach to the management of this knowledge remains to try to convert it to a form that can be handled using the 'traditional' approach.In this paper, we argue that this approach is flawed and some knowledge simply cannot be captured. Introduction It is clear from looking at the literature on knowledge management (KM) that the term knowledge suffers from a high degree of what might be called "terminological ambiguity" and often requires a host of adjectives to make clear exactly in what sense it is being used. "...highly personal.

KM & CoPs You are here: CSCW+KM HOME > TOPICS [Go to previous topic] [Return to Introduction] [Go to next topic] Lave and Wenger first introduced the concept of a Community of Practice (CoP) in 1991. Lave and Wenger saw the acquisition of knowledge as a social process where people can participate in communal learning at different levels depending on their level of authority or seniority in the group, i.e. whether they are a newcomer or have been a member for a long time. Central to their notion of a CoP as a means of acquiring knowledge is the process by which a newcomer moves from peripheral to full participation in the community as they learn from others; they termed this process Legitimate Peripheral Participation (LPP). Since then, the notion of a CoP has now been expanded to encompass a far wider range of groups. Lave and Wenger's (1991) originally described a CoP as "a set of relations among persons, activity and world, over time and in relation with other tangential and overlapping CoPs".

The New Information Age LinkedIn Founder Reid Hoffman said, recently, “that if Web 1.0 involved go search, get data and some limited interactivity, and if Web 2.0 involves real identities and real relationships, then Web 3.0 will be real identities generating massive amounts of data.” Reid is a visionary and certainly had this right. But the information that Reid described is just the tip of the iceberg. We are already gathering a thousand times more data than that. The growth is exponential, and the innovation opportunities are even bigger than Silicon Valley can imagine they are. I’m going to explain why I believe this. Over the centuries, we gathered a lot of data on things such as climate, demographics, and business and government transactions. This rapidly evolved into Web 2.0. But there is much, much more happening in the Web 3.0 world. In 2009, President Obama launched an ambitious program to modernize our healthcare system by making all health records standardized and electronic.

Le projet LERUDI : fiche signalétique L’objectif du projet LERUDI (LEcture Rapide en Urgence du Dossier Informatisé du patient) est la mise au point et l’évaluation d’un prototype de moteur de fouille de texte, capable d’extraire en quelques secondes, des informations utiles voire déterminantes pour le médecin urgentiste, à partir de dossier médicaux électroniques. Explications… Une application pour la recherche d’information en contexte En médecine, et particulièrement dans les situations d’urgence, la qualité et la rapidité du diagnostic conditionnent parfois la survie du patient : c’est la raison pour laquelle la quête d’information en contexte fait l’objet de travaux de recherche qui se justifient pleinement. Le projet LERUDI (LEcture Rapide en Urgence du Dossier Informatisé du patient) répond à ces enjeux capitaux. Pour en savoir plus, lire l’article « Les enjeux du projet LERUDI ». Déterminer les informations utiles au diagnostic à l’instant 't' Des compétences complémentaires au service d’un projet exigeant

Le CNRS lance un nouveau portail pour les sciences humaines et sociales Le CNRS lance un nouveau portail pour les sciences humaines et sociales Le CNRS lance Isidore, une nouvelle plateforme web de recherche et de diffusion pour les sciences humaines et sociales, offrant un accès unifié à plus d'un million de documents numériques. Accessible à partir du 4 avril 2011 depuis le site, il s'agit de la première plateforme de cette ampleur à utiliser les techniques du web 3.0. Le CNRS vient de créer une nouvelle plateforme web de recherche et de diffusion pour les sciences humaines et sociales : Isidore. Avec elle, plus d'un million de documents numériques, édités et diffusés par les laboratoires de recherche, les bibliothèques universitaires ou encore les plateformes d'édition électronique en sciences humaines et sociales, sont mis à la disposition des internautes. Isidore a été conçu par le très grand équipement Adonis pour les sciences humaines et sociales du CNRS avec les conseils d'Atos Consulting.

Avis d’expert : Le knowledge management : un retour sur investissement immédiat et durable par Pascal Bernardon – Tribune Management Le départ d'un collaborateur est un événement coûteux pour l'entreprise qui n'a pas mis en place de politique de gestion des connaissances. Il suffit de faire le calcul... Cette période de crise dans laquelle nous sommes tombés depuis quelques mois est une opportunité ! Alors la situation se résume ainsi : 1. vous allez avoir des départs massifs en retraite ; 2. vous devez conserver les connaissances-clés des experts métiers qui partent ; 3. vous allez devoir intégrer de nouveaux collaborateurs et leur transmettre ces savoirs ; 4. vous subissez de plus des contraintes de compétitivité qui vous imposent de réduire, entre autres, les périodes d'apprentissage ; 5. et en plus c'est la crise... Alors comment ne plus perdre les connaissances essentielles détenues par une partie importante de vos collaborateurs ? Combien coûte le remplacement d'un collaborateur ? Pour encore mieux préciser les impacts pour votre organisation, prenons quelques exemples chiffrés. Comment agir ? Il est temps d'agir !

10 Semantic Apps to Watch One of the highlights of October's Web 2.0 Summit in San Francisco was the emergence of 'Semantic Apps' as a force. Note that we're not necessarily talking about the Semantic Web, which is the Tim Berners-Lee W3C led initiative that touts technologies like RDF, OWL and other standards for metadata. Semantic Apps may use those technologies, but not necessarily. This was a point made by the founder of one of the Semantic Apps listed below, Danny Hillis of Freebase (who is as much a tech legend as Berners-Lee). The purpose of this post is to highlight 10 Semantic Apps. What is a Semantic App? Firstly let's define "Semantic App". In September Alex Iskold wrote a great primer on this topic, called Top-Down: A New Approach to the Semantic Web. Now that we know what Semantic Apps are, let's take a look at some of the current leading (or promising) products... Freebase Powerset Powerset (see our coverage here and here) is a natural language search engine. Twine AdaptiveBlue Hakia Talis TrueKnowledge

Gestion des connaissances Un article de Wikipédia, l'encyclopédie libre. La gestion des connaissances (en anglais knowledge management) est une démarche managériale pluridisciplinaire qui regroupe l'ensemble des initiatives, des méthodes et des techniques permettant de percevoir, identifier, analyser, organiser, mémoriser, partager les connaissances des membres d'une organisation – les savoirs créés par l'entreprise elle-même (marketing, recherche et développement) ou acquis de l'extérieur (intelligence économique) – en vue d'atteindre un objectif fixé. Définition[modifier | modifier le code] Actuellement, nous sommes submergés d'informations. La Gestion des Connaissances est une démarche stratégique pluridisciplinaire visant à atteindre l'objectif fixé grâce à une exploitation optimale des connaissances.[1] D'après des praticiens et des académiciens tels que R. Historique[modifier | modifier le code] Enjeux et objectifs[modifier | modifier le code] Les formes des connaissances[modifier | modifier le code] SI MARIÉ(?