Knowledge Management 2.0 Handbook for Companies Version 2

Knowledge Management 2.0 Handbook for companies Version 2

This project has been funded with support from the European Commission under the Lifelong Learning Programme. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

This handbook has been prepared as part of the “Knowledge Management 2.0 for SMEs” project, co-financed by the Leonardo da Vinci – Lifelong Learning Programme.

The consortium implementing this project consists of:

Management Observatory Foundation (FOZ)

Faculty of organization and informatics Varaždin as a part of the University of Zagreb (FOI)

MFG Baden-Württemberg mbH, Public Innovation Agency for Media and Creative Industries (MFG)

Nowoczesna Firma S.A. (NF)

Instituto Tecnológico de Aragón (ITAINNOVA)

Authors:

Marta Mazur (FOZ)

Darko Grabar (FOI)

Petra Grd (FOI)

Aleksandra Sobodić (FOI)

Amir Spahić (FOI)

Lana Škvorc (FOI)

Sandra Benz (MFG)

Georg Sedlbauer (MFG)

Karolina Sikorska (NF)

Justyna Dobaj (NF)

Elena Pallarés Beamonte (ITAINNOVA)

Knowledge Management 2.0 for SMEs km20.eu

2015 TABLE OF CONTENTS INTRODUCTION 3 About the Knowledge Management 2.0 Handbook 4 Aim of the KM2.0 Handbook 4 Handbook structure 4 Target group 5 About the Knowledge Management 2.0 5 What is Knowledge Management 2.0 5 Benefits of using knowledge management for SMEs 7 Indicators for measuring knowledge management effects 9 Main success factors of Knowledge Management 2.0 12 How to motivate employees to participate in knowledge management 12 Legal issues regarding knowledge management 14 KNOWLEDGE PROCESSES 18 KNOWLEDGE MANAGEMENT TOOLS 21 Knowledge Management 2.0 MATRIX 22 Social media tools 23 Video tools 29 Collaborative tools 38 Other tools 45 STRATEGY OF KNOWLEDGE MANAGEMENT 2.0 54 Applied knowledge management strategies 55 Elements of the Knowledge Management strategy 59 How to implement the strategy of Knowledge Management 2.0 in SMEs 68 How to evaluate Knowledge Management 2.0 in the organization 71 Measurement of knowledge resources 71 Measurement of the knowledge management process 72 Measuring the training effectiveness 74 CASE STUDIES 76 Croatia 77 Spain 79 Poland 81 Germany 85 PROJECT AND PARTNERS 87 GLOSSARY 89 BIBLIOGRAPHY 91 01 INTRODUCTION Knowledge Management 2.0 4 chapters readerswillfindaglossaryandbibliography. nership. A Knowledge Management 2.0 Map is available in chapter seven. In the last two following chapter readers will find some interesting facts about the project and the part the In project. the of phase pilot the during implemented been had 2.0 Management sations. The fifth chapter includes case studies from the companies in which Knowledge the evaluate and implement create, to how learn will and strategy management knowledge of elements strategies, management knowledge applied on information find will readers where handbook, the of chapter fourth the in described are management knowledge of strategy the to related Issues management, whicharethenpresentedinchapterthree. processes are described which show the possibility of using different tools for knowledge about learn will and handbook the divided into 9 chapters. In the first chapter, readers will find general information about is It context. multimedia a in techniques management knowledge traditional adopt to how and content multimedia manage to how explains and shows handbook The HANDBOOK STRUCTURE Germany, SpainandCroatiainthefirsthalfof2015. data collected during the pilot phase (in the form of case studies) carried out in Poland, Management 2.0. of implementation the through company the inside knowledge multimedia Management 2.0 Knowledge Management2.0Handbookver.2 additional efforttheycanupgradeittoanactualknowledgemanagementstrategy. of bit a with and methodology this by proposed technologies some using already are agility and cost cuts to companies which embrace this new approach. Many companies offer enormous competitive advantages in the form of increased innovation, productivity, companies between or within sharing knowledge and collaboration communication, for used networking social like solutions, 2.0 Web SMEs. for expensive and suming knowledge management methodologies are often too formal, complicated, time-con traditional Nevertheless, innovation. for capacity business’ and performance business Knowledge management is especially important in SMEs and can substantially improve AIM OFTHEKM2.0HANDBOOK 2.0 HANDBOOK ABOUT THEKNOWLEDGEMANAGEMENT The publication has been expanded with recommendations and research with the aim to guide companies wanting to professionally manageprofessionally to wanting companies guide to aim the with Knowledge Management2.0. provides an effective framework for Knowledge Management2.0 In the second chapter, second the In in their organi Knowledge Knowledge Knowledge - - - to shareknowledgewithpersonsoutsidetheorganisation. sharing and retrieving with communication and networking tools, including possibilities knowledge centre by integrating efficient content storage,organization and classification, vation, and informal, social learning. It will allow any company to create an organizational opportunities within and outside their organisations and foster collaboration and inno Knowledge Management 2.0 new technologies. from effectively more benefit to them help will and companies medium-sized and small to primarily addressed is It tools. collaboration and communication Web 2.0 and content user-created multimedia, on based system management a knowledge adopting in interested organisations and companies support to seeks handbook This TARGET GROUP and execution”(Estacio,2006). planning better habits, into learnings explicit and tacit transform to ability the having by objectives its achieve efficiently to organisation an enables that system cyclical “a is enced members of an organisation or group” (Villegas, 2000). Knowledge management of which enables the recipient to benefit from the collected wisdom of the more experi result the another, to person one from knowledge of transfer the “simply as agement so as to fulfill organisational objectives“ (Sveiby, 1996). Villegas defines knowledge man identification and analysis of available and required knowledge assets and processes… the involves management “knowledge that says who Sveiby, by presented is agement man knowledge of definition Another 2007). (Levinson, assets“ knowledge-based and ment is “the process through which organisations generate value from their intellectual directly affect performance“(Seiner, 2001). According to Levinson, knowledge manage analyzes the knowledge of individuals and groups across the organisation in ways that edge management as “a concept in which an enterprise gathers, organizes, shares and There exist many different definitions of knowledge management. Seiner defines knowl distinct entities(KoskinenandPihlanto,2008;Saaristo,2012). skills and perception create knowledge. Thus, data, information and knowledge are all context to create information. Combining information with an individual’s existing beliefs, and Pihlanto define data as raw facts such as numbers and letters which are then given existing beliefs and combining it with information created on the basis of data. Koskinen not exist without them (Saaristo, 2012). New knowledge is created by taking a person’s and information. Knowledge is neither data nor information. However, knowledge can The first step to understanding knowledge management is to differentiate it from data WHAT IS ABOUT THE KNOWLEDGE MANAGEMENT2.0 KNOWLEDGE MANAGEMENT2.0 can help companies to take advantage of knowledge sharing can help companies totakeadvantageof knowledge sharing ------

5 Introduction Knowledge Management 2.0 6 with the use of new technologies. The goal of others (shift from the individual to the collective) and share what they know with others 2.0 Management Knowledge tools and other tools related to the new information and communication technologies. create, use and share explicit and tacit knowledge within the organisation using web 2.0 Knowledge management 2.0 Source: “NotesfromMasterinLeadershipExperience” TeamAcademyinEuskadi. Figure 2. to thoseinknowledgemanagement(Levy,2009),(Alvarezetal.). from a knowledge management perspective and has concluded that they are very close principles 2.0 Web analyzed has Levy al.). et (Alvarez 2009), (Levy, management edge Web 2.0 focuses on people and is bringing a new trend that should be adopted in knowl evolution of the software sector have resulted in the Web 2.0 phenomenon (Levy, 2009). the and devices mobile and desktop through internet the to access with people of ber num large the decade, last the over maturity its and internet the of development The Source: “NotesfromMasterinLeadershipExperience”TeamAcademyEuskadi. Figure 1. TheprocessofKnowledgeManagement KnowledgeTypes

is a set of activities and processes designed to identify, capture, Explicit to Tacit is social, i.e. individuals create the knowledge together with Knowledge Types knowledge Mechanistic knowledge into environments practice and finding new knowledge Knowledge Applying creation Network capital Knowledge flow Understanding Complexity knowledge Dynamic to knowledge Documentic Giving birth knowledge Knowledge Management 2.0 knowledge Chaotic knowledge managing difficulty of Increasing istoimprove - - and risky knowledge management programmes, lack of specialised technological com long-term fund to inability are: SMEs of weaknesses the Lee, and Egbu to According The strengthsofSMEsare(Egbu,2001),(Leeetal.,2005): to manage and make use of these assets to get the maximum return (Lee et al., 2005). how then are, assets knowledge their what know first must SMEs quickly. know, they what use and coordinate then and knowledge the have must companies competitive, remain To competitive. be to ability the offers that commodity a is itself Knowledge 2002). (Hylton, securely and effectively efficiently, managed be must that knowledge knowledge;of use accelerated require SMEs in development rapid and Innovation and innovationcapacitiesalongsidehigherincomes(ValaeiAziz,2012). throughout the world. SMEs have created job opportunities, technological improvements It is predicted that the development of SMEs will be the key success factor for decades 2006). Commission, (European innovation of source major a are and jobs million 65 aroundprovide enterprises, all of 99% represent SMEs (EU), Union European the In BENEFITS OFUSINGKNOWLEDGEMANAGEMENTFORSMES Source: “NotesfromMasterinLeadershipExperience”TeamAcademyEuskadi. Other weaknesses (Rothwell and Dodgson, 1994) include little management experience, 2005). al., et Lee 2001; (Egbu, education and training in investment weak petencies, Figure 3. improve thecompetitivepositionoforganisationonmarket. and objectives organisational achieve of employees, effectiveness and efficiency the satisfying marketneeds for knowledge requisite the and requirements market changing to reaction faster edge managementregimes informal network improves employee commitment and their receptiveness of knowl increased, andinformalnetworksareimproved less formal strategies – communication of knowledge and quick decision making are KnowledgeTransfer Makro level Network level Organization Micro level Group Team level level level Makro level - -

7 Introduction Knowledge Management 2.0 8 phase, manybenefitsofknowledgemanagement wererecognizedinpractice: business entities within 4 countries during the knowledge management implementation and sectors different from companies 20 by completed questionnaire a to According potential toexpandandincreasethevalueand/or profitabilityoftheenterprise. the provide to and decisions, quicker take to services, and products improve to costs, ment system will greatly contribute to improved performance, which means to reduce and improved quality of knowledge (Edvardsson, 2006). An effective knowledge manage innovation, reuse of knowledge management know-how, branding and differentiation, speed, learned, lessons and knowledge of reuse reductions, cost were common most initiatives in best-practice organisations has been varied (O’Dell et al., 2003). Among the According to O’Dell, the business rationale behind implementing knowledge management a knowledge management strategy in practice (Salojarvi et al., 2005; Edvardsson, 2006). have not do that firms than growth) sales (annual faster grow basis systematic a on Some authors, such as Salojarvi, argue that firms that work with knowledge management as well astheexpertiseandtimetoinvestinadvancedICT(Edvardsson,2006). manpower, skilled and resources financial lack firms smaller that shown They have SMEs. in management knowledge for ICT of use the addressed have Some studies 2003). al., et (Corso organisation the to internal than rather firms between be to likely more are SMEs in channels communication the and firms, larger than knowledge tacit stresses in one study that small firms tend to place more emphasis on management of al., et Corso 2000). (Beijerse, management knowledge strategic at targeted policies Beijerse found out in a study of 12 SMEs in the Netherlands that there were no explicit (McAdam andReid,2001). strategy management knowledge formal on stronger were firms larger whereas edge, knowl tacit share to order in discussion systematic and formal on weaker were SMEs mechanistic approach to knowledge construction and relying less on social interaction. sector appeared to be less advanced in terms of knowledge construction, having a more McAdam and Reid found certain differences regarding knowledge management: the SME edge) (Kroghetal.,2000;Saaristo,2012). knowl social or personal as it utilizing and such as knowledge tacit the retaining by or which requires conversion from tacit to explicit knowledge and can be a costly process, for competitors to imitate and the knowledge must be difficult to substitute (patenting creating added value to the core tasks or competencies), the knowledge must be difficult must be valuable when considering the core competence of the company (successfully a company can create a competitive advantage when three criteria are met: the knowledge cious asset of the company (Valaei and Aziz, 2012). The combined areas of knowledge in pre most the contains which knowledge and expertise their manage to management knowledge of advantage take SMEs competitive, be to order In knowledge. managing to information managing from changed have systems information of concerns Today, complex regulationsandtheassociatedcostofcompliance(Leeetal.,2005). with in coping difficulties and firms large with collaborating when imbalances power better systemofdocument management more focusongoalsthrough settingpriorities faster informationflow - - - - (Fliaster, A.,2004). organization. the to important becoming are which measures non-financial also but information, financial on only not measures therefore, performance, Its innovation. and improvement continuous for base permanent a offers management Knowledge is thecomparisonofafirmwithitsmaincompetitors (Chenatal,2009). because the most important task of knowledge management performance measurement effectiveness their limits practice, in which, organization, the within knowledge the ing Most of the metrics and methods of knowledge measurement are focused on measur growth, whichcomesfromcustomersatisfaction andcustomerloyalty. efficiency, competitiveness and increased profit through market adaptability and sales if the results of knowledge management signify increasing of organizational effectiveness, Competitive advantage and superior organizational performance. Indicators should show performance: management knowledge measuring to approaches different are There associated withapplyingknowledgecanbemeasured(Ruggles,R.,1998). Some studies argue that knowledge cannot be measured, but that activities or outcomes advantage. competitive and value economic create to knowledge their apply to want Knowledge management performance has been gradually increasing since companies important. is performance management knowledge measure to how of question The MANAGEMENT EFFECTS INDICATORS FORMEASURINGKNOWLEDGE supportive andmotivational,stimulatedbetterbusinessprocessperformance. In general, the main benefits of using knowledge management were recognized as being higher motivationandmorecreativityinsearchfornewsolutions better teamintegrationandappreciationbetweenmembers tiatives outsideworkinghours ini performed and activities common through fellowship and motivation increasing discovering areasofexpertiseandgapsinskillsets to theknowledge more opportunities of staff development and raising their skills through better access increased staffawarenessoftheknowledgetheypossess stimulating informalnetworks informal relationshipsandstaffmotivation fostering ofinternalcommunication more positiveandproductiveenvironmentforallemployees better understandingbetweenemployees better coordinationoftasks higher performance more efficiency openness andgreaterstimulusforsharingideas easier approachtotheearlierknowledge - -

