Information Systems for Knowledge Management ebook

Table of Contents

Chapter 1: Assessing the Community Maturity from a Knowledge Management Perspective

1.1. Introduction

1.2. Background

1.3. Method

1.4. The CoMM

1.5. Application within a CKO professional association

1.6. Discussion and implications

1.7. Conclusion

1.8. Bibliography

1.9. Appendix

Chapter 2: Social Networks: Leveraging User Social Data to Empower Collective Intelligence

2.1. Introduction

2.2. Collective intelligence by user-centered social network aggregation

2.3. Related works

2.4. Proposed system

2.5. Decision support

2.6. Use scenario

2.7. Prototype

2.8. Conclusions and future work

2.9. Acknowledgments

2.10. Bibliography

Chapter 3: Sociocultural Knowledge Management toward the Adaptation of a CSCL Environment

3.1. Introduction

3.2. The concept of culture and sociocultural factors

3.3. The relation between sociocultural human characteristics, KM and CSCL

3.4. Sociocultural considerations in collaborative environments

3.5. The proposed ontology-based sociocultural user profile

3.6. The conceptual ontology framework based adaptation approach

3.7. The sociocultural aware KM system for CSCL

3.8. Conclusion and ongoing work

3.9. Bibliography

Chapter 4: An Argumentation-based Rough Set Theory for Knowledge Management

4.1. Introduction

4.2. Background

4.3. Related work

4.4. Multiagent argumentative approach

4.5. Example

4.6. Conclusion

4.7. Bibliography

Chapter 5: Considering Tacit Knowledge When Bridging Knowledge Management and Information Systems for Collaborative Decision-Making

5.1. Introduction

5.2. Background theory

5.3. Proposition

5.4. Case study

5.5. Conclusions

5.6. Acknowledgments

5.7. Bibliography

Chapter 6: Relevant Information Management in Microblogs

6.1. Introduction

6.2. Twitter IR

6.3. Features for tweet ranking

6.4. Experimental evaluation

6.5. Conclusion

6.6. Bibliography

Chapter 7: A Legal Knowledge Management System Based on Core Ontology

7.1. Introduction

7.2. Legal KM

7.3. Functional architecture of the system

7.4. Legal ontology construction approach

7.5. Jurisprudence decision structuring methodology (JDSM)

7.6. Conclusion

7.7. Bibliography

Chapter 8: Foundations for a Core Ontology of an Organization’s Processes

8.1. Introduction

8.2. Our reference ontological framework

8.3. A core ontology of an organization’s processes

8.4. Discussion

8.5. Conclusion

8.6. Bibliography

Chapter 9: A Business Process Evaluation Methodology for Knowledge Management Based on Multicriteria Decision-Making Approach

9.1. Introduction

9.2. Related works

9.3. Dominance-based rough set approach

9.4. BP evaluation methodology

9.5. The decision support system for identifying sensitive processes OP-DSS

9.6. Case study

9.7. Conclusion and futures works

9.8. Bibliography

9.9. Appendix 1. The set of criteria

9.10. Appendix 2. Contribution degree computing algorithm

Chapter 10: A Collaborative Approach for Optimizing Continuity between Knowledge Codification with Knowledge Engineering Methods and Knowledge Transfer

10.1. Introduction

10.2. Factors influencing knowledge transfer

10.3. Modes of knowledge transfer

10.4. Research methodology

10.5. Codifying with knowledge engineering methods: barriers for knowledge transfer

10.6. Methodology for knowledge transfer efficiency

10.7. Hydro Quebec case study

10.8. Discussion

10.9. Conclusion

10.10. Bibliography

List of Authors

Index

First published 2014 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:

ISTE Ltd 27-37 St George’s Road London SW19 4EU UK

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John Wiley & Sons, Inc. 111 River Street Hoboken, NJ 07030 USA

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©ISTE Ltd 2014

The rights of Inès Saad, Camille Rosenthal-Sabroux and Faïez Gargouri to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

Library of Congress Control Number: 2014930207

British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library ISBN 978-1-84821-664-8

Chapter 1

Assessing the Community Maturity from a Knowledge Management Perspective

Knowledge is considered as a strategic resource in the current economic age. Strategies, practices and tools for enhancing knowledge sharing and knowledge management (KM) in general have become a key issue for organizations. Despite the demonstrated role of communities in sharing, capturing and creating knowledge, the literature is still missing standards for assessing their maturity. Even if several knowledge-oriented maturity models are provided at the enterprise level, few are focusing on communities as a mechanism for organizations to manage knowledge. This chapter proposes a new Community Maturity Model (CoMM) that was developed during a series of focus group meetings with professional KM experts. This CoMM assesses members’ participation and collaboration, and the KM capacity of any community. The practitioners were involved in all stages of the maturity model’s development in order to maximize the resulting model’s relevance and applicability. The model was piloted and subsequently applied within a chief knowledge officers’ (CKO) professional association, as a community. This chapter discusses the development and application of the initial version of CoMM and the associated method to apply it.

1.1. Introduction

Knowledge is considered as a key competitive advantage [PEN 59], therefore several knowledge-intensive organizations are investing in methods, techniques and technologies, to enhance their KM, among others through communities. The community-based KM approach has become one of the most effective instruments to manage organizational knowledge [BRO 91]. Indeed, Wenger [WEN 98] argues that knowledge could be shared, organized and created within and among the communities. He posits that communities of practice (CoPs) are the company’s most versatile and dynamic knowledge resource. They form the basis of an organization’s ability to know and learn. From practical and theoretical perspectives, we can find several types of communities (of practice (CoPs), virtual CoP (VCoP), of interest (CoIN), of project, etc.). Furthermore, since they mostly deal with knowledge, Correa et al. [COR 01] call them knowledge communities (KCs) and consider them as a key KM resource through socialization [NON 95, EAR 01].

Nowadays, due to the increasing use of communities in the professional context and the exponential growth of social networks and online communities [RHE 93], it is more important than ever for modern organizations to assess the quality of their outcomes, and to understand their role in intra- and interorganizational KM settings. To establish such an understanding, many questions need to be answered, including but not limited to: how do we determine the type of a community? Under which conditions are communities more productive and useful for organizations? How they can be beneficial to KM: knowledge sharing, capturing and co-creation? Which attitudes and capabilities should individuals develop to better involve themselves within communities? What kind of facilitation means do they need for operating better? Are there different levels of quality that can be recognized and that communities should aim for? Which role should knowledge and collaboration technologies play to foster productivity? How can we measure the impacts of communities on organizational performance? Therefore, it is clear today that organizations urgently need guidance on those issues and on how to take advantage from the KCs’ production and to efficiently use and manage them for better sharing, learning and innovating.

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