9 Introduction 10 Knowledge Management 2.0 domains. ThisisareviewofdifferentKMperformance evaluationperspectives: analysis, together with their measurement matrices for different research and problem organization-oriented and analysis project-orientated analysis, performance external analysis, performance internal analysis, indicator non-financial analysis, indicator cial by using the following eight categories: qualitative analysis, quantitative analysis, finan Chen and Chen (2005.) defined in their research classification of KM evaluation methods the proposedKMPIimproves. shared, utilized, and internalized quickly, thus management performance increases and KCP. Therefore, it has flowand speed. If the flow isfast, then knowledge is accumulated, idly, slowing down at a mature level. A firm’s accumulated knowledge is a by-product of in which the contribution of KCP in the early years starts slowly but then increases rap enabling firms to become knowledge-intensive. The KMPI function is a logistic function expand, also will KMPI increases, efficiency KCP When internalization. knowledge and knowledge creation, knowledge accumulation, knowledge sharing, knowledge utilization, (KCP): process circulation knowledge the determine to used be can that components five defined They KM. firm’s a of performance the assessing for (KMPI) index mance perfor management knowledge a metric; new a provide (2005) Kang and Lee, Lee, of KMperformancemeasurement. cial perspective, and innovation and learning perspective are adopted as the indicators four perspectives of the BSC; customer perspective, internal business perspective, finan (BSC). scorecard balanced a with field) the in experts of perceptions and experience, knowledge, reasoning, the on based approach decision-making multi-attribute – (ANP process network analytical the integrates approach This perspective. competitive the Another approach (Mu-Yen Chen at al., 2009.) proposes measuring KM performance from organizational, andcross-departmentalinitiatives. tomer knowledge, internal business processes, learning and growth) to align individual, cus performance, (financial perspectives four from measures of combination a is BSC card concept (BSC) developed by Kaplan and Norton (Kaplan, R. S., & Norton, D. P. 1996). internal business processes, innovation and learning are included in the balanced score non-financial measures are becoming important to organizations. Customers, investors, Thereforeperformance. organization’s the measure to prepared fully not are prices, share and flow cash turnover, profit, as such indicators short-term on emphasis with practices accounting traditional on based are which measures financial that implies It (e.g., ROI, EPS) can give misleading signals for continuous improvement and innovation. measures accounting financial traditional that asserted (1996) Norton and Kaplan and operationsefficiencytoindustrybenchmarksormarketleaders. satisfaction customer quality, cost, the compare and levels, profit and quality, product mance overview can have two sides: formulate performance-related issues such as costs, According to Germain, Dröge, and Christensen (2001) a knowledge management perfor sion-making and task performance, using historical data that is easily available, relevant, Quantitative analysis (Chourides, P.,Longbottom, D.,&Murphy,W.(2003). factors success Critical (2001), P. Chourides, & D., (Longbottom, interviews Expert human problems: Questionnaire (Changchit, C., Holsapple, C. W., & Viator, R. E. 2001.), and questionnaires are used to implement qualitative methods for exploring specific Qualitative analysis – expert interviews, the critical success factors method (CSFs), method factors success critical the interviews, expert – – the aim is to present the extent of the impact on both deci ------ deliver moreinnovative servicestoademandingpublic. organization. Asoh, Belardo and Neilson (2002.) investigated how governments could the left has expert an when even knowledge, use and retain to opportunity an vides & Yarrow, 2001). The ‘‘Best Practice” approach is an essential component of KM. It pro performance can be compared and consequently improved (Pemberton, Stonehouse, izational performance, establishing standards against which processes, products and organisational learning perspective, benchmarking is concerned with enhancing organ an From 2001). J. D. Yarrow, & H., G. Stonehouse, D., J. Pemberton, 2004., B. (Marr, practices in order to increase the operational performance of intellectual capital (IC) best adopting and understanding identifying, for tool a as seen is Benchmarking average. industry whole the or competitors primary companies, benchmark with analysis performance External edge (Hasan,H.,&Gould,E.(2001). knowl new create and problems solve to ability organisation’s an to critical is it and evaluation which connects valuable knowledge residing within individual employees, activity-based and performance-based (BSC), scorecard balanced NPV, ROI, include KM performance through the gap between target and current value. These methods focused on process efficiency and goal achievement efficiency. These methods evaluate analysis performance Internal Clark, S.W.,&Trent,M.R.2004). E., S. Bartczak, T., D. (Holt, managed strategically be can knowledge how on insight valuable provide and performance business to knowledge relate to people enable approaches These measures. knowledge process and content context, individual, Clark, & Trent (2004) used four metrics to assess organisational knowledge which are: Bartczak, Holt, a CoP. in KM for indicators performance use and measure, define, to Moor (2004.) presented a Knowledge Governance Framework, which is focused on how Smits and organisations. intensive-knowledge and modern in role important ingly communities of practice (CoP) are in the company. CoP has begun to play an increas up a proposal, how many topic numbers are on the discussion board, and how many each employee logs into the knowledge bases; how many times each employee brings analysis indicator Non-financial to enable a university organisation to improve services (Stein, Manco, & Manco, 2001). knowledge, capture and members, staff new train manually, performed previously tasks automate to designed was which system knowledge-based a deployed Stein mance in customer value added (CVA) products (Laitamaki, J., & Kordupleski, R. 1997). perfor and projects KM evaluate to index ROI an used Kordupleski and Laitamaki 2001), the return of knowledge (ROK), and the Tobin’s q (Lev, B. 2001, Hall et al. 2000). Manco Manco, (Stein, NPV – value present net the (ROI), investment on return the financial measures, such as the analysis of financial statements, the payback period, analysis indicator Financial performance analysis,project-orientedanalysisandorganisation-orientedanalysis. tor analysis, non-financial indicator analysis, internal performance analysis, external financial and non-financial indicators. Quantitative analysis includes financial indica used to measure the explicit knowledge of an organisation or an individual, with both especially in the subjective judgment of empirical results. Quantitative analysis can be accurate, and current. This evaluation can avoid the drawbacks of qualitative analysis, projects, but also across and between projects (DeFillippi, 2001). Bresnen reveals that jects emphasized the difficulties of learning from projects – not only within individual Project-orientated analysis – recent studies of KM and organizational learning in pro – traditional quantitative methods focus on well-known use internal performance measurement methods measurement performance internal use – these measurement methods are compared are methods measurement these – use non-financial indicators, such as: how often how as: such indicators, non-financial use ------11 Introduction 12 Knowledge Management 2.0 Knowledge Management 2.0. to comes it when true also is that course, Of employees. the motivate and engage to how of question the with deal to has manager responsible the project management knowledge every in Consequently, motivation. her or his to linked closely is employee active engagement of the employees are condemned to failure. The participation of an participation of the organisation’s employees. Knowledge management projects without and the tools should be easy to use. However, one of the most important factors is the tasks management knowledge for time enough be must There fail. projects such why reasons various are There on. later it abandon but project management knowledge a start organisations Many endeavors. risky very are projects management Knowledge IN KNOWLEDGEMANAGEMENT HOW TOMOTIVATEEMPLOYEESPARTICIPATE These factors canbesummarizedinthreemaincategories: performance. business in improvements significant for lever a as 2.0 Management Companies among different sectorsrecognised themain success factors of Knowledge MAIN SUCCESSFACTORSOFKNOWLEDGEMANAGEMENT2.0 disposal forcurrentandnewemployees knowledge of procedures created learns, that organisation improvement, manent in termsoforganisation: manageable technicalsolution,automationoftaskspreviouslyperformedmanually easily and suitable methodologies, and processes new to open being tool, provided about the benefits of the tools, continuous communication to promote usage of the in termsoftechnology: knowledge management with associated actions out carry to designated persons of commitment and cation, implementing project objectives, fostered staff involvement by appropriate task allo to relation in motivation and perseverance, commitment, board; management the from support and ideas of comprehension management, knowledge of objectives gathering and managing knowledge, high levels of interest and a clear vision of the of importance the about consciousness raised motivation, team trained, progress, in terms of people: whole organizationandunderstandtheinvestmentsinintellectualcapital. perspectives. The primary objective is to estimate the level of KM performance in the process and technology BSC, capital, intellectual from analyzed be can evaluation performance KM A firm. the within multi-layers and multi-dimensions the on and Organization orientatedanalysis created withinaproject(Kasvi,J.J.,Vartiainen,M.,&Hailikari,M.(2003). and created a Learning Programme Model for systematically managing the knowledge organizations project in competences knowledge and management knowledge with (Bresnen, M., Edelmanb, L., Newell, S., Scarbroug, H., & Swan, J. 2003). Kasvi et al. dealt and importance of adopting a community-based approach to knowledge management value the emphasize that ways in processes and practices patterns, social upon rely settings project in knowledge learning and transferring capturing, of processes the better team organization, easier monitoring of employees’of monitoring easier organization, team better better tools and internal processes, continuous communication transparency of documents, faster information flow, per – analysis is focused on the whole organization whole the on focused is analysis – - - of progression(Whittom andRoy,2009). Setting and celebrating milestones and communicating success will help boost the feeling knowledge management activities. E.g. he or she should also create articles in the wiki. the in involved very be should manager the Consequently, practices. best the deliver and model role a be should she or He others. training and informing by competency of feeling the improve can manager The maximized. be should opportunities ipation or formatting should be reduced, the vision of the project has to be shared and partic the employees. For increasing the feeling of accomplishment, trivial tasks like indexing make the right decisions. The manager should tolerate errors and demonstrate trust in autonomy, the manager has to provide the necessary information for the employees to of feeling the boost to order In facilitator. a be to has manager the approach, this In Moreover, in some cases a bonus for reaching specific goals could be helpful but it is it but helpful be could goals specific reaching for bonus a cases some in Moreover, considered. be to have factors four the and employees the of motivation intrinsic the implementing for nutshell, a In type of employee motivation. Boosting extrinsic motivation might evict intrinsic motiva When implementing a knowledge management project, it is essential to be aware of the intrinsic motivationisessentialformanagingtacitknowledge. employees are more difficult to control and to steer (Whittom and Roy, 2009). However, mum of the required tasks sufficient to receive a bonus, whereas intrinsically motivated mini the only do to employees causes often motivation Extrinsic organisation. an for by sharing knowledge. Both sources of motivation have advantages and disadvantages who is motivated by the task itself e.g. an employee wants to support their co-workers task. In the case of intrinsic motivation, the motivation has its source within the person this performing by measures coercive avoiding is employee the that or task, specific a means that an employee is motivated e.g. by a financial bonus related to completion of motivation, the source of motivation is external. In terms of knowledge management it There are two different types of motivation: extrinsic and intrinsic. In the case of extrinsic increase the chances of a successful implementation of implementation successful a of chances the increase and motivation intrinsic the Increase influenced: be can factors these All progression. of feelings and competency, of feelings autonomy, of feelings accomplishment, of feelings considered: be to have motivation intrinsic managing for factors Four vation. moti intrinsic their increasing is employees to bonuses offering than important More directly linkedtoperformancelevel.(WhittomandRoy,2009) not are gifts that is advantage The appropriate. more be might gifts like rewards etary reward should be defined by employers and employees together. Moreover, non-mon on intrinsic motivation. In order to not decrease intrinsic motivation, the criteria for the vation. This shows that rewards aimed at boosting extrinsic motivation have an impact rewards that are defined without consulting the employees, might reduce intrinsic moti standardised and financial especially rewards, general, In articles. 20 than more write will few a only and approach minimalistic a to lead might it Finally, motivated. less be whereas 15 great articles will not, so naturally, the employee who wrote 15 articles will bonus a ensure will articles written poorly 20 Secondly, them. consulting without goal employees. Firstly, they will lose the feeling of autonomy because the manager sets the least 20 articles in the wiki. This measure might decrease the intrinsic motivation of the at creating for bonus financial a everybody offers and motivation increase to wants they want to share the knowledge and they believe in the project’s vision. The manager knowledge management activities. The employees are highly motivated intrinsically as tion and diminish success. E.g. a project manager wants to set up a wiki for a company’s Knowledge Management 2.0, Knowledge Management2.0. the focus has to be onbe to has focus the ------

13 Introduction 14 Knowledge Management 2.0 to thecopyright. is the holder of the copyright with the realization of work. There are also include only the rights of the authors of literary, scientific and artistic works. An author categorised as As in most countries, in Croatia, knowledge is considered intellectual property, which is to generatevaluableoutput. her obligation to work in the company for specified period, or through their obligation his/ of terms in regulated be can created, is employees of knowledge new the which through company the by provided schooling) seminars, (classes, education Additional and ownership. ing in new innovations and patents can be introduced for the purpose of its protection result which knowledge new of creation the for regulations internal Also, knowledge. internal regulations for the creation and using of company's information recognized as company can be included in the employee working contract. Companies can also have the within management Knowledge management. knowledge regarding issues legal it is considered the company’s property. There are different options for how to regulate are based on the company's knowledge is the main factor for knowledge protection as regulations outside the company. The portfolio of created services and products which only people, tools and organisational procedures inside the company but also laws and not involves it process, management knowledge the Like archive. and use creation, its knowledge, of protection the to refer management knowledge regarding issues Legal LEGAL ISSUESREGARDINGKNOWLEDGEMANAGEMENT motivation inaccordancewiththecompany’sbusinesspractices. extrinsic raising by activated be can process management knowledge the in rendering value or increased profits (patents, innovations). Creation of that new knowledge and its There is also the value of creating new knowledge which can be directly linked to added ation between co-workers, which altogether results with bigger and better knowledge. appreci and relationships informal self-confidence, building communication, internal better ideas, of sharing and openness offers: management knowledge which aspects positive the upon building by motivation intrinsic increasing through resolved be can issues These tools. new of fear and procedures new to resistance attitudes, negative as such employees of factors personal were there side, other the On time. and effort additional of terms in tasks new of addition the managing and tools), and (methods ity to set up a clear strategy or goals, difficulties adapting to the new work environment a lack of support from management, not valuing the importance of the project and inabil obstacles in knowledge management induction. Obstacles were mainly connected with management with a supportive working environment to be able to avoid and overcome from support having was motivation the for basis The implementation. management knowledge of benefits the saw They management. knowledge in participate to vated moti are employees that showed sectors different from SMEs in received Feedback with thegeneralmanagementapproachincompany. aligned be to has employees motivating of strategy The activities. management edge knowl in participate to employees motivating for solution all” fits size “one no is there important that it does not have a negative influence on intrinsic motivation. Of course, copyright and industrial property industrial rights. Legally, copyright is used to related rights related rights - - - - - a specific geographical region to prevent the sale and replacement of other products other of replacement and sale the prevent to region geographical specific a Indication of origin and geographical indications principles. moral and interests public with aligned be should It protected. be cannot acteristics Industrial design others onthemarket. among company one of services and goods the of differentiation the for used is right Trademarks to theproduction,use,distributionandsaleofinventionprotectedbypatent. the invention/solution of a technical problem. A patent gives its holder exclusive rights A patent of Communitytrademarksanddesigns,the EuropeanPatentOffice(EPO). registration the for responsible is which (OHIM), Market Internal the in Harmonisation for Office the purpose, this for bodies important two possesses Union European The (WTO). Organisation Trade World the and (WIPO) Organisation Property Intellectual ered by many international conventions, most of which are implemented by the World cov is property intellectual of Protection level. European the at property intellectual movement of goods and services and free competition) is based on standardisation of (the free market internal the of principles basic the of Respect Union. European the property to copyrights, constitutes the foundation for creativeness and innovation within industrial from ranging rights, property intellectual of protection of system uniform A role overnationalcourts. supervisory a exercises Justice of Court the EU, the In 426-428). pp 2011, September 16, Vol Rights, Property Intellectual of Journal Developments, Property Intellectual Cook, European (Trevor geographical indicationsregime right andtheEU plant variety and the Community design (both registered and unregistered), but also the Community trademark Community the only not – effects wide EU with rights property intellectual registered designs, etc.) are now extensively harmonised. That is, there are some unitary patents, trademarks, (copyrights, rights property intellectual national most Europe In written contractsaboutcopyrights(propertyrights)orlicensing(industrialproperty). Economic exploitation of intellectual property rights can be additionally regulated with regulations. and laws national with areas those covers Croatia in legislation National of thedisclosuresecrets. ments, or NDA, which, for the employee, means very rigorous financial penalties in case are protected by law and many countries practice frequent use of non-disclosure agree the professional public, which brings an economic benefit to its holder. Business secrets which helpstocompetewiththecompetition.Thisisinformationnotavailable A businesssecret under thesamename. is an exclusive right which is provided to the natural or legal person based on are signs that enable recognition of goods on the market. This exclusive This market. the on goods of recognition enable that signs are is for the purpose of visual identity protection, but its technical char is the business practice, strategy, “know how“ or other information other or how“ “know strategy, practice, business the is are used for products coming from - - - 15 Introduction 16 Knowledge Management 2.0 measures toprotecttheir confidentiality.’ indispensable enact may entrepreneur an which of value, economic of matters other referring to technical, technological or organizational matters of the enterprise, or to any public, the to unavailable information of piece a is enterprise an of secret ‘A act the to specified in the Act on Counteracting Unfair Competition of 16th April 1993. According it enables them to gain a competitive advantage. Protection of this type of knowledge is because enterprises by protection strictest the to subjected is knowledge Confidential protected knowledgeincludes: Protection of knowledge is one of the elements within knowledge management. The term Poland how todealwiththerightsofuseinthesecases(Ulbricht,2012). set a clause in the employment contract or, in the terms and conditions of the intranet, tract or outside working hours. In order to achieve legal certainty, it is recommended to problems occur when content is created before the beginning of the employment con However,content. this use to rights exclusive all get automatically will employer the contract during working hours (§ 31 para 5 in conjunction with 43 of the Copyright Act), if an employee creates content in fulfillment of obligations arising from the employment the regulation is considered in the employer-employee relationship. The following applies: employer, the for consequencesfar-reaching have will this As it. use can others how erally covered by copyright protection and only the author can determine whether and creates an article, for example for the company wiki, forum or blog, the content is gen texts, images, audio or videos, can decide on their use. This means when an employee The German Copyright Act provides that, persons who create works or content, such as Germany which areusedastoolsforknowledgemanagementimplementationare: Some EU directives, mostly related to the topic of knowledge and information technology, Confidential knowledge, which includes know-how, personal dataand enterprise secrets Inaccessible knowledge,undisclosedandnot publically available but onlywithinaspecificgroupofaddresses (e.g. enterprises) public information, given to and disclosed which is knowledge, Outwardly protected etc.) andusedbythirdparties Knowledge that is fully available to the public (e.g. information on websites, in manuals EN/TXT/PDF/?uri=CELEX:31996L0009&from=EN databases: of protection legal the concerns 1996 March 11 of Council the of and Parliament European the of 96/9/EC Directive legal-content/EN/TXT/PDF/?uri=CELEX:32004L0048&from=HR rights: intellectual of protection legal the concerns 2004 April 29 of Council the of and Parliament European the of 2004/48/EC Directive legal-content/EN/TXT/PDF/?uri=CELEX:32001L0029&from=EN States. Member oftheEU ofthelaws harmonisation that, with and society information the on emphasis particular with market, internal the of framework the in rights related and copyrights of protection legal the concerns Directive 2001/29/Ec Of The European Parliament And Of The Council of 22 May 2001 http://eur-lex.europa.eu/legal-content/ http://eur-lex.europa.eu/ http://eur-lex.europa.eu/ - - Extensive informationon theserightsandhowtoregisterisavailable onbothpages. management), suchas: rights digital (coined piracy stop or curb to acting are and protection content digital management, rights property in specialise that institutions many are there Currently, as tablets,smartphonesetc. such devices portable and computers i.e. devices, ICT via publishing and creation use, its of rules the regulates and author an by created content digital to refers law’ ‘Digital protection. knowledge digital of aspects includes also 2.0 Management Knowledge in anincreasingnumberofenterprisesPoland. of knowledge, employee qualifications and human resources. Presently, it is employed verification regular involves protection knowledge of method illegal, though Another, rights (IPR)aredifferent.Inthecaseof: The public bodies responsible for the management of intellectual and industrial property Their fundamentalprinciplesareverysimilar to theCommunityregulation. At present,themainSpanishlegislationonIPisbasedfollowingbasicrules: and IndustrialProperty(trademarks,patentsindustrialdesigns). (copyright) Property Intellectual between distinguish we countries, most like Spain, In and artisticworks,performances,plantvarieties,somenames,signssymbols. Intellectual Property refers to creations of the mind such as inventions, designs, literary Spain Industrial Industrial Property: the Spanish Patent and Trademark Office (OEPM). ra-mecd/areas-cultura/propiedadintelectual/registro-de-la-propiedad-intelectual.html Intellectual Property: Registry of Intellectual Property. It isbasedonasystemofprotectionwithoutdeposit orregistration. The Royal Legislative Decree 1/1996 (restated text of the Spanish Copyright Act 1996). Decree1937/2004. Royalthe and Design Industrial of Protection Legal on 20/2003 Act Spanish The The SpanishTrademarkAct17/2001andtheRoyalDecree687/2002. dures andtostrengthenthegrantofpatents. was approved by the government in 2014 in order to simplify implementation proce The Spanish Patent Act 11/1986 and the Royal Decree 2245/1986. A Draft patent Act Open RightsGroup(ORG) European DigitalRights(EDRi) Digital RightsIreland(DRI) Electronic SoftwareFoundation(EFF) Free SoftwareFoundation(FSF) Entertainment ConsumersAssociation(ECA) http://www.mecd.gob.es/cultu http://www.oepm.es - - 17 Introduction 02 KNOWLEDGE PROCESSES five knowledgeprocesses(seealsochapter“Strategyof Manual of Knowledge Management Techniques and Tools of the APO (APO, 2010) proposes the Correspondingly, differentiated. more became management knowledge of action the years recent in However, management. knowledge of foundation the are creation processes. In knowledge management, as a scholarly discipline, knowledge sharing and Processes and 4. Outcomes. Knowledge 3. Accelerators, 2. Mission, and Vision 1. is That management. knowledge knowledge management framework. This framework is divided into four key factors of Knowledge Management 2.0 Below thefiveprocessesarebrieflyexplainedandsolidified: not tobeunderestimated. are relevance their and tools other various are there course, Of tools. 2.0 Web on larly find relevant tools in the KM2.0 Matrix. In an old one to be aware of which process is actually dealt with. For each process you can an organisation is implementing a new knowledge management initiative or is revising are also the foundation for In the KM2.0 handbook these five processes, which are often referred to as categories, Applying knowledge departments (Müller,2009). real sharing of knowledge, e.g. that newly generated knowledge is shared with other knowledge has to flow to the respective employees. On the other hand, it is about the and databases. In be lost, it must be saved. Relevant explicit knowledge is mostly stored in documents Storing knowledge further educationandtraining(Müller2009). through skills new of development the with example, for in-house, developed be to needs it or collaborations, incurring or staff new hiring by example, for externally, to acquire or develop knowledge which is yet to exist. This knowledge can be procured also beused(Müller,2009). Sharing knowledge individually oringroups.Thisiscalledcollective memory(Müller,2009). ing. This is called digital memory. In comparison, tacit or implicit knowledge is stored Creating knowledge information, skillsandknowledge(Müller,2009). data, existing for transparency create to as well as bases knowledge external and the knowledge Identifying Applying knowledge. Sharing knowledge, Storing knowledge, Creating knowledge, Identifying the knowledge, Knowledge Management 2.0, – On one hand, sharing knowledge means distributing knowledge; – For sharing relevant knowledge and for ensuring that it will not – By the appearance of knowledge gaps, the company is asked – Creating conditions where existing stores of knowledge can knowledge of stores existing where conditions Creating – Knowledge Management 2.0. Knowledge Management also draws from the Asian Productivity Organisation (APO) Organisation Productivity Asian the from draws also Knowledge Management 2.0 – The aim of knowledge identification is to find internal find to is identification knowledge of aim The – Knowledge Management2.0 Web 2.0 tools will also be used for stor It is essential when a company or focuses primarily on knowledge Knowledge Management2.0” we focus particu ): - - 19 Knowledge Processes 20 Knowledge Management 2.0 are indicatedbyiconsforeachtool(seealsoKM2.0Matrix). categories Knowledge software). forum (e.g. products software concrete of examples with along provided are implementation for situations and purposes the addition, In and othervarioustoolsmightbealsouseful(e.g.documentmanagementsystems). Collaborative tools should enable people to work together in a collaborative way (e.g. chats) Video tools use video (and audio) for knowledge management, e.g. video conferences. network. social or forum a e.g. people, between interaction social on based are tools media Social tools. other and tools collaborative tools, video tools, media social ters: chapter, you will find various knowledge management tools. It is divided into 4 subchap important that the chosen tools match the knowledge management strategy. In the next Itis category. specializedinoneconcrete are tools other whereas categories, different For all of the knowledge categories/processes, tools can be used. Some tools cover many cannot bestoredorunsharedknowledgeappliedinabroaderframework. be completed in order to proceed to the next one. For instance, unidentified knowledge These five processes are usually consecutive. In other words, the previous process has to - 03 KNOWLEDGE MANAGEMENT TOOLS 22 Knowledge Management 2.0

KNOWLEDGE MANAGEMENT 2.0 MATRIX

KNOWLEDGE PROCESSES

TOOLS Identifying the Creating Storing Sharing Applying knowledge knowledge knowledge knowledge knowledge

Audioconference x x x

Blog x x x

Chat x x x

Community of practice x x

Document Management System x x x x x

Forum x x x x

Intranet x x

Knowledge bases x x x

Knowledge pills x x

Learning Management System x x x

Mind-map x x x x

Social network x x x

Videoconference x x x

Webcast x x x

Webinar x x x x

Wiki x x x x BLOG /// SOCIAL MEDIATOOLS BLOGS? WHAT ARE USE BLOGS? WHEN TO USE BLOGS? HOW TO OF BLOGS? DISADVANTAGES WHAT ARETHE OF BLOGS? ADVANTAGES WHAT ARETHE SOCIAL MEDIA TOOLS

sions andparticipationofallemployees. discus internal facilitate to suitable are blogs street, way two a are blogs Since is notlimitedtotext.Youcanpostpictures,videos,documentsetc. ing knowledge in a structured way, a wiki is recommended). Of course, blogging Blogging should be used to share news, and rather not general processes (for stor company andprojects,protocolsexperiences. the about news e.g. colleagues, their for relevant be might which information, post Employees communicate. and knowledge share to you allows Blogging is onlyaccessiblewithinanorganisation. Blogging for knowledge management infers internal blogging, so the information — — — — lishing shortmessagessimilartotextmessages. Besides “regular” blogs there are also microblogs. A microblog allows only pub the rightstopostonblog. In a corporate blog you could allow a number of employees or even all employees real-time communication. no means this asynchronous, is blogs on communication Moreover, discuss. and comment respond, and publish, both to people allowing street, way two a played in a reverse chronological order, i.e. the newest appears first. Blogging is Typically, a blog will contain text, images and links. The posts, or articles, are dis posts. those to feedback for allows and content of self-publishing allow Blogs accessible onlytoemployees(andapprovedparties). the worldwidecommunity.Blogscanalsobepublished internally andthenitis to available is and internet the on published is that diary online an is a blog terms simple In log. and web words: two of combination a is “blog” term The

A — — — —

I requires longterminvestment no collaborativeeditingoffilespossible no dataexchangepossible relevance ofblogpostsmustbeensured a blogcanbeusedasplatformfordiscussionandfeedback on ablogitisveryeasytoshareinformationandknowledge a blogpromotesfastinternalcommunicationbetweenemployees unlike a website the content is more dynamic and is updated on a regular basis unlike othersocialmediatools,postsonablogaremorepersistent

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O W L E D GE COLLABORATIVE TOOLS OTHER TOOLS - - - - 23 Knowledge management tools 24 Knowledge Management 2.0 USING BLOGS TIPS FOR EXAMPLES FOR BLOGS SOFTWARE BLOGS? HOW TOPREPARE SOCIAL MEDIA TOOLS Screenshot fromMFG’sinternalblog(15.05.2014) Often blogsarealsoincludedinpackagesforsocialbusinesssoftware. but youalsohavelesscontrolovertheblog. the access to selected people. You do not have to setup your own blog on a server, Moreover, you can also use a blog-publishing service on the internet and restrict Free blogsoftwareforhostingablog: the company’sguidelines. tional culture. Make sure the content and comments are appropriate and match organisa the on dependent highly is blog the on posted be to suitable is What that willenableabettersearch,orcategoriesforblogposts. you present it (text, photos or videos). Often you can also give tags or keywords Once you have found your blog content, you will have to decide on a title and how company. the of communication internal the of backbone the be could it sense, In this news. relevant some about colleagues inform to blog a use will you Normally, all employees. or people select just blog, the on blog to allowed is who define Afterwards, nally hostedblog(seesoftware). exter an choose or server your on software blog install to have you all, of First h h h h h h h h h h add multimedia respond toreaders’questionsandcomments use blogsfornewsandannouncements activate the comment function in your blog to facilitate internal communication ensure thatblogpostsarenottoolong Wordpress.com Blogger Drupal BuddyPress.org Wordpress.org VIDEO TOOLS https://drupal.org www.blogger.com www.wordpress.org www.buddypress.org www.wordpress.com

(open source)

(commercial, free) COLLABORATIVE TOOLS

(open source)

(commercial, freemium) (open source), . , , OTHER TOOLS . - - FORUM ADVANTAGES WHAT ARETHE FORUMS? WHAT ARE FORUMS SOFTWARE FOR FORUMS? HOW TOPREPARE FORUMS? WHEN TOUSE FORUMS? HOW TOUSE OF FORUMS? DISADVANTAGES WHAT ARETHE OF FORUMS? SOCIAL MEDIA TOOLS

opinions, experiences and knowledge. The communication in forums is asyn is forums in communication The knowledge. and experiences opinions, thoughts, archiving and collecting as well as knowledge generating and ideas exchanging issue, an on discussion structured a for space virtual a is forum A forum inyourblog(e.g. Often forums are integrated in other software services or you can integrate your Hosted forums on the internet can be utilized and use restricted to selected people: Following solutionsareverypopularandeasytomaintain: are titledandsometimescontentcanbetagged. a forum thread or replying to a thread is very simple for the user. Usually, posts should clearly tell the users how to behave and communicate in a forum. Creating be able to create a thread within such a section. Moreover, general forum rules sections. Normally, a regular user cannot create one’s own section and will only Define the rights of the various roles (regular user, moderator) and create different Install forum software on a server (see software) or use a cloud-based solution. and responsibilitiesinaforumshouldbedefined,suchasmoderators. company. For informal exchange, an off-topic area can be created. Certain roles interest. This can be divided into various topics or based on the organisation of the In a forum, you should have different subsections covering all necessary points of also giveaccesstootherapprovedparties(e.g.customers,partnersetc.). so the information is only accessible within an organisation. As with blogs, you can forums, internal mostly are companies in management knowledge for Forums — — it isrecommendedtorestrictaccesstheorganisationandrelevantpartners. Similar to blogs, they can be restricted or freely accessible. For internal purposes, of postsbyusers. Information is structured in sections, themes and threads. Each thread consists videos. and pictures links, texts, post can you forum a In times. different at but chronous. This means a message will not be answered directly and immediately,

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I not everypieceofinformationinaforumisobjectiveandreflectsreality become complexandcomplicated as every employee is asked to participate in the forum, the forum can quickly nication andcooperationamongemployeeswillbeencouraged through the asking and mutual answering of questions, the internal commu an in-house forum offers the possibility to generate and share corporate knowledge forums arenormallymorestructuredthanblogsorothersocialmediatools vBulletin Proboards phpBB MyBB vBulletin

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www.vbulletin.com www.vbulletin.com GE

www.proboards.com

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O W L E D GE - - 25 Knowledge management tools 26 Knowledge Management 2.0 SOCIAL NETWORKS NETWORKS? OF SOCIAL DISADVANTAGES WHAT ARETHE NETWORKS? OF SOCIAL ADVANTAGES WHAT ARETHE NETWORKS? WHAT ARESOCIAL FORUMS TIPS FORUSING EXAMPLES SOCIAL MEDIA TOOLS relationships. and people about is network social a based, topic are which blogs or forums Unlike colleagues. with communicate and information share experts, identify as identification, sharing, developing and accessing knowledge. E.g. people can agement, enterprise social networks are used to improve communication as well man knowledge of context the In use. company for designed are but Twitter, or Facebook e.g. sites, networking social used privately widely of functionality primarily via an online platform. Enterprise social networks emulate much of the A social network is a virtual community whose members interact with each other h h h (15.05.2014) From: Wikimedia, A screenshotofatypicalforum(basedonphpBB). — h h h — danger ofinformationoverloadanddistractionfromactual priorities is possible collaboration and communication cross-departmental and intra-corporate within thecommunityknowledgeisbeingdevelopedcontinuously apprehension through the social ties, employees contact people and ask questions without employees identifyexpertsinthecompanyfaster social networksallowrelationshipsovertimeandlongdistances employee networkingisstrengthened create etiquetteanddefinerulesonhowtousetheforum ensure whatwillhappenwiththeresults someone shouldmanageandmoderatetheforum VIDEO TOOLS http://upload.wikimedia.org/wikipedia/commons/0/01/Phpbb_3.0_prosilver.png COLLABORATIVE TOOLS

OTHER TOOLS -

HOW TO NETWORKS? USE SOCIAL WHEN TO NETWORKS? USE SOCIAL HOW TO NETWORKS USING SOCIAL TIPS FOR EXAMPLES NETWORKS FOR SOCIAL SOFTWARE NETWORKS? PREPARE SOCIAL SOCIAL MEDIA TOOLS

be asupplementtointernalcommunicationtoolsoremails. spread (informal) news. It can be used for (informal) chats and in this way it can to and employees amongst communication fostering for mostly used be can It to definetheroleofsocialnetworkincompany’sstrategy. Social networks can be used in very different ways. Consequently, it is important h h h Screen shotformMFG’snetworkonYammer(15.05.2014) There arespecificsocialnetworksforcompanies: an externalnetwork(forpeopleoutsideyourcompany). or company) your inside people for (only network internal an is it if decide and step by step network enterprise social own your create You Yammer. pick can software and just select the right provider regarding your requirements. E.g. you install to have don’t you result, a As based. cloud normally are networks Social with theirco-workers. familiar are employees since important less often is this companies small and micro for but visible, ties social make to help will it mentioned, previously As

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create acompleteprofile(jobtitle,pictureetc.)andupdate it Emento Jive networking/collaboration/index.html Sap Jam Yammer I share importantinformationwithotherpeople ask questionsand/orpickupopinionsfromothers

http://www.jivesoftware.com/ E VIDEO TOOLS

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(commercial). COLLABORATIVE

(commercial) TOOLS

(commercial, freemium)

(commercial, free) , , , OTHER TOOLS

27 Knowledge management tools 28 Knowledge Management 2.0 WIKI FOR WIKIS SOFTWARE WIKIS? HOW TOPREPARE WIKIS? WHEN TOUSE USE WIKIS? HOW TO OF WIKIS? DISADVANTAGES WHAT ARETHE OF WIKIS? ADVANTAGES WHAT ARETHE WHAT AREWIKIS? SOCIAL MEDIA TOOLS

org/wiki/MediaWiki rules given by the wiki software. (E.g. MediaWiki, see also For article writing, editing, formatting, interlinking etc, you have to follow certain interlink allthearticlesonyourwiki. to you helps It wiki. a of advantages main the of one is system hyperlink The also restricteditingoptionsifnecessary. can you However, articles. edit to allowed is user every Likewise, article. a new write to possibility the you offers wiki anything, find not do you and wiki a in Normally, in a wiki, everybody can createanew article. If you search foraterm — — — — Many companiesalsousewikisontheirintranet. actual wikisoftware. This is made possible by a simplified content management system which is the of topics. creation of documents, documentaries or for joint brainstorming or development a comprehensible form for the target group. The wiki is suitable for collaborative The goal is to gather experience and knowledge collectively and document it in Users can directlywrite,editanddeletethecontentinwebbrowser. users.by read be only cannot pages web Those pages. web for system text A wiki (Hawaiian for "quick"), also sometimes called WikiWiki or WikiWeb, is a hyper wiki andwhoareresponsibleneeded. the in be should what stating guidelines So, approach. structured more a need you company a in course, Of self-governed. be can wikis shows, As Wikipedia a server. Wikis are living documents. If users contribute, it will grow consistently. onit install and software) similar a (or MediaWiki download to have You

A — — — — T

Confluence DokuWiki MediaWiki low usabilitybecausenoteverysystemhasarich-text-editor aged dataorconfusingstructurewhenthereisno“wikicare” the accuracyofanarticlecanneverbefullyensured not suitableforinternalcommunicationprocesses wikis areaveryefficientsupplementtoothertoolslikeblogorforum editing andcommenting reading, about rights controls administrator management: rights access traceability ofchanges notification oftextupdatesviaemailsarepossible wikis strengthenteam-collaboration and knowledge ofemployees experience, information, structured permanent saving for ideal are wikis I

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www.dokuwiki.org www.mediawiki.org/wiki/MediaWiki

www.atlassian.com/software/confluence

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(commercial) http://www.mediawiki. , OTHER TOOLS . - KNOWLEDGE PILLS /// VIDEO TOOLS EXAMPLES PILLS? OF KNOWLEDGE DISADVANTAGES WHAT ARETHE PILLS? OF KNOWLEDGE ADVANTAGES WHAT ARETHE PILLS? KNOWLEDGE WHAT ARE USING WIKIS TIPS FOR SOCIAL MEDIA TOOLS — overcome a situation where specific knowledge needs to be supplied immediately. pills that we take for immediate relief from illness, enable users to immediately like much pill”, “knowledge term the behind idea The training. “just-in-time” for A knowledge pill is a small unit of knowledge in a multimedia format to be used h h h h h Screen shotfromMFG’swiki(15.05.2014) h h h h h — To change employees’ attitudes in relation to sharing knowledge, because it because knowledge, sharing to relation in attitudes employees’ change To edge withintheorganisation To create a rapid, accessible platform to capture and redistribute tacit knowl on awiki. edit and write to how on training offer should you Consequently, networks. social or blogs, forums, than complicated more but use to simple are wikis a wikicanbeveryusefulincombinationwithforumorblog into confusionandfailtogetanoverviewofthewiki fall users wiki otherwise specifications, and structure clear a be must there should beinchargeofit person one least At maintained. and updated continuously be to need wikis for thedocumentationofknowledge,employeesmustbegiventime It requirestimetocollectthematerials,recordandedit multimedia content To improve the flow of communication and information within the organisation To createtrainingcontentinashorttime are connectedtotheorganisation who partners and suppliers, customers, external with dialogue facilitate To To givetheopportunitytotrainemployeesinworkplace makes thattaskfastandeasy VIDEO TOOLS COLLABORATIVE TOOLS OTHER TOOLS - 29 Knowledge management tools 30 Knowledge Management 2.0 EXAMPLES PILLS KNOWLEDGE SOFTWARE FOR PILLS? KNOWLEDGE HOW TOPREPARE PILLS? KNOWLEDGE WHEN TOUSE PILLS? KNOWLEDGE HOW TOUSE SOCIAL MEDIA TOOLS

sions maderegardingtechnologywitharangeofprogrammesbeingavailable: A key feature of using knowledge pills is its simplicity, which must influence deci useful aslearningmaterialsandforknowledgemanagement. In this way, videos with carefully produced content and format can be extremely h h h h h Typically, aknowledgepillincludes: video, ormultimediapresentation),themostimportantphasesare: (audio, format the on depending and pills, knowledge preparing for Secondly, edge pillsandwhatkindofformatisbestforthatcontent. First, you should think about the kind of content you want to prepare as knowl as theyarebeingperformed. steps the explains that application computer a using out carried be to steps of set a enables that presentation of form a is pill knowledge A multimedia line). production a on tools and machines use to how example, (for visually stood under best are that instructions step-by-step requiring situations for ideal are pills knowledge Video task. a performing while steps various complete to has person a example, for if, procedure the of steps the even and procedure a for reasons the explain to used be can pills knowledge Audio presentation. media There are various possible formats for knowledge pills: audio, video, and multi Screen shotsofvideoandmultimedia knowledgepillsusedbytheMOF

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Wink Camstudio Captivate I Camtasia Studio tags: keywordsthatenableabettersearchofknowledgepill. supported itscreation, a list of credits: information about who produced the knowledge pill, and who a replygivenbysomeonewithgoodknowledgeoftheproblem, a questionaskedclearlyanddirectly, whoever reads it immediately understands whether it is the content required, that so pill, knowledge the of goal the identify clearly should which title a assessment (assessing knowledge pills and preparing new relevant content). creating theorganisation’sknowledgecentre), pills, knowledge use to how on awareness or / and (training dissemination with thesameknowledge), content creation (creating knowledge pills, and validation by other employees diagnosis (identifyingrequirementsandexperts),

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TOOLS L E D , G E (commercial) , . , OTHER TOOLS - - - - VIDEOCONFERENCE PILLS KNOWLEDGE TIPS FORUSING ENCES? VIDEOCONFER WHEN TOUSE ENCES? VIDEOCONFER HOW TOUSE CONFERENCES? TAGES OFVIDEO THE DISADVAN WHAT ARE CONFERENCES? OF VIDEO ADVANTAGES WHAT ARETHE ENCES? VIDEOCONFER WHAT ARE SOCIAL MEDIA TOOLS - - - -

h When designingitisimportantto: sites, thecontent,orresourcesused. that reach high degrees of complexity, whether due to the number of connected those to simplest the from activities different support can versatility Its ments. environ business and distance-learning in uses many has conferencing Video “visual collaboration”,anditisatypeof“groupware”(Wikipedia, 2003). and display information on whiteboards. Video conferencing has also been called documents share to used be can technologies conferencing video related ities, at multiple locations. Besides the audio and visual transmission of meeting activ offices (point-to-point), or it can involve several (multi-point) sites in large rooms Video conferencing can be as simple as a conversation between people in private — — without theneedtobeatasinglemeetingpoint. world the in anywhere made be to connection a allows equipment special of use The etc. screens, share computers, between files transfer images, still and graphics exchange to ability the with facilities other or facilities telematic offer may conferencing video Additionally, place. same the in were they if as basis, simultaneous real-time, interactive, an on communicate to places different in way audio and video communication (video and data) that allows people located Video conferencing is the technology (hardware and software) that provides two- h h

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I video doesnotexceed4or5minutesatmost information so that it is as brief, specific, and concise as possible, so that the advice on any subject, area of knowledge, skill, or competence, condense the on passing when or tutorial, short a designing when – specific and brief be meeting becauseofe.g.signingconfidentialdocuments “face-to-face” the compensate to enough productive not it’s Sometimes, Most qualityvideoconferencesystemsarenotfree customers andproviders,avoidingcoststraveltime colleagues, between communication provide and productivity increase To and experiencesbetweendistantlocations To allow “face-to-face” interaction, as well as collecting and sharing information in thedescriptionofeachvideowithaclearandspecifictitle,keywords configure it with different playlists for better classification. Do not forget fill to and easier toviewandsharevideotools.Startwithachannelonthisplatform it makes channel YouTube a – YouTube on channel a configure and up set video ofabout20minutes one than rather each, minutes 4 or 3 of videos 6 or 5 watch to easier it find short video is insufficient, try to divide the material into sections. Many users if necessary, make more than one video – if the material is so dense that a single

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O W L E D GE OTHER TOOLS - - 31 Knowledge management tools 32 Knowledge Management 2.0 EXAMPLES ENCES VIDEOCONFER SOFTWARE FOR ENCES? VIDEOCONFER HOW TOPREPARE SOCIAL MEDIA TOOLS - - programme(s) and / or package(s) used will depend on the number of participants: There are many programmes and software packages for videoconferencing; which Other materialnecessaryforthecreationofvideoconferences: After avideoconference: During avideoconference: Before avideoconference: Screen shotfromCISCOWEBEXVideoconferencing “KM2SMeeting” Cisco Webex GoToMeeting (commercial) Connecting Adobe Skype Google Hangout linkage viathenetwork. does compressinganddecompressing,initiatesmaintainsthedata components, other the together ties that unit data-processing a computer: data transfer:analogueordigitaltelephonenetwork,LAN,Internet, telephone, or device display the with associated loudspeakers usually output: audio amp audiooutletsource, audio input: microphones, CD / DVD player, cassette player, or any other pre- video output:computermonitor,television,orprojector, video input:cameraorwebcam, evaluate theexperience. use avarietyofwaystoattractattention. try toinvolvetheaudience graphics, images, or any material used should be left displayed longer than usual for areply give a clear indication of when someone has finished speaking and is waiting allow participantstoparticipate take regularbreaksandusethemasthinkingtime speak clearlyandtrytomaintainconstantvolume pay specialattentiontothetimesetforsubmission. ensure thatallparticipantsareinvolved simulate face-to-faceappearancesascloselypossible plan andtestthepresentation(oragenda) VIDEO TOOLS www.skype.com , www.webex.com www.gotomeeting.com https://www.google.com/+/learnmore/hangouts/ http://www.adobe.com/es/products/adobeconnect.html

(free) ,

COLLABORATIVE (commercial) TOOLS

(commercial) . , OTHER TOOLS

(free) ,

WEBCAST WHAT ARE ENCES VIDEOCONFER TIPS FORUSING WEBCASTS? WHEN TOUSE WEBCASTS? HOW TOUSE OF WEBCASTS? DISADVANTAGES WHAT ARETHE WEBCASTS? ADVANTAGES OF WHAT ARETHE WEBCASTS? SOCIAL MEDIA TOOLS -

h h edge totheorganisation. Webcast tools permit digitising internal training and transmitting internal knowl website support. as tool for selling our products. It can be used in training sessions and for giving and meetings external and internal in frequently very used is It departments. different in used be could it and organisation, an in uses many has webcast A — — on thecustomer’srequirements. the same concept. The transmission can cover just audio or just video, depending to refer to used are video-streaming and audio-streaming, webcast, video cast, That transmission is done by using streaming technology. Terms like audio web A webcast is the live streaming of an activity (audio and video) over the internet. of content(audioandvideo)toawidespreadaudience. distribution the i.e. internet, the over “broadcasting” is webcasting Essentially, (Wikipedia, 2014) demand.” on or live distributed be either may webcast A listeners/viewers. simultaneous many to source content single a distribute to technology media “A webcast is a media presentation distributed over the Internet using streaming h

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I back avoid to order in room, the in alone are you if even your microphone, mutespeaking not are you when but heard, better be to headset a Use porate boardrooms cor and premises company entering criminals and hackers computer avoid to system conferencing video adequately-supervised an configure and use carried out It requires the fast Internet connection so the transmission can be smoothly The procurementofequipmentrequirescertaininvestments To decreasecostsandtraveltime (e.g. e-learning) usefuture the for saved and copied be can communication Webcast and aninternetconnection It can be done at low costs with a computer, webcam, microphone, speakers customers, colleagues,orsuppliers–aswellatargetaudience with – world the of part any with communication (live) real-time allow To Ensure an appropriate quality of audio and video materials that will be shown ground noises

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TOOLS L E D GE OTHER TOOLS - - - - 33 Knowledge management tools 34 Knowledge Management 2.0 WEBCASTS? HOW TOPREPARE SOCIAL MEDIA TOOLS professional development,canusetheseoptions: organisations for which the mission is the dissemination of knowledge and / or staff, their train that companies Large alternative. excellent an is webcast A will bedeliveredin2formats. DVD and Flash Video, properly optimised web with / without editing: recordings Post-production: Production: Pre-production: to acustomer’sneedsaswellthefinalconfigurationofservice: according used modules 4 has webcast a developing for process The internet. the is used medium the webcast, a In medium. a and message, a receiver, a As in any communication process, there must be, as a minimum: a transmitter, to customers,givingthemmore incentivetopurchaseyourproducts selling goods – a webcast allows improvement of the level of service provided by anyonewhowantstotake part,orbyprivategroups,asrequired digitisation and web optimisation of existing videos so that they can be used previously-enrolled participants were who people to only open form, closed in transmitted been has inar sem or lecture, session, training a after – webcast deferred or pre-recorded inar hasbeentransmittedopenly pre-recorded or deferred webcasts – after a training session, lecture, or sem closed livewebcast–limitedtopeoplewhowerepreviously involved live webcast–seminaropenforallpeoplewhowantto participate transmission: recording: thefollowingresourcesarerequiredforawebcast: script, andparticipateintesting the define questions, answer to present be to required be will department resources – an activity coordinator and a representative from the technology wishes toemphasiseduringtherecording speaker the that issues the define to parties between coordination – script converting, andstreaming recording, ensure to necessary as performing is equipment ensure – testing space –placetocarryoutthewebcast actual orexpectednumberofvirtualusers broadband date andtimeofthewebcast general aspectsoftheactivity queries orprovidetechnicalassistanceareneeded answer to mechanism a and exposure, support, audiovisual real-time, in video and audio browser: web a through view can participants virtual instructions onhowtoviewtheexhibits o on-site logistics: draft one page with instructions for participants including servers totransmitanddistributerecordingswithhighlevelsofsecurity two standardVGAmonitors,cables,andextensioncords video beam(forexhibitionguests) additional lighting audio system(microphoneandmixer)torecord audiovisual equipment,technicalassistance switcher anddigitalvideorecorderwithoperator digital videocamerasandoperators, VIDEO TOOLS COLLABORATIVE TOOLS OTHER TOOLS - - WEBINAR WEBCASTS TIPS FORUSING EXAMPLES WEBCASTS SOFTWARE FOR OF WEBINARS? DISADVANTAGES WHAT ARETHE WEBINARS? ADVANTAGES OF WHAT ARETHE WEBINARS? WHAT ARE SOCIAL MEDIA TOOLS TED: TV andradiowebcast: — — noise whichcoulddisturbthecommunicationbetweenparties. background of risk a is there but one, provides organiser the if facility voice a using intervene also can They facility. chat a via questions ask can Participants to whatthespeakersays. and the speaker’s presentation, or any document or image (not video) and listen screen the see can who participants, many and transmitter one often is There the organiser. by sent link a using world the in smartphone or computer any from attend can Participants time. and date specific a with time, real in online are Webinars the web.Thewordcomesfromcombinationofweb+seminar. In short: a webinar is a conference, workshop, or seminar that is transmitted via tions, andinteractwithspeakers,oruseachatfacilityincludedinthesession. There are applications in which users can request a microphone and talk, ask ques as ifitwerecarriedoutinaclassroom. quality same the with and time real in course a teach or speech, a give mation, over 100 people, sharing documents and applications. It is a way to share infor with each other. The number of participants ranges from a minimum of 2 up to A webinar is similar to a personal meeting in that it allows participants to interact h h h h h h — — dia-encoder.html Encoder Live Media Flash Adobe Webex A session recording: recordings distribute content to people who could not could who people to content distribute recordings recording: session A participants with activities share to opportunity the has presenter the desktop: shared A the advantageofcapturingpublicattentionfromdifferentangles provide will which equipment audio and cameras multiple use to Possibility use awebcastingservice surveys, video,useofawhiteboard,andothermediaelements interactive including presentation, PowerPoint MS on-line an with it support of contentfollowedbya5-to15-minuteQ&Asession minutes 45 to 40 is format common A long. minutes 60 to 30 than more no presentation withoutdistortionorlagtime the follow can participants the so speed Internet adequate be must There webinar isconductedonline the since presenter the and participators the between interaction of lack A attend thewebinar

http://www.ted.com/pages/tedxchange_webcast VIDEO TOOLS

www.webex.com

(free) http://www.earthmediacenter.com/en/index.html .

(commercial) COLLABORATIVE www.adobe.com/es/products/flash-me TOOLS , OTHER TOOLS

- - - 35 Knowledge management tools 36 Knowledge Management 2.0 WEBINARS? HOW TOPREPARE WEBINARS? WHEN TOUSE WEBINARS? HOW TOUSE SOCIAL MEDIA TOOLS

the webinarmustbedoneontime. check the computer settings and internet connection a half hour before because webinar, the before end to beginning from presentation the test to good It’s participants ofthewebinar. A coordinator has to identify the audience and send invitations to the potential webinar, andtoidentifythetopicpresented. the for service hosting a select to necessary it´s webinar, the preparing For this way,theknowledgecanbeshared. in and services, and products present to technology the use companies Some “one-to-many”). of principle communication the on (based audiences large to nars greatly facilitate the invitation process and the presentation of information press conferences, and may have more than 100 participants. Solutions for webi Web seminars (webinars) are used for online training and online events such as

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the webinaritself broadcast the webinar to people interested in the subject who did not attend hear itagain to wish who participants to it send and internet the to webinar the upload at theendofwebinar,askparticipantstocompletea satisfactionsurvey the pathfollowedbythatsection if the webinar is divided into sections, the start of each section should set out check runningtimesothatthewebinardoesnotover-run avoid showingvideosunlessthetoolspecificallyoffers thatfeature ask questions and connection a make to how on instructions clear participants give Q&A session open an with minutes, 45 about is webinar a for duration appropriate the use lapelmicrophonessothatspeakerscanbeheardbetter one hourbeforethestartofwebinar,checkthateverythingworks done inthesamewayasforanoff-linesession or seminar with a large number of participants, so preparation work must be prepare content in advance – the webinar should be treated as a conference a textmessagecanbesenthalfanhourbeforestarting tool, sincemostsuchtoolsofferthatfeature have signed up. The reminder can be programmed into the selected webinar give e-mail notification on the day before the webinar to remind people who participants, andobjectives discussed, be to topics the webinar, the of duration the indicating LinkedIn, and Facebook Twitter, – networks social and email using widely, promote ence, but be aware of time differences if the audience is spread across countries select the day – Tuesday or Wednesday mid-morning usually gives a larger audi be clearaboutthetargetaudience choose atopicthatisinterestingoruseful the sessionwillbeintensive,price,numberofparticipants,etc. not or whether on depend will choice the – tool appropriate most the select I

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TOOLS L E D GE OTHER TOOLS - - WEBINARS SOFTWARE FOR WEBINARS TIPS FORUSING EXAMPLES SOCIAL MEDIA TOOLS Commercial: h h h h h h h http://webinar2learn.eu/webinar/multimedia Free: h h h h h h h Meetingburner.com GoToWebinar GoToMeeting manage options to work on-line with documents shared between participants manage optionstosharefileswithparticipants from withintheapplication,etc. tweeting event, Facebook a up setting by conference the call example, For turn on integration with other utilities: social networks, Dropbox, and Skype. give optionstorecordthewebinarinaudioorvideo set uplivetransmissionofthehost’sscreen record livepublicbroadcasting,notjustforwebinarparticipants the webinarcansubsequentlybesentoutifnecessary details, e.g. e-mail address, that will allow a database to be compiled so that ask for prior registration for the webinar to plan it and also to obtain contact Fuze meeting Google+: Hangouts: making-a-group-call-windows-desktop Calls Video Group Skype: Facebook: VideoCalls: Twiddla Meetin.gs Huddle Webex.com Adobe Connect: Join.me Bigbluebutton.org Wiziq.com Spontania Mashme.tv Banckle.com Anymeeting Ustream.com Livestream: VIDEO TOOLS www.huddle.com/ http://join.me www.twiddla.com http://meetin.gs www.spontania.com http://wiziq.com www.mashme.tv http://new.livestream.com/ www.webex.com http://anymeeting.com http://banckle.com/ www.fuze.com http://www.gotomeeting.es/ http://ustream.com http://www.joinwebinar.com/ http://www.adobe.com/es/products/connect/ http://bigbluebutton.org/ https://plus.google.com/hangouts www.meetingburner.com , https://es-es.facebook.com/videocalling , . , , , https://support.skype.com/en/faq/FA2831/ . , COLLABORATIVE , , , TOOLS , , , , , , , , OTHER TOOLS , , 37 Knowledge management tools 38 Knowledge Management 2.0 AUDIOCONFERENCE /// COLLABORATIVE TOOLS ENCES AUDIOCONFER SOFTWARE FOR ENCES? AUDIOCONFER HOW TOPREPARE ENCES? AUDIOCONFER WHEN TOUSE ENCES? AUDIOCONFER HOW TOUSE CONFERENCE? TAGES OFAUDIO DISADVAN WHAT ARETHE CONFERENCE? OF AUDIO ADVANTAGES WHAT ARETHE ENCES? AUDIOCONFER WHAT ARE SOCIAL MEDIA TOOLS ------

about theusers:skypename,e-mailandtelephonenumbers. information contact other need will you use, you software the on Depending and e-mail addresses) who are invited, and for those details to be kept up to date. It is important to have a list of all the people and their details (telephone numbers feedback beingavailableatthetimeoftransmission. basis. It is also used to communicate important matters quickly with immediate a tool for transmitting knowledge, ideas and conclusions on a formal or informal there is no need for visual presentations or image support. Audio conferencing is An audio conference is very useful for conversations with a group of people when — Other formsofaudioconference: call cansimplylistenandnottalk. the receiving persons that so configured be also can It communication. the in conference is usually designed so that the people who are calling can participate call wantstohavecontactwithmorethanonepersonand An audio conference is a type of phone call in which the person who initiates the A noise-freeroomthatisfreefrominterference. tools on how to share knowledge; through a forum, google drive, on the webpage...) and chapters (see other tools communications other or e-mail by done be can This For an efficient audio conference an agenda should be distributed to all the participants. involved and can prepare questions to be asked or documentation to be consulted. If necessary, include a written document so that the audience can know what is conference and its running order, i.e. a brief agenda setting out what is involved. An invitation e-mail message must be sent out indicating the reason for the audio

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Skype Google Hangout I Cisco Webex Lack ofvisualcommunication To decreasecostsandtraveltime workers insideandoutsidethecompany and clients partners, distant with communication (live) real-time allow To equipment thatlinkstelephonelines) of type specialised (a bridge" "conference a to connects that number phone participants can join the conference by themselves, contacting a special tele participants andaddthemtothecall other the call can conference audio an of transmitter or recipient first the

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Many chattoolskeepawrittenrecordofconversations. call forpriorplanningorrequirethehandlingofexceedingly significanttopics. Chat sessions are useful for quick conversations and quick questions that do not writing privatelyoringroupswithapre-createdgroupof people. with a chat-type messaging system. Skype also allows users to communicate in Depending on the type of chat session used, users can follow on-line conversations — links toseewebpageandofferacritiqueoftheircontent.”(Wikipedia,2003) done using tools such as video chat, and by the participants sending each other ions on various topics and who communicate between themselves. That can be A chat session is used to communicate with groups of people who give their opin the conversation)orinprivate,involvingtwomorepeople. access can user any which (in sessions chat public so-called via format a public in whether people, more or three, two, between place takes It internet. the over software using instantaneously place takes that communication “Written pants orforreviewingtheconference. partici other for conference audio the record to sense makes it cases, some In h h h h Ensure thatthegroupispresentanditsmemberstakepart: Audioconference meetingonITA

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I your colleagueduringthechatcommunication) of expressions facial see can’t you (e.g. communication audio or visual No Skype, GoogleHangouts,etc. Most chat application can be used on the smartphones, e.g. WhatsApp, Viber, Discuss different topics without leaving your desk or traveling to different locations Space tomeetandbrainstorm Fast andefficientfilesharing moderator hastoprovideasufficientlyactiveexperience good coordinationbytheinitiatorofaudioconference avoid backgroundnoiseanddisturbance become familiarwiththeequipmentandtechnology

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W L E D GE COLLABORATIVE TOOLS OTHER TOOLS - - 39 Knowledge management tools 40 Knowledge Management 2.0 USING CHATS TIPS FOR EXAMPLES FOR CHATS SOFTWARE PREPARE CHATS? HOW TO SOCIAL MEDIA TOOLS h h h h h h Screen shotfromthechatduringpartnershipmeeting system. ForexamplePIDGIN chat internal an have to server own their use can companies software Some With Skypeandotherplatforms,usersmustcreateanaccount. With Gmail,ane-mailaccountisrequired. chat participants. all for installed software same the as well as required, is tablet or smartphone, required to register their access as users. Useage of a device such as a computer, have access to the chat device / tool or chat channel. Sometimes participants are No great preparation is needed. The people involved in the chat session should h h h h h h any internetuser just by not accepted, been previously have who contacts those by initiated change the access codes for chat channels so that a chat session can only be automatically whenacomputerisswitchedon start chatting with you, especially when using desktop applications that open to people other want not do you when busy or away are you when indicate quently accessed subse and recorded be can that contrary, the to or, saved, be later cannot avoid communication that is of significant importance, that is private, or that send filesthatarenotlarge language non-verbal of absence the in understanding facilitate that emoticons use use correct expressions to ensure that the conversation is understood correctly Google Hangout Skype Facebook Gmail chat VIDEO TOOLS www.skype.com www.facebook.com www.gmail.com https://plus.google.com/hangouts

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(free) . OTHER TOOLS - COMMUNITY OFPRACTICE WHAT ARETHE OF PRACTICE? COMMUNITIES WHAT ARE OF PRACTICE? COMMUNITIES WHEN TOUSE OF PRACTICE? COMMUNITIES HOW TOUSE OF PRACTICES? OF COMMUNITIES DISADVANTAGES WHAT ARETHE OF PRACTICES? COMMUNITIES ADVANTAGES OF SOCIAL MEDIA TOOLS

knowledge, sharelearning-basedjointreflectionaboutpracticalexperience. Communities of practice are social groups formed in order to develop specialised Communities of practice allows us to convert knowledge thanks to the following: groups and social interaction between people sharing tacit and explicit knowledge. Communities of practice permit us to create and share knowledge through social — — have developedovertime.”(Wenger,1998) resources (routines, sensitivities, artifacts, vocabulary, styles, etc.) that members that unites its members to a social entity, and the shared repertoire of common understood and constantly renegotiated by its members, the mutual commitment “A community of practice is self-defined in three dimensions: its joint enterprise is sion site where people can hold conversations in the form of posted messages. a high factor of cohesion and a strong mutual commitment. A forum is a discus Communities of practice are small groups that share common interests and have

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I involves theconversionofexplicitknowledgeintotacit and knowledge the assume community the from people – Interiorisation knowledge explicit different into knowledge explicit of conversion the – combination becomes explicitknowledge knowledge tacit the and things do to how explain people – exteriorization can learnfromthem others and experiences their shares community the because – socialisation munities ofpractice com of members between connections strong establishing with Difficulties their fullpotential It requires time for communities of practice to become successful and achieve To providecapacityforknowledge-developmentprojects To developknowledge-basedalliances To increaseretentionoftalents To offeranarenaforproblem-solving To allowco-ordinationandsynergiesacrossunits To serveasaresourceforimplementingstrategies To improvethequalityofdecisions To increasethelevelandflowofknowledge

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W L TOOLS E D GE OTHER TOOLS - - 41 Knowledge management tools 42 Knowledge Management 2.0 OF PRACTICE COMMUNITIES TIPS FORUSING EXAMPLES OF PRACTICE COMMUNITIES SOFTWARE FOR OF PRACTICE? COMMUNITIES HOW TOPREPARE SOCIAL MEDIA TOOLS Community ofPracticeinITAINNOVAbasedonElgg Social Networks: Blogs: Its structuralelementsmustbetakenintoaccount: h h h h h h ticipate andsharetheirknowledgeopenly par to members community motivate to how in lies dilemma important an members, thusthreateningtheproperfunctioningof community full become never who participants passive are there when exists threat a order tokeepthecommunityactive of practice calls for timeand a constant review of objectives and practices in lack of face-to-face contact means that developing widespread communities Asana Facebook groups Elgg Yammer Wordpress blogger and documentsthatacommunityshares. and documents. Practice is a body of ideas, tools, cases, information, histories, tools, studies, case histories, methods, knowledge, of body the – practice of othermembers. exposing one’s own ignorance and asking uncomfortable or difficult questions ideas andattentivelistening,whilecreatingacomfortableenvironmentfor of sharing the promotes It confidence. and respect mutual on based ships between members. A robust community encourages interaction and relation established are that belonging of feeling the and relationships – community and significancetoactions. learning for guide a as serves and participate to and contribute to members and allows the creation of a feeling of common identity. The domain inspires be improved. The domain is the area that unites members of the community domain – the definition of the area of common interestand of key aspects to VIDEO TOOLS www.elgg.org https://asana.com/ www.blogger.com www.yammer.com https://wordpress.com/ https://www.facebook.com/about/groups

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It isavisualwaytoorganiseinformation. and other concepts linked and arranged radially around a central word or idea. A mind map is a diagram used to visually organise words, ideas, tasks, designs, of linksandconnections. network infinite own its has turn in which association an represent links Those as acentralspherefromwhich branchesspreadintoseveralinformationlinks. According to Buzan, every bit of information that reaches the brain is processed ideas thatcombinestheactivitiesofbrain’stwohemispheres: collecting for technique a is It Buzan. Tony by developed was Mind-mapping — — — is agraphictoolwhichbothsimpleandpowerful. involved in generating new ideas during the gestation of a project. A mind map public the keeping concepts, and presentations complex summarising of way mation can be easily summarised where necessary. A mind map is an excellent infor and information of analysis correct assists which information, structure to helps It concepts. and ideas representing of way graphic a is map mind A those” (Wikipedia,2001). from out branch ideas other and concept, central the to directly connected are ideas Major added. are words of parts and words, images, as such ideas the center of a blank landscape page, to which associated representations of in image an as drawn concept, single a around created often is map mind “A

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I the left,whichorders,classifies,andstructuresideas. the right,whichgeneratesideas; in their essence,structuredwayforrecordinginformation are, maps mental because ideas chaotic more structuring for suitable Not ating mindmapsinthebeginning cre of way the accept hardly will (logic) intuition their in believe who People difficulties tounderstandthestructureofinformationonthem People who haven’t participated in the creation of the mental maps, will have For showinginformationinanorderlyformtoclientsorateam For creatingaprocessdiagram For organisingideasaroundakeythemeanddrawingconclusions To makeiteasiertostructureacomplexprojectoridea active discussion encouraging and ideas new generating participation, active request to and group a to format graphic and visual a in projects presenting for useful Very

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O W L E D GE COLLABORATIVE TOOLS OTHER TOOLS - - 43 Knowledge management tools 44 Knowledge Management 2.0 MIND MAPS TIPS FORUSING EXAMPLES MIND MAPS SOFTWARE FOR MIND MAPS? HOW TOPREPARE SOCIAL MEDIA TOOLS h h h h Screen shotofmindmapusedbytheMOF h h h h encourage groupparticipationanddiversity do notcriticiseorpassjudgmentonpreviousconcepts create afriendlysettingthatissuitableforthegenerationandflowofideas do notimpedeparticipants’creativitybybeingovercritical Mindmeister Xmind Freeplane Freemind draw linesofdifferentcolourstodifferentiaterelationships things andideasthatseemirrelevanttakeonmeaningwiththemindmap add furtherconceptsandimages–freeuptheartisticside draw linestolinktheconcepts write down the words that describe the concepts spreading out from the key word concepts, persons, objects (no limits) – even though some may seem absurd using free association and brainstorming, put down what the idea generates; oped orthestartingpointforproject/needdebateetc. devel be must what down set map; the of centre the at idea main the place VIDEO TOOLS

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(free) , - , INTRANET /// OTHER TOOLS INTRANET? WHAT IS OF INTRANET? DISADVANTAGES WHAT ARETHE INTRANET? ADVANTAGES OF WHAT ARETHE SOCIAL MEDIA TOOLS — — — — documents, employeemanual,etc. polices, company feed, news training, of consist intranet of examples best The the organization)andsizeofnetwork. but they are different when it’s amatter of privileges (access inside and outside The internet, intranet and extranet are all based on the same TCP/IP technologies can bedescribedasthe“useofInternettoreachintranet”(Bernard,1998). to value adding (Bland, 2002; Delarge, 2003; Lee-Kelley et al., 2004). Also, extranet (e.g. business partners, customers, etc.) to access company data and contribute users outside allows extranet the hand, other the On together. working they’re have project teams in which members mustn’t have time-space constraints while companies most Nowadays, extension. its as extranet the with system support sharing knowledge a as considered also is intranet an things, other Among drives or any other resources available within an organisation’s private network. private company web site (or any web software like wiki or forum) to shared disk definition, it can be said that an intranet represents a wide range of things, from the only available within organisation’s private network. According to a more broad In practice, an intranet can be all the network and software resources which are 2007; Turban,McLean&Wetherbe,2004). mational needs of an organization using Internet concepts and tools” (Averweg, infor internal the serve to designed network a “is Web) internal (or intranet An — — — — It canbringuptodatetheonlinecopyofadocument easily onanexistinginfrastructure implemented be can it and browsers, Internet and clients e-mail known well uses it employees, between communication secure and quality a provides It inside theorganizationthathaverequiredprivileges. people to only available is but networks open the through transferred not is It can provide encrypted access to highly sensitive information. This information information andwaitingforitsdelivery The manager can spend more time in analysing information and not in seeking contribute answerstothornyproblemsofthecompany and discussions in participate problems/questions, pose to levels various at Demand for information is more frequent and detailed. It enables employees municate arelocatedfarawayfromeachother. com to desiring persons the when particularly expensive, less and frequent more be can enterprise business the in people between Communication confused withthismethod who are not comfortable with computer technology might be frustrated and employees some organization, the within sharing file and communication of process the ease to is intranet an of purpose one Although sharing. tion informa and file of method this with comfortable not are companies Some employees handletheirusernamesandpasswords way the also but issues, security software the only not concern risk Security There isadangerofreduced‘’face-to-face’’interactionbetween employees and evenunauthorisedalteration privacy of loss of risk the to resource information corporate the exposes It VIDEO TOOLS COLLABORATIVE TOOLS OTHER TOOLS - - - 45 Knowledge management tools 46 Knowledge Management 2.0 EXAMPLES FOR INTRANET SOFTWARE INTRANET? HOW TOPREPARE INTRANET? WHEN TOUSE INTRANET? HOW TOUSE SOCIAL MEDIA TOOLS

protocols: and categories software following the consider to need we purpose that For is thesoftwarethatwillenableustoestablishprivatecorporatenetwork. say that the most important software that needs to be mentioned in this section can we network, private a over available is it as long as software, any use can Considering the broad definition of intranet and the fact that on the intranet we letters, enrollment, historical data, catalogs, price lists, etc.) and message board. duties, contact information, etc.), wiki pages, calendar, electronic publishing (news izational chart (hierarchy of a company), staff directory (employee names, titles, Some common items that should be included on the intranet are: e-mail, organ appropriate softwarecanbeinstalled. availablerunning, is network computer the After network. computer secure and private a up setting is intranet an establishing for prerequisites the of One shared amongco-workers. it will ensure that all important files are always accessible and that they are easily in computers to using shared drives is of great benefit to any organisation since If we return to this basic description, we can say that switching from saving files forum, companyblog,etc.). (e.g. wiki, use in software the on depends really usage intranet of example any then network, private a over only accessible applications) of set (or application web any as intranet consider we If intranet. term the of meaning basic and resources, or more specifically, shared folders or drives. This is also the general environment, one of the simplest and most beneficial uses is the access to shared Based on different scenarios and examples of using an intranet in the corporate FOI shareddriveandprintingresources

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software: firewalls web browsersandservers TCP/IP WiFi, Ethernet, like technologies software and hardware network standard I

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O W L E D GE OTHER TOOLS - - SYSTEM (DMS) DOCUMENT MANAGEMENT INTRANET TIPS FORUSING OF DMS? DISADVANTAGES WHAT ARETHE OF DMS? ADVANTAGES WHAT ARETHE WHAT ISDMS? SOCIAL MEDIA TOOLS of this technology brings cost savings, increased productivity and competitive and productivity increased savings, cost brings technology this of security of this environment must be considered very seriously. Implementation intranet the company will usually share and store sensitive and private data so the over private and secure network resources. By using resources available on the available are resources the of all that is intranet an of aspects key the of One — — task management. andworkflow (searching), retrieval indexing, tools, collaboration versioning, storage, fields: following the in features advanced providing collaboration, and management content social for platform browser-based modern, a is System Management Document Nowadays, documents). (scanned formats file image a document imaging system in order to support, capture, store, index, and retrieve but also practical ones, Document Management System is closely connected to it started to be used to manage digital documents. Due to these historical reasons, to track and manage paper based documents and later, with ICT advancements, used was System Management Document beginning, the In 2010). (Halverson, or set of computer programs used for storing and managing electronic documents Broadly speaking, a Document Management System (DMS) is a computer system demands continuousmaintenance. advantage. On the other hand, a company should be aware that having an intranet — — security andconfidentialityofthedatacontainedin storeddocuments documents areincluded) paper (where indexing and preparation documents the for needed Time networks), etc. flows, task management, sharing of content with external systems (e.g. social work wikis), forums, document, shared (edit collaboration online features: of range advanced an provides DMS typical the functionality, core Besides system from any location and platform (PC, laptop, smart phone, tablet etc.) Since most of these systems are browser-based platforms, users can use the easy duetoadvancedsearchcapabilities is document desired the of retrieval indexed, are documents the of all Since uploads, disk(folder)synchronization,documentindexingandversioning It normally supports advanced document management features like: multiple VIDEO TOOLS COLLABORATIVE TOOLS OTHER TOOLS - 47 Knowledge management tools 48 Knowledge Management 2.0 FOR DMS SOFTWARE PREPARE DMS? HOW TO USE DMS? WHEN TO USE DMS? HOW TO SOCIAL MEDIA TOOLS

has privilegestoaddrepositories,usersandassignappropriateprivileges. In both systems (cloud based and locally installed) the main DMS administrator manually. imported be to have users or LDAP) (e.g. mechanism authentication plex. After the installation, the system should be configured to use the company pretty straightforward but, depending on the specific solution, it can be fairly com be downloaded and installed on the local web server. This procedure is normally to has System Management Document selected the then installation, local the users, repositories/projects and the required storage capacity. If you decide upon solutions are usually not free and the price normally depends on the number of users can typically create its repository and invite other users to join. Cloud based installing additional software and only registration is required. After registration, for requirements no are there normally based, cloud is it If solution. installed The typical Document Management System can be used as a cloud based or locally users can use the system, that is create, upload, search and download documents. usually set up on the folder (repository) and file level. According to the permission, folders (repositories) organised according to the user’s requirements. Permission is of series a of consists System Management Document the speaking, Generally DMS featureslikedocumentversioningandcollaborativeediting. and sharing documents. Then, step by step, they will start using more advanced These features are: storing and organizing important documents, searching for true, most companies will start by using the simplest and the most basic features. is this Although users. the of needs concrete on depending ways, different in Due to a wide variety of features, Document Management Systems can be used version oftheneededfileandfullaccessfromanywhere,anytime. right the have always employees that ensuring control, version full enable also Besides managing documents, the standard Document Management System will documents (e.g. contracts, proposals, agreements, marketing and sales materials). Document Management System, the company easily manages critical business desktop computers, laptops, USB sticks, network drives and even e-mails. By using on locations: different many in stored documents its have companies of Lots

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a help desk. Similar to an FAQ (frequently asked questions), a knowledge base knowledge a questions), asked (frequently FAQ an to Similar desk. help a complement to used commonly is base knowledge public A topics. specific for to ensure that we catalog, gather (and if missing, create) all relevant information is base knowledge a of aspect important most the used, tool the of Regardless — — like frequently asked questions, product descriptions, tutorials and user manuals. data contain likely most will and public is base knowledge this that say can we policies. If the end-users are the general public (the company’s customers) then and procedures company like data private contain usually will it and private is base knowledge this that say can we than employees company are end-users the If customers. company or employees company be can which end-users, its is implementations base knowledge different between distinction main The and theorganisation(TechTarget,2007). As a rule, this capacity should make the interaction simpler for both the customer staff. organisation's an with contact require otherwise would that information to access easy customers give can base knowledge a tool, (CRM) management relationship customer a As procedures). and policies company (e.g. interest of amount of employees’ time spent trying to find information about specific topics A well-organised knowledge base can save an enterprise money by decreasing the target usersorsystems. which information is collected, organised, shared, searched and used by various Even in more general terms, a knowledge base can be defined as a database in about aparticularsubject. It can be considered a sort of public library or a database of related information information. for repository centralized a is base knowledge a terms, general In sive, accurate,current,reliable,etc.). information is gathered in one place and effectively organised (i.e. comprehen policies and procedures. In any case, the most important fact is that all relevant company official to job specific a do to how on tutorials from vary can which base it will probably contain the company’s most valuable resources and assets knowledge private a is it If them. solve to how on explanations with problems or questions customer common most the present and organise to designed is

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51 Knowledge management tools 52 Knowledge Management 2.0 SYSTEM (LMS) LEARNING MANAGEMENT USE LMS? HOW TO OF LMS? DISADVANTAGES WHAT ARETHE OF LMS? ADVANTAGES WHAT ARETHE WHAT ISLMS? SOCIAL MEDIA TOOLS cover one small specific topic or can cover large numbers of topics. The struc The topics. of numbers large cover can or topic specific small one cover can Courses courses. called units smaller into divided is environment LMS the common scenario is to deliver some sort of online learning or training. Typically, most The needs. specific on depending LMS, using of ways different are There — — Learning ManagementSystemandothersupportingservices. adequate an without solutions e-learning sustainable and solid any implement and provides a good foundation for future e-learning development, we still can’t points valid some has research such Although 2010). (EDUCAUSE, cloud the in applications, socialnetworkingsites,timelinetoolsandmediaoptionsavailable ways of delivering e-learning, such as social bookmarking tools, document sharing friendly” “student more and effective more are there since past the of thing a Systems. Some researchers even argue that Learning Management Systems are In the last years a lot of research has been performed on Learning Management (e.g. Massachusetts Institute of Technology, Massive open online courses (MOOCs)). learners of population larger a to courses offer to recently, more but, teaching classroom support and enhance to institutions educational by used They are administration. student/participant and content learning to access facilitate to used and platforms based) (browser web-based are LMSs the of all Almost Resources activitiesandrecords. training for their employees and customers, as well as automate parts of Human Learning Management Systems started to be used by companies to deliver online popularization, and development their With activities). (learning progress their track and students to education deliver to used were they where environment Historically, Learning Management Systems emerged from the classical educational organisation asawhole(SzaboandFlesher,2002). goals, and collects and presents data for supervising the learning process of the sational learning or training goals, tracks the progress towards meeting those organi and individual assesses and identifies content, instructional manages and delivers that infrastructure the is (LMS) System Management Learning A apply newlyacquiredknowledge. which will enable the course participants to learn this topic and even be able to cooperation with e-learning course designers could create an e-learning course in works and knowledge the has who person A principles. methodological and LMS enables the creation and sharing of knowledge based on sound pedagogical A big advantage of LMS over systems like Document Management Systems is that topics. specific about knowledge corporate share and store to used typically is SystemManagement Learning management, knowledge to relation In tutor). teacher/ course the (typically course the of author the of preferences the on also but covered) be to (topics needs concrete on depends course the of ture — — leagues) ormentoring(e.g.askingquestionsofmanagers) col to talking (e.g. networking through learning informal replace fully Can’t Some skillscannotbeeasilylearnedortestedonline employees whoneedthisspecificknowledge by learned and shared easily be can that format a into transformed and To ensure that corporate knowledge of specific topics is effectively captured VIDEO TOOLS COLLABORATIVE TOOLS OTHER TOOLS - - - PREPARE LMS? HOW TO USE LMS? WHEN TO USING LMS TIPS FOR EXAMPLES FOR LMS SOFTWARE SOCIAL MEDIA TOOLS

materials andoverallcoursedesign. course creating in approach different a require will types course the of Each there canbethefollowing: Typically, it. in reflected be must course the of organisation and content entire the since create to need we course the of type what consider to important is It into thecourse). users (how pedagogical aspects and instructional design principles incorporate materials (lessons), but also on how these materials/lessons are presented to the The quality of course designed in LMS depends on the quality of the developed Screen shotfromFOI’sLMS(Moodle)–19.05.2014 Record Management, which has to be configured and monitored the whole time. Learning Management Systems enable course completion tracking or/and Training the of Most etc. materials, teaching improve training, created the of value and the courses in order to deploy future learning strategy, measure the effectiveness In a corporate environment it is often important to track user progress throughout can createcoursesandassignuserstothosecourses.Thetypicalare: privileges appropriate assigned is that person the or administrator system the one small specific topic or can cover a large number of topics. After installation, tionally organised around courses. As previously mentioned, courses can cover typically as a locally installed platform. After installation, the entire LMS is tradi more or solutions cloud-based as used be can Systems Management Learning

full online mentored course: in this course the mentor/teacher is guiding is mentor/teacher the course this in course: mentored online full eCollege Brightspace Blackboard Sakai Canvas Moodle student: personwhowilltakethecourseinordertogainnewknowledge. teacher: person who will create course content (lessons, activities, evaluation, etc.); I blended coursecombinedwithfaceto(inclassroom) training without externalintervention Students/participants are responsible for finishing the course by themselves, mentor/teacher. no is there course this in course: self-paced online full defined manner pre a in course the complete they that ensures and students/participants

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(commercial) OTHER TOOLS - - 53 Knowledge management tools 04 STRATEGY OF KNOWLEDGE MANAGEMENT 2.0 Source: and a „product”. It’s a company characteristic which determines its functionality by the resource company main a is knowledge that fact the on based is strategy This School. Business Harvard from Leonard-Barton D. is Knowledge of Wellsprings of author The ated in the mid 90s as a result of research about the innovation of industrial companies. Wellsprings of knowledge and processmodel.Let’stakeacloserlookatthem. Three of them are considered as leading in this area: resource model, Japanese model management. knowledge to comes it when models and approaches many are There MANAGEMENT STRATEGIES APPLIED KNOWLEDGE Figure 4. If wewantthemodeltobeeffective,itrequirescooperationofseveralaspects: knowledge maybethecompanyitselfanditsenvironment. For that reason, it is very important to handle the company’s knowledge. The source of because the whole company possess intellectual skills, which are the biggest resource. resources manage to ability the is Knowledge” of „Wellsprings in principle basic The of thisstrategyistoprotectanduseknowledgeproducenewstoresknowledge. as a main competitive advantage over other companies and its most valuable. The aim seen therefore is base knowledge company’s A merit. company’s the of aspect a key is knowledge of management why That’s abilities. intellectual employees’ its of level knowledge andskills,normsvalues. systems,management systems, technical and physical include: which skills key implementation andintegrationofnewtoolstechnologies experiment joint problemsolving importing theambientknowledge http://www.emeraldinsight.com/journals.htm?articleid=1728210 EXTERNAL Source: Leonard-Barton(1995) Sourcesofknowledgeinresourcemodel Knowledge Importing (Klak, 2010) – the model of knowledge management was cre Experimenting Capabilities PRESENT FUTURE Problem Solving Core and Integrating Implementing INTERNAL - 55 Strategy of Knowledge Management 2.0 56 Knowledge Management 2.0 Source: 5. Figure tant, andthat’snotmanaged. Knowledge management itself is redundant, as the creation of values is the most impor know about itsfutureplansandobjectives,whichhavetobeachieved. responsibilities, aims, organisation’s the of aware are employees its and organism ing liv a is company A emotions. and values of consists also it but databases, computer in stored be can which information, and data of collection a only not is Knowledge mobilized todealwithit. be to have employees and simplified divided, be should it complex, is problem the If them. solve to skills and experiences their use will who employees to problems aling sign by created is knowledge that explain Japanese The goal. the achieve to together in it, especially managers. Every person has a different role in the process, but all work involved be should employees all Moreover, knowledge. formal to knowledge hidden The creationofknowledgeis,accordingtospiralmodel,aprocesstransformation on a"spiral"asrepeatingcycleoffourknowledgeconversionprocesses. created. Knowledgemanagement,accordingtotheseJapaneseresearchers,isbased sation depends on it being shared. Therefore, some kinds of communication should be organi the of success the and important most the is knowledge silent The (available). in the early 90s. The model indicates two kinds of knowledge: silent (hidden) and formal Japanese model Weaknesses ofthemodel: most companiesexploitexistingknowledge,butdonotcreatenewknowledge. based mainlyonindustrialeconomy not veryinnovative http://www.hcklab.org/knowledge-management.html

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Explicit Tacit knowledge knowledge Takeuchi H. and Nonaka I. by created – 2006) Wachowiak, (Sopińska, INTERNALIZATION SOCIALIZATION Tacit knowledge TO EXTERNALIZATION COMBINATION Explicit knowledge - - - - They calledit in organisations in late 90s, concluded that there are two main approaches to that issue. M.T. Hansen, N. Nohria and T. Tierney, based on research about knowledge management Figure 6. There arethreemainphasesofKnowledgeManagementinthismodel: dissemination anduseofknowledgetoachieveorganisationalobjectives. to themodel,knowledgemanagementisasetofprocessesthatenablecreation, from IBM Consulting Group, G. Probst, S. Raub, W.R. Bukowitz and R.L. Wilson. According Prusak L. and Davenport T. are: development its in involved Researchers companies. The Processmodel procedures (competentpersonsshouldbeinvolved). decision-makingand actions) innovative (promoting employees for system vation transformation ofknowledgeintodecisions sharing knowledge,theleveloftheirownintellectualcapitalisincreases, are participants those When branch. particular a to connected banks and agencies but also all stakeholders and interested persons, like students, schools, government it the appropriate form. Not only employees of the company should have access to it and outside the organisation. Of course, first we have to codify the knowledge by giving sharing ofknowledge else. Themostdesirablewayistheimprovementofemployees’skills, someone to it sell may us to it sold which organisation the because protected and unique not is way a such in gained knowledge that fact the of aware be to have we tion of knowledge only when its resources are weak and not promising. Then, however, skills) or external (subcontracting). In general, the company should use external acquisi acquisition ofknowledge PhasesintheProcessmodel the codificationandpersonalisationstrategy acquisition of knowledge (Potocki, 2011) is based on practical experiences in big consulting big in experiences practical on based is 2011) (Potocki, – the next step is to share and disseminate knowledge inside (knowledge creation) – internal (development of employees’ knowledge sharing of – this process requires a good moti good a requires process this – transformation into decisions of knowledge . - - 57 Strategy of Knowledge Management 2.0 58 Knowledge Management 2.0 strategies canalsobeindicated: following the 2002), (Mikuła; Mikuła B. to According approach. only the not is this But Figure 7. Absorption strategy Internal creation edge byinteracting Creation ofknowl used byemployees. that, existing knowledge can be codified, shared and Thanks to 2011). (Infor, software) networks, puter modern information technologies (databases, com egy focus on development and implementation of Therefore, companies which use codification strat technologies. computer of means by stored and is public; open knowledge which is gathered, shared knowledge on a large scale. The base of this strategy use and process collect, to is strategy codification with those technologies. The primary purpose of the modern technologies and employees well familiar of field the in investments requires strategy This Codification strategy Toolsincodificationandpersonalizationstrategy Codification strategy · CollaborationTools · Groupwork · Database–sharing · Knowledge maps - with externalnetworksofexperts whichcompanyemployeesbelongto. cooperation and competition, the with worked who hiring employees gence, Knowledge can be gained by means of acquisitions, mergers, business intelli knowledge. own company’s the replaces which something like treated is Outsourcing agencies. consulting or institutions research government from (for example by reading professional books). Information can also be acquired and cooperate with suppliers and clients, developing their skills by themselves Therefore, employees participate in different trainings, courses, conferences, It is about knowledge which already existed and gained from the environment. team establishedbyacompanycouldworkonit. and at a later time it is simply absorbed and created in better quality. A special environment the from collected it’s sometimes or new, totally is way this in it by itself because the access to it is limited. Sometimes the knowledge gained This strategy is also connected with new knowledge, but the company acquires from research&developmentinstitutions. knowledge can be acquired. Nowadays companies often buy such knowledge research organizations and create such knowledge. This way, new and innovative externalother and centres research with cooperate should company the It is related to new knowledge which doesn’t exist yet in the company. Therefore, - - the world,disappear. time, which are the natural barriers for people around invaluable tools and thanks to them a distance and video conferencing, instant messaging, etc. Those are gies, such as e-mail and telephone communication, technolo information and telecommunications of tion, it is not only communica about thinking we're when However, them and the company’s teams is an important area. a network of connections. Communication between build and others with it share knowledge, acquire then encourage employees to develop their skills and edge which our employees own. Organizations should The main factor of this strategy is the hidden knowl Personalisation strategy Personalization strategy · Communitiesofpractice · Discussionforums · Chat · Videoconferencing face to meetings but also use - - - - more detail. in described be will strategy management knowledge the of element each Hereafter Figure 8. of elementsrelatedtoknowledgeanditsusage. inseparable and one depends on another. Between those two factors, there is a series management strategy will exist. People and information technology nowadays are almost plement one another: people and information technology. Without them no knowledge com which elements main two contains system management knowledge typical The describes them. and elements strategy management knowledge typical the of collection a presents ter which appear in all of them: people, technology and processes. The following subchap those elements are more or less important. However, there are some constant factors Each knowledge management strategy contains different elements and for each of them MANAGEMENT STRATEGY ELEMENTS OFTHEKNOWLEDGE Protection Knowledge sharing dissemination Internal of knowledge KnowledgeManagement’sElements People to information technologies, such as databases and software. If it’s hidden, it’s If software. and databases as such technologies, information to on type of knowledge. If this is open knowledge, the most common is related is that there are different methods to disseminate the knowledge, depending edge gained with the help of some method described earlier. What’s important, It is a transfer of knowledge within a company. It can be hidden or open knowl the creationofcopiesproductbycompetition. prevent and advantage competitive a maintaining is: aim main Its product. a about information like knowledge, key the preserving about is strategy This partners andacceleratesknowledgedevelopment. and satisfying clients, suppliers and other stakeholders; which attracts potential employees talented attracting organization, the of image positive a building Company knowledge is available for external people. This activity is aimed at: once again information technology (e-mail, telephone, video conferences etc). communication plays a big role. Face to face meetings, telecommunications and knowledge Processes involving Information technology - - - 59 Strategy of Knowledge Management 2.0 60 Knowledge Management 2.0 (database), theneedfor gettingtheinformationandmonitoring. memory” “hard of development correction, and mistakes of detection information, of their application. Changes result from the following factors: the need for interpretation out those changes. For many, it is even equal to the development of modern tools and them in the previous chapter. Knowledge management certainly won’t be possible with Information technology provides a lot of tools that change over the years – you can find information from different channels, and to code, prepare, and share new knowledge. system which supports knowledge management in companies is designed to help acquire nication, effective knowledge sharing and tools for creating knowledge.The informatics mechanisms. Thanks to the technology, the company gains: fast and effective commu search advanced or bases knowledge of development the and video conferencing, INFORMATION TECHNOLOGY success becausepeoplewouldnotwanttouseitandsharetheirknowledge. big bring won’t kindness of atmosphere an without technology any to Access 2004). the company’s development than individualistic culture and competition (Mierzejewska, for better is acceptance and openness of aura the that known well is It organisation. every of culture and atmosphere the is factor human the to connected issue Another training, coursesandconferences. as a capital worthy of investment. That’s why employees should learn new things during should treat their staff as valuable resources, capable not only of fulfilling tasks but also organisation each of owner The improved. be should that things and advantages ees’ their talents and the level of engagement. Therefore, it’s key to be aware of the employ employees’ skills and knowledge. After all, the development of a company depends on the of use possible fullest the is factor human the regarding issue important very A to themanagementofinformationorsomesingleactivities. If there were no humans in this process, knowledge management would be limited only more than machines and technologies: experiences, values and awareness of context. lot a however, possesses, man A mistakes. make or days bad have not do technology knowledge managementcanmanifesttheirweakestpoint,asmachinesandinformation PEOPLE people will always be a crucial element of knowledge management. quicker, and better even it do and beings human by played roles the over take often nowadays technologies that fact the Despite human engagement. On the other hand, people in all processes of processes all in people hand, other the On engagement. human place does not assure development and further usage of it without one in it putting and knowledge Gathering successful. be will tem Storage of knowledge also doesn’t mean that without man, the sys edge management. Technology allows for online discussions, chat, online discussions, for allows Technology management. edge knowl of aspect key a is It others. with information sharing and edge. It provides tools for obtaining, selecting, analysing, collecting connected totransmission,preserving,presentingandstoringknowl technologies other and software hardware, telecommunications; ures related to processing information. It’s a combination of IT and Information technology contains whole methods, actions and meas ------PROCESSES in thepreviouschapter. each of description the at look a take choose, to which wondering are you if so goals, set the and organisations of profile the on depends choice The one. right the select to important quite it’s so investment, some requires course, of technology, Information about their vision of knowledge. Researchers define 2 kinds of knowledge in the company: creation Knowledge munication tools). other tools that will help to define the knowledge location (like questionnaires or com all and issues) some affects that (factors diagrams fish resources, knowledge of maps maps, mind knowledge: of maps are knowledge of location the for useful tools The and itsrules.Therefore,wecanusethefollowingdocumentstoachieveit: The external location of knowledge is about getting to know the company’s environment When itcomestointernalknowledge,itslocationmayhavemanyaspects,suchas: external knowledge. organisation while locating the knowledge. We can indicate the location of internal and of aim the know to important very It’s progress. further to barriers and company the The more experiences we have, the more tacit knowledge the company and its employ verbally. mainly shared it’s because clearly it define to hard is it – knowledge tacit means ofcommonformscommunicationand informationtechnology. management. It can be a source of many ideas and innovations. It is easy to share by explicit knowledge – documents, databases and information used for efficient company statistical studies our ownresearch reports, analysis,researchfromexternalsources a basisforchangesinknowledgeuse looking forthecompany’shiddenresources awareness ofourownmistakesandgaps uncovering tacitknowledgeandsharingit selection ofinformationwhichbelongedtotheknowledgeresource determination ofpersonswhoareknowledgeable such knowledge. ees possess. Face to face contact and teamwork is the best way to develop and share role in the organisation, the level of exploitation, the benefits for benefits the exploitation, of level the organisation, the in role its experiences, and activities existing account into taking sources, Locating knowledge the following: facingwe’re basically but processes different indicate authors are elements next The – before knowledge creation, the company should answer questions – defined as the information’s status, location, processes involving knowledge. Different knowledge. involving - - 61 Strategy of Knowledge Management 2.0 62 Knowledge Management 2.0 Preserving knowledgeanditsmaintenance about thefollowing: employees, like managers or owners. While implementing knowledge, one should think of skills personal the on depends mainly knowledge of implementation The place. and time right the at used and found be knowledge the that therefore, It is important, Implementation and the use ofknowledge technology tools. information as well as contact, personal using employee, other to employee one from interested in the results of the analyses. Sharing tacit knowledge is to transfer knowledge people to out reaching of activity the and processed, and collected is that mation Knowledge sharing Creation ofknowledgeconsistsdifferentphases: assessment ofknowledge–gettingtoknowhowusefultheis and shortersowehavetoupdateknowledgeallthetime shorter becoming is information for life of cycle the nowadays – update knowledge knowledge storage – storage of knowledge media (e.g print, electronic, audiovisual, products) selection ofknowledge improving theefficiencyofresults exploiting andmultiplyingknowledge strategic thinkingandacting building efficientteams developing other’sskills knowledge development–there’realotofmethodsdevelopment: knowledge acquisition–collectingfrominternalandexternalchannels group work–settingpriorities brainstorming list ofimperfectionsandresultingdiscussions analysis ofextremecases the useofanalogiesandmetaphors – explicit knowledge sharing involves the dissemination of infor of dissemination the involves sharing knowledge explicit – –thisconsistsof: – knowledge can be used at any time. any at used be can knowledge – - Figure 9. creating astrategyforyour ownorganisation. as values and methods of operation. It is important to understand these matters before well as needs and objectives tasks, relevant analysis, SWOT a with together applied be why is That them. solve and satisfy to how to define major needs and problems within the organisation and prepare guidelines on to defining goals, such as “turning the company into a learning organisation”. It also has of strategy the successful, be to order In online toanyone,regardlessoflocationandtime oftheday. available are knowledge managing of systems the of most – easier lot a become has support the transfer of knowledge. Thanks to the technology, knowledge management be in charge of them, how they will work and what technology should be used in order to ensure the strategy’s effectiveness, whatmeasures are going to be undertaken, who will agement is going to be used in the organisation, how the company is going to change to Any strategy from should beapplied. size and type of enterprise or its habits, different concepts of knowledge management guarantee that each project will be suitable for all kinds of companies. Depending on the no is there However, strategy. the describing document the presenting of ways many as just and strategy management knowledge a developing of ways many are There necessary forthatpurpose. elements the and development strategy on information provides chapter This costs. ing in the organization, increases employees’ effectiveness, job satisfaction and reduces company achieve its aims. What is more, it provides consistency to the method of work the help can concept A well-prepared efficiency. and competitiveness improves it as The strategy of STRATEGY FORYOURORGANISATION HOW TO CREATE KNOWLEDGE MANAGEMENT Source: http://sic.ici.ro/sic2002_1/art01.htm “ Acquisition Identification Building Blocks of Knowledge Management” provided by G. Probs, S. Raub, S. Probs, G. by provided Management” Knowledge of Blocks Building K. Romhard Knowledge Goals Knowledge Management 2.0 Generation Knowledge Management 2.0 Feedback Knowledge Management2.0 is extremely important for any organisation, Knowledge Management 2.0 should define in what way knowledge man Distribution/Sharing Knowledge Assessment Application Storing Structuring cannotbelimited strategy should strategy - - 63 Strategy of Knowledge Management 2.0 64 Knowledge Management 2.0 How, then,toturntheinitial planintoareadystrategy? vision ofalearningorganisation. allow an objective assessment of the current situation in the company and create a future will consequently become a knowledge management strategy in the company. But they plan which the of initial draft an just naturally questions are the above to answers The DIFFER MUCH can also ask the three questions in a slightly different way. of strategy the preparing Before to beat?andHowisitgoinggetthere? want it does stage What at? currently company the is stage What questions: key three The first step of developing a knowledge management strategy is to find the answersto providing? edge worth Why isthisknowl be provided? the knowledge In whatwaywill edge beprovidedto? Who willtheknowl want toprovide? does thecompany What knowledge get there? How isitgoingto to be? company want Where doesthe company now? Where isthe . - - What motivates people to provide knowledge? What aim does the company achieve? Through whatchannelswillthecompanyprovideknowledge? Who willtheknowledgebeaddressedto?shoulduseit? What typeandqualityofknowledgeistobeprovided? infrastructure bedeveloped? employees be motivated to change their habits? How will the helpful technical and technologies. What specific tools and processes will be used? How will the which considers the three key elements described above – people, processes A plan describing specific actions, adjusted to the organization’s expectations next 5 years? How will the progress and values of these actions be measured? the within organisation this change strategy management knowledge the will How organisation? particular this for like look management knowledge help the organisation and employees in achieving their goals? What can good it will How schema. organization the on management knowledge of Effect it ordisturbinmanagingknowledge? help organisation the in applicable systems and habits What achieve? it does teams? What kinds of knowledge does it create, collect or store? What results What effect does it have on the work effectiveness of individual employees and agement (or lack of it) influence the organization’s ability to achieve its goals? man knowledge current the does How situation. current the of Assessment Knowledge Management 2.0 THE RESULTS SHOULD NOT for the organisation, you organisation, the for - The stagesshouldbeasfollows: ing causeandeffectrelations. the construction of a knowledge management strategy should be done in stages, includ As Mieczysław Morawski, PhD, from Wroclaw University of Economy adequately notes, analysis Environment of the company inner potential Analysis ofthe edge management Set goalsforknowl and mission Formulate vision - tion cannotbepostponedforever T – time-bound company’s operation must be sufficient for its execution, but it has to be a clear step forward in the R – realistic A –achievable measure with objective ratios whether and to what extent it has been achieved M – measurable S – specific Namely: goal shouldhave. to achieve through defining 5 basic features which a real and well-developed wants company the what of analysis thorough very a requires it as effective, right objectives, which, in turn, enhances the chance for their achievement. It is While setting the goal, remember the SMART tool. This concept helps to set the to. company the lead should strategy the of elements other the that point thisis It action. of strategy any of construction the for base the is aim The specific tasks to employees. In this case, in the scope of knowledge management. Mission organization wantstohave. context of knowledge management – what system and flow of knowledge the Vision izational structure. used by the competition or companies from other branches of similar organ are methods management what realize to company the allow will stage This their employeesandprepareacommunicationplan. of needs training the analyze should company the which in moment the also knowledge and available channels it has, what kinds of tools it provides. This is of types what has, company the experts what about think should you tion, You can, in fact, include all the questions and answers discussed above. In addi is moredifficulttowithdrawfromgoalswhicharewritten down R –recorded the creatorsandrecipients E –exciting two additionallettersmean: – model the of version extended an also is There – that is where the company wants to get in the distant future. In the In future. distant the in get to wants company the where is that – – setting a specific direction for the company development and assigning – the goal must be clearly formulated, specific, and easy to understand – the goal should be exciting, so it should not be neutral, both for – the goal must be realistic, in that the resources possessedresources the that in realistic, be must goal the – – the aim should be recorded, as it helps to achieve it because it – the aim must be achieved, but cannot be too difficult to achieve – the goals must be specified in time. It means that its execu – the goal must be measurable, so it must be possible to possible be must it so measurable, be must goal the – SMARTER. Thisiswhatthe - - - - 65 Strategy of Knowledge Management 2.0 66 Knowledge Management 2.0 2.0 The company should prepare a which describes how the strategy of Business analysis Context Document summary Measuring effects Monitoring management of knowledge Implementation and solveproblems Eliminate barriers area oforganization gies intheselected supporting strate leading strategy and of theselected Implementation developed variants and selectionofthe Analysis, evaluation edge management variants ofknowl Create strategic willbeincluded.Thefinaldescriptionofthe strategy mayinclude,forexample: - - Basic strategiesofknowledgemanagementinclude: for eachgapandestablishrelationsnecessarytofillthem. identified, it is possible to create strategic variants of knowledge management are company the in gaps knowledge the and specified are goals the Once ment tothemostimportant goalsoftheorganization. manage knowledge of adjustment the ensures it as crucial is strategy the of knowledge management in relation to the basic goals of organization. This part better the by made contribution the Explaining organization. the for benefits potential Defining organization. the in management knowledge the Defining Description of how the strategy relates to other companys’ plans and activities. Summary ofthedocument’scontent(nomorethan2pages) planned goalshavebeenachieved. the whether is situation a such in measure basic The effects. its measuring This point does not occur in Morawski’s theory. However, each strategy requires of theprojectshouldbemonitored. they have been achieved, the whole process of implementation and execution if check to order In goal(s). set the to company the lead should strategy Each mented inthewholeorganisationandplanisexecuted. Following the verification and possible modification of the strategy, it is imple are implementedinthewholeorganisation. they before modifications and corrections changes, possible of introduction Each strategy requires verification of a small section of actions. This means the been describedbelow. has stages its and strategy management knowledge the of Implementation of indirectandpartialgoals)definetheirscopetimeapplication. (in order to execute the basic goals) and supporting strategies (for the execution For each of the knowledge gaps, the company should choose a basic strategy codification strategy relationships inordertosharepersonalknowledge social networks,monitoringprocessesandestablishingmaster-disciple personalization strategy exploitation ofknowledge oping computer systems for the codification, collecting, dissemination and – focus on explicit knowledge by creating and devel – focus on implicit knowledge by developing by knowledge implicit on focus – Knowledge Management Knowledge Management - - - been presentedbelow: have strategy management knowledge a of development the concerning tips few A three elements: of strategy well-prepared A management Vision ofknowledge for knowledge and demand stakeholders Challenges for current situation Description ofthe Appendices next steps Summary and Interrelations Action plan Strategy overview Start withthegeneral strategyandgoalsoftheorganization the strategyshoulddescribe itprecisely. why is which goals, its achieve organization the helping is management knowledge of assumption main the are; organization the of objectives the what understand to participation optionsdiscourage · aspossible · unnecessary toolsand make iteasy Simplicity where poor knowledge management causes problems or leads to a decrease departmentson Information knowledge. of control the during indicated is points key on Information development. further with connected obstacles and advantages experiences, as well as actions) good of examples real ing (includ management knowledge within activities current the on Information jects orinitiatives. pro existing as such management knowledge concerning materials the g. E. Descriptions ofstepsneededforturningthestrategyintoaction. approval, etc. Information on the key interrelations e. g. availability of key employees, budget and expectedresults. indicators, evaluation budgets, resources, frames, time the on Information how the strategyisgoingtobepromotedetc. strategy, the of drive and originator the be to going is who management, knowledge of techniques and tools e.g. activity, of areas or topics specific to according grouped implemented, be to projects and actions of Presentation management is going to be in the organization’s activity in the next few years. A concise description (1-2 sentences) of how important the role of knowledge Summary ofkeypointsandthedemandforknowledgeinorganisation. in effectiveness. Knowledge Management 2.0 Management Knowledge oftheorganization thatwill work formost andscalable system · small-scale tools · invest in replicable do not invest in Efficiency should additionally rely on rely additionally should ofknowledge reuse increasethe probability · standardization Standardization – it is important is it – - - 67 Strategy of Knowledge Management 2.0 68 Knowledge Management 2.0 An implementationplanshouldincludethefollowing stages: to meettheobjectivesof inorder need tobeimplemented ization is to develop a plan. The plan is made of actions, projects and programmes which The first step when implementing the strategy of the finalresultsofknowledgemanagementin acompany. organization. Each of them must be taken into account, as they have a major impact on of strategy the implementing of process the influence which elements basic three are there that remember must One steer theorganizationthroughthisprocess. of strategy the implement to frameworks structing con on information present shall we chapter, this In succeed. to likely more process whole the make will which framework implementation an up set however, can, One implementation process. are dozens of variables which must be considered and which may influence the whole there organization every In success. guarantee would which recipe or template single no is there as difficult more even is This plan. this of implementation – one another comes there strategy, management knowledge a developing of challenge the After KNOWLEDGE MANAGEMENT2.0INSMES HOW TOIMPLEMENTTHESTRATEGYOF the index.php If you plan to prepare a We have also prepared a course on Moodle Platform: Moodle on course a prepared also have We vz9cvzeJRM/edit#gid=1741345556 https://docs.google.com/spreadsheets/d/1x0K-05pY851V-QB1XfW6Pb0BgnwFQqwPM tionnaire mayhelpyou: ance quick results with sustainable knowledge management in the longer perspective. Compensate the long-term vision with quick benefits them, anystrategyisdoomedtofailure. of those key aspects while planning the knowledge management strategy, for without Think aboutpeople, processes, technology aging knowledge. man while to attention special pay should organization the which issues regarding information provides process This etc. organization the around knowledge of flow in the organization, the existing capital and resources of knowledge, knowledge gaps, audit aknowledge Conduct Knowledge Management2.0 pre-implementation . Each company will find all the information needed in order to implement to order in needed information the all find will company Each . phase Knowledge Management 2.0 strategy. – the audit should demonstrate the knowledge needs knowledge the demonstrate should audit the – Knowledge management 2.0 pilot phase Knowledge management 2.0 –itisveryimportanttofocusoneach strategy for your company, this ques Knowledge management2.0 http://plataforma.ita.es/login/ – a good strategy should bal Knowledge management 2.0. management Knowledge – people, technology and technology people, – full implementation phase in an organ andto ------

constructed. However, as authors of this manual, we believe that the examples we pres which could have an impact on the strategy implementation process for such a list to be variables many too are There final. not is there presented cases of list the Of course, cases. individual discussing chapter the in found be can strategy management edge More information about possible obstacles pertaining to the implementation of a knowl them toovercometheobstaclesevenbefore the implementationstage. areas oftheplan.Thankstothat,organisations cancreatemechanismswhichwillallow on the organisation, but recognising obstacles is necessary in order to identify imperfect These are only examples of obstacles faced by the organisation. They may differ depending management 2.0, When planning activities and programmes related to the implementation of programmes andactivitiesplannedfor Full implementation phase conducted, suchas: be should activities some phase pilot the of framework the Within organization. the in ent will show you what to do in case of difficulties, in order to achieve the final success. Pilot phase employees. Suchpreparationshouldinclude: the prepare must one step, this in all, of First implementation. full the for required Pre-implementation phase the organisation insideknowledge key maintaining of importance the of understanding of lack lack ofacceptancebyusers limited supportfromthemanagementandstaff customary practicesintheorganisationandconflictingmanagementstyles the organization within implementation its and management knowledge of understandings different introduction ofpossiblechangestothestrategy verification ofassumptionsbasedonthecollectedfeedback collecting feedbackfromparticipantsofthetrialrun implementation ofthecommunicationplan changes inmanagementnecessaryforimplementationofthenewstrategy implementation ofthepilotprogrammeinselecteddepartmentscompany assessment oftrainingresults acceptance offeedbackfromemployeesregardingtheproposedstrategy training for the staff within the scope of operation of training programmes and systems appointment oftheteamresponsibleforprocess information ontheknowledgemanagementstrategydevelopedbycompany information onknowledgemanagementingeneral – the aim of this phase is to have a trial run of run trial a have to is phase this of aim the – thecompanyshouldalsoconsiderpossibleobstacles,suchas: – this phase is the full and effective implementation of all – the purpose of this phase is to prepare the resources the prepare to is phase this of purpose the – Knowledge management2.0. Knowledge management2.0 Knowledge - -

69 Strategy of Knowledge Management 2.0 70 Knowledge Management 2.0 a successatthisstagemay supportotherplannedactivities. directed at a specific and important business problem and deliver measurable results; implementation programme of Deliver earlypilots organisations whereknowledgemanagement hasalreadybeenintroduced. other in practices best the on based be should plan implementation The conducted. of process implementation the that guarantee Create animplementationplan organisation. the throughout freely flow can knowledge so plan the in gaps no are there that tees elements of Develop a adapted tothebusinessstrategy). be should it (therefore, field business given a in required knowledge key the on focus should processes management knowledge of Implementation real-time. in problems management initiatives have a business-led strategy and allow the organization to solve Build a business-led strategy organization regarding mechanisms which are functioning, not functioning and missing. aren’t effective, so assessment of the current state delivers important information to the currently is in; organizations often introduce elements of knowledge management that Assess thecurrentstate 2.0, implement properly to order in chapter, above the up sum To everyorganizationmusttakeseveralkeysteps: Knowledge management2.0 Knowledge management 2.0 develop aknowledgemanagement 2.0 framework – it is important to conduct several pilot projects before starting the – it is important to determine the state the organisation the state the determine to important is it – create animplementationplan build abusiness-ledstrategy Knowledge management 2.0. assess thecurrentstate – this is very important because efficient knowledge efficient because important very is this – deliver earlypilots – development of a plan is necessary in order to order in necessary is plan a of development – framework are on their proper place, as well as guaran as well as place, proper their on are Knowledge management 2.0 management Knowledge – The framework ensures that all that ensures framework The – The pilot projects should be Knowledge management is properly is - MEASUREMENT OFKNOWLEDGERESOURCES and relatedactivities,suchasdecisionsoractionsresultingfromitspossession. manifestations its of some is however, measured, be can What measured. be cannot itself knowledge that believe issue this with dealing researchers some Therefore, ble. the very nature of knowledge and it is a resource which is quite subjective and intangi to due is This measurements. such performing of ways precise no still are there since issue difficult extremely an is management knowledge of assessment and Monitoring MANAGEMENT 2.0INTHEORGANIZATION HOW TOEVALUATEKNOWLEDGE resources. The table below shows a summary of indicators that can be used to assess knowledge the qualityandquantityofinternalcompetencecentrespatents. environment, knowledge the with links external of quantity and quality the petencies, resources in an organisation can be measured by assessing: employee skills, core com can be applied. Researchers such as Probst, Raub and Romhardt argue that knowledge capital) organisational and human all importantly (most capital intellectual evaluating for indicators selected that state issue this on publications The resources. knowledge assess to used indicators of terms in found be can regularity some activities, these of effects the measuring of means and management knowledge on publications the In Job satisfactionratio Employee age Income peremployeeratio Employee turnoverratio Experience level Education level Training expenditure Indicator Commitment ratio point scale,self-assessment point scale,self-assessment absolute values absolute orrelativevalues ures (averageperemployee) absence of a year) or relative meas the days of (number measures absolute absenteeism, of level cumulative levelofexperience level of experience per employee or point measurement for the average education intotalemployment) (percentage of persons with higher measurementrelative or point other expenditure) absolute or relative values (share in Measurement scale - of knowledge use the in efficiency commitment, commitment andmotivation of level the affects satisfaction job measurement inyears companies allows comparisonbetween units, monetary in measurement at measuringjobsatisfaction these are indirect measures aimed measurement inyears(months) pleted courses,trainings com specialised), (professional, education of character the cation, edu academic account into taking companies allows comparisonbetween units, monetary in measurement Comments - - - - 71 Strategy of Knowledge Management 2.0 72 Knowledge Management 2.0 accompanied bya5-point Likertscale,e.g.: is statement Each organization. the outside and company the within knowledge this of dissemination the and knowledge new of updating and creation, acquisition, the to related statements includes It used. also is executives for questionnaire a case this In field. this in companies of activities actual the of evaluation and measurement the is A different approach to the issue ofresearching the knowledge management processes executives withregardtothisissue. the actual knowledge management processes in the company but only the views of top research not does it because subjectivity its is method this of limitation greatest The see nopointinthisaction"and"wemanagethe knowledge". of which are described in the following way: "we do not manage the knowledge and we extremes the scale, 4-point a of categories verbalized using management, knowledge of stages five in companies their of activity the evaluate entities surveyed The prises. enter surveyed the in used and collected resources knowledge of types various and management knowledge of stages various the to relating activities identify helps that questionnaire a of use the propose they purpose this For company. the in executives chief of opinions subjective the on based be should research the that suggest Some and therighttoolstomeasureentireprocess. approach the about argue also issue the of researchers various field, this Concerning iture andsubjectivedata,e.g.employeefeedback. resources. This measurement can include both objective indicators, e.g. financial expend activities with regard to sourcing, collecting, transferring, sharing and using knowledge What is the measurement? Generally speaking, this is the assessment of the company's MEASUREMENT OFTHEKNOWLEDGEMANAGEMENTPROCESS is theassessmentofknowledgemanagementprocess. The assessment of knowledge resources in a company is only one thing. Another thing resources withinanorganization.Itisenoughtoselectjustafewofthem. knowledge the assess to simultaneously used be must indicators all not Obviously Patents andlicencesheld management facilities knowledge on Expenditure Culture ratio Holding adatabase expectations, 3 points for data about about data expectations of entry for points 2 point, 1 is entry an (if relevance up-to-date and content number of records, extra points for absolute orrelativevalues other expenditure) absolute or relative values (share in Point scale,self-assessment last visit) the during updated expectations by law protectedresources knowledge in monetaryunits knowledge promotesculture company the whichto extent the of indicator of detail,usefulness volume of customer data, the degree - - A more comprehensive approach to the issue was proposed by two Polish researchers triggers thedesiredeffect. therefore impossible to verify whether the existence of certain practices or procedures However, this method does not take into account the effectiveness of the activities. It is The resultisamatrixconsistingoffourareas: in theorganization.Theassessmentfocuseson10areasofknowledgemanagement: with regard to knowledge management systems and compares it with the actual situation Management Framework Exercise, aims to establish a subjective evaluation of expectations Knowledge the called used, method The audit’. ‘knowledge so-called the developed It Yet another approach is offered by the international auditing and consulting firm, KPMG. a given company. ofassessment the determine to developed were criteria levels these of each For management processintofourmainlevelssubjecttoassessment: knowledge the divided They standards. 9000 ISO on based research, management ity qual to similar methodology, a applied They Nogalski. Bogdan and Kowalczyk Adam – strengths of the organisation – including activities important for employees which employees for important activities including – organisation the of strengths knowledge useandapplication organisation continuous evaluation storage andprotection IT reward andincentivesystem the externalenvironment culture strategy awareness andcommitment tool level(correspondingtoaworkshop) mega-process level(correspondingtoknowledgeprocesses) structural level(correspondingtoinfrastructureandinformationtechnologyused) integration level (corresponding to leadership and shaping the organizational culture) efficient manner an in managed though importance, little of activities including – resources of waste are effectivelymanaged 5. 4. 3. 2. 1.

– Itotally agree. – Isomewhat agree – Iam ofno opinion – Isomewhat disagree – Itotally disagree - 73 Strategy of Knowledge Management 2.0 74 Knowledge Management 2.0 model, accordingtowhichtheassessmentoftrainingtakesplaceatfourlevels: A much more complex measurement is the assessment of training based on D. Kirkpatrick's it isnotobjective. This assessment is based only on the subjective feelings of the participants; therefore, 1-5, where: of scale rating the is rating applied commonly most The etc. knowledge, acquired and questionnaires. Participants provide feedback on the trainer, materials, training program The simplest and most common method of training assessment includes post-training MEASURING THETRAININGEFFECTIVENESS knowledge pillsusedinthecompany. own audit by assessing the effectiveness of training, workshops, courses, webinars and their do may company The process? management knowledge the audit to hired be to company a such for allow not does budget the when situation the about what But often forcecompaniestousetheservicesofspecializedauditfirms. the closest to the ideal best practice, or adopted concepts which are deemed imperfect, It is also hard to be completed without external assistance. Patented concepts, which are issue. simple a not is process management knowledge the measuring see, can you As their everydayactivities. in knowledge acquired newly their use employees the whether shows level third The objectives. set of form the in indicators objective provides level fourth The evaluation. Levels 3 and 4 are the most important, though they are the least frequently used in training they believethatthisis toocomplicatedorexpensive. Many companies do not conduct assessment of training effectiveness at these levels as pany havebeenachieved Results 4: Level knowledge andskillsintheireverydaywork Level 3: Behaviours attitudes havebeenmastered Level 2: Learning e.g. in theformofquestionnaires Level 1: Response oftraining participants 5 4 3 2 1 fective outcomes inef with managed are which activities important – organisation the of weaknesses to beskipped–actionsoflittleimportancewhichareineffectivelymanaged =verygood =good =average =bad =verybad – assessment of the extent to which the objectives set by the com the by set objectives the which to extent the of assessment – – assessment of the extent to which new knowledge, skills and skills knowledge, new which to extent the of assessment – – assessment of the extent to which employees utilize the new the utilize employees which to extent the of assessment – – evaluation directly after the training, the after directly evaluation – - - So howisanassessmentoftheeffectivenesstrainingcarriedoutonthirdlevel? Step 5. Step 4. Step 3. Step 2. Step 1. Solution: Engageparticipantsthroughtasks,simulations,etc. or actionlearningcanalsobeeffective. of training by means of an interim appraisal, monitoring the existing plans of action ple: coaching, mentoring or bonuses. In addition, increasing ownership of the effects Solution: The company should provide support to employees after training, for exam What actionwillensuretheachievementofitsgoals? question: the answer should company the stage design training the At Solution: everyday workandcreateconditionsconducivetothis. Solution: Persuade employees to use the skills acquired during the training in their group discussions. and individual of way by performance their review employees, Observe Solution: Identifiy"keybehaviours". Improve–basedontheinformationobtainedintrainingsessions Monitorthetrainingeffects Learn"keybehaviours"duringtraining Plannon-trainingactivities - 75 Strategy of Knowledge Management 2.0 05 CASE STUDIES II. Statusquooftheknowledgemanagementinyourcompany I. Generalinformationaboutyourcompany CROATIA understanding oftheeffectsknowledgemanagement. better a and motivation build to how on advice given were and databases), company’s and computers personal on tools web; the in consolidated (knowledge protection management 2.0 effects in their company, define the ways of knowledge management CROATIA: Number ofemployees Sector management? for knowledge are responsible How manyemployees being used? ment arecurrently knowledge manage and web 2.0toolsfor Which methods edge management? pursuing withknowl What aimsare you corporate strategy? ment partofyour Is knowledgemanage Legal form Companies were advised to develop indicators for the evaluation of knowledge - - - noticed inthebusinessenvironment. are three other associates in the firm whose job is to track and apply changes Director is the main person responsible for knowledge management, but there and withourclients. e-mail to communicate with our director who is only periodically in the firm, and Skype Calendar, documents, store to Drive Google use we Currently, will bemade.Thisimproveoverallefficiency. decisions effective more and company the in situations and events current edge management processes, employees will be accurately informed about knowl improving By etc. projects previous of documentation the to access who is available to do a certain task based on previous projects and they have Employees know what’s going on in the company (the current situation) and We wanttoachievethefollowing: By doing this, the Company will improve human resources and reduce costs. Based on the SWOT analysis, a knowledge management strategy will be created. to developitandputintopractice. No, it’s not mentioned in our current corporate strategy, that’s why we want Ltd. 10 Business consulting - 77 Case studies 78 Knowledge Management 2.0 III. Yourexperienceswithregardtotheimplementationphase management? 2.0 toolforknowledge mentation oftheweb factors in theimple What arethesuccess tion phase? the implementa have tohandleduring or problems didyou What difficulties process? in the implementation Who wasinvolved your company management in tool forknowledge tation ofaweb2.0 process ofimplemen Please describethe - - - KM and discussed the findings with all of the employees. We determined We employees. the of all with findings the discussed and KM regarding weaknesses and strengths the identified We company. the in KM After the project was introduced, steps were taken to determine the state of are user-friendly,etc. Documentation is up-to-date, information flows are much faster, applications in thefirst place. appeared because they had to repeat things that didn’t need to be repeated whicherrors and past the in energy and time wasted is thing main The business cultureisdifferent. wholeThe technologies. new of fear knowledge, IT of lack time), of (lack comments for available weren’t people – employees from response of Lack that wholeorganizationcontributedtotheprocess. say can we then meeting, organised the include you If process. mentation The director of the company and three associates were involved in the imple in theknowledgemanagementsystem. changes on influence an has also that as organization entire the in strategy businessgeneral the to adapted periodically be will goals management development of the knowledge management system. Moreover, knowledge nological solutions for knowledge management result in the need of constant tech new emerging Continuously improvement. constant requires process this we noticed strategy, management knowledge the developing When updated.be will system the week a once At least accordingly. system the update to required are employees projects/assignments, on developments Regular updates to databases: Once a project is completed or there are new works and that they constantly use it so it remains a fundamental KM tool 2) system the how understand employees sure make to needs company the IT tool works properly over the long-term include: 1) employee commitment: to use the system. Some of the issues that need to addressed to ensure the set up the online tool, upload all required information, and train employees thanks to the input of the employees and director. The next stages will be to conducted since the company was established. The database was prepared works previous the of all categorizing and identifying was issue Another employees. between information company sharing and storing for option ments in the most efficient manner. DropBox has been identified as the best assign and tasks new finish can they that so employees to available readily is etc.) analyses, projects, studies, previous (i.e. information that ensure to (>350km away from HQ). Based on this, we decided that an IT tool is required cities other in located are that 3 others are there office, central the at work One of the main issues is physical distance. Although most of the employees identified. were that issues KM the resolve to taken were steps superiors, by received feedback the on based goals the revising After director. the by reviewed then were which employees, the by drafted were The objectives objectives. set and company the in KM improve to need a was there that - - - II. Statusquooftheknowledgemanagementinyourcompany I. Generalinformationaboutyourcompany SPAIN IV. Resultsduringandaftertheimplementationphase 2.0 tools? edge management or theuseofknowl the implementation negative effectswith Were thereany management 2.0? of knowledge emerged as a result Whatpositiveeffects edge management? pursuing withknowl What aimsareyou corporate strategy? ment partofyour Is knowledgemanage Legal form Number ofemployees Sector ment 2.0? knowledge manage support oftheproject How doyouassessthe company? management inyour for theknowledge ment potential Do youseeimprove - - - - - on where we wanted to be. It requires constant work and people saw it as it saw people and work constant requires It be. to wanted we where on agreed also We effects. side positive brought knowledge this and ago time We talked about different issues which should have been on schedule a long The company had attempted to create a database with useful information. useful with database a create to attempted had company The No, thematterisathand. Sociedad Anónima/LimitedCompany Approximately 100workers Industrial It pushedusforward,beforeKMwewerestandingstill. somewhere safeandavailableonline. Now, we are aware of our current situation and that we should store our data organization.the on impact great a had 2.0 KM that agrees everyone Yes, knowledge onaformalsystem. our organise to us for time enough isn’t there that meaning immediately; another to go we finishes, job one Once job. to job from moving and ents cli new for searching constantly are we companies, different of hundreds against competing are we Since knowledge. the organise and experienced, and learned they what record to debrief; to time finding is employees for The more senior staff of the company mentioned that the biggest challenge store ourdatasomewheresafeandmakeitavailableonline. should we that and organization the on management knowledge of impact great the see We strategy. and goals long-term fulfilling for opportunity an in general. fluidity management and processes internal improve to channel a Provide Improve communicationbetweeninternalandexternal clients. Improve thetransformationoftacitknowledgeintoexplicit knowledge. Improve relationshipsbetweencompanydepartments. experience hasshownthattheformatiseasiertousewith technicians. some organisation-wide structures. A pilot group has been launched because the process of implementing a 2.0 system that has a strategic base and covers launched have We structure. lacks and inefficient is database the However, - 79 Case studies 80 Knowledge Management 2.0 III. Yourexperienceswithregardtotheimplementationphase management? 2.0 toolforknowledge mentation ofaweb factors of theimple What arethesuccess tion phase? the implementa have tohandleduring problems didyou What difficultiesor process? in the implementation Who wasinvolved your company management in tool forknowledge tation ofaweb2.0 process ofimplemen Please describethe management? for knowledge are responsible How manyemployees being used? ment arecurrently knowledge manage web 2.0toolsfor Which methodsand - - - - Databases, intranet. teams onprojectsandusingflexiblemethodologies. in working to used we’re and innovation to open is that company a are We also helpedwiththeprecedingsteps. have that knowledge and resources technical have we company large a As easily achieved. management, the motivation for implementing it and for its success is more With a high level of interest and a clear vision of the objectives of knowledge it easiertoobtaincommitment,involvement,andimplementationingeneral. Prior training, monitoring meetings, and prior interest in the project have made Department, Systems,andthepilotteamwaschallenging. included not just Human Resources, but also Communications, the Personnel that project new a adding types, different of projects ongoing of top On ment theprojecteffectively. a trained team that was motivated and that had sufficient resources to imple together putting difficulties had we obtained, was commitment the Once it isincludedinthecompany’sstrategywasdifficult. that so project the valuing and management of commitment the Obtaining mentation oftheknowledgemanagementproject. Department of Systems and the team technicians responsible for the imple theof Head the Director, Resources Human the manager, general The social network to facilitate intercommunication and an exchange of knowledge. internal an to linked blog, company internal the was tools first the of One implementation fromatechnicalpointofview. External help assisted with the development of the communication plan and company.the within team work the training with helped have Meetings that setsouttheproject’sobjectiveandpurpose. the project with resources, since there is a need for time and a strategic plan provide to commitment determined clear, a have to necessary been has It Management andtheDirectorofHumanResources. with meetings been have factors key ITAINNOVA, with done training nary prelimi the all to addition In slowly. very out rolled being is process The 2-3 people - - - II. Statusquooftheknowledgemanagementinyourcompany I. Generalinformationaboutyourcompany POLAND IV. Resultsduringandaftertheimplementationphase for knowledge ment potential Do youseeimprove ment 2.0tools? of knowledgemanage mentation ortheuse effects withtheimple Are thereanynegative management 2.0? of knowledge emerged as a result What positiveeffects common strategy? ment partofyour Is knowledgemanage Legal form Number ofemployees Sector More Annotations project? Management 2.0 for the Knowledge assess support How doyou your company? management in - - - - of knowledge between employees will also foster informal relationships and Exchanges outlook. multi-disciplinary more a with projects in improvement bewill there and communication internal foster will project global This We are a small organization that adapts to trends present in the market in market the in present trends to adapts that organization small a are We Limited partnership 6 Research &Development follow-up. the assess to is objective short-term Our gratifying. but slow is process The seen assomethingimposedoramagicalideafromManagement. laborators, it would have been much more difficult. Plus, it would have been col external / internal with meetings without and training external Without to implementtheprojectwithouthelpofexternalexpertconsultants. difficult very or impossible been have would It gratifying. very been has It of informationexchange. work, but also the creation of future video knowledge pills and other sources developing and implementing 2.0 tools – not just the blog and the social net in involved be will members staff implemented, been has project the Once the restoforganisation. to project the extend and out roll to easier much be will it assessment, itive Yes, completely. Once the pilot stage has been implemented and given a pos a newprojectthatwasgreatlyinvolvedinthecompany’schangeculture. attitudes towards the team, and members had to allocate their work hours to their work philosophy. In addition, in the beginning, there were certain negative matter willbeseenasoneofnoimportance,oreventhatgoesagainst For some people who are reluctant to share knowledge, it is possible that the staff motivation. cooperation andworkingin multi-disciplinary teams. edge and information will be smooth and will support the process of building of knowl flow Then, management. knowledge of system efficient an create between employees from various firms needs to evolve with the purpose to Our organization also consists of other affiliatedfirms. Internalcommunication “organization – entrepreneur” and “organization – academic staff” relationship. seems tobedesired,bothwithreferenceactivitiesofassociates andtothe knowledge management strategy in various areas of the organisation’s activity management in the general strategy of the company, implementation of the development projects. Despite not having a significant approach to knowledge panies, as well as with scientists, in order to realize innovative research and a very flexible way. Our company’s priority is to cooperate with outside com - - - - - 81 Case studies 82 Knowledge Management 2.0 management? for knowledge are responsible How manyemployees being used? ment arecurrently knowledge manage web 2.0toolsfor Which methodsand management? ence toknowledge pursuing withrefer What goalsareyou - - Within ourmanagementstrategythefollowinggoalshaveemerged: operational matters. for responsible are two other the while superiors, by made decisions out carry or decisions make them of Two system. management knowledge the In the organisation there are 4 people responsible for the implementation of analyses ofobtaineddataandsolvemanyproblems. different points of view in interdisciplinary teams and then are used to perform ization. They allow the gathering of information during teamwork. They show Mind maps are an important tool used for knowledge gathering in the organ on interdisciplinary projects. workingwhen important very is This associates. by terminology common usingin resulting communication improve to also but skills, fessional workshops. It is the opportunity not only to share professional and non-pro three organizing are we Currently, employees. other train employees our whichat hours, working outside meetings implemented also have We in ordertoobtainknowledgefromvariousareas. use of chat and video conversations and include entrepreneurs and experts of information among employees. In the future we would like to expand the flow faster and work improved in resulted has This matters. organisational current on information pass to used been has method this now Until tion. organisa the to introduced been also have conversations video and chat A linked totheirjob. not be may that topic a on knowledge their present and audience their of attention the hold must they where minutes, 15 in view of point different The employee has an opportunity to present themselves from a completely hobby(s).his/her to related topic a to others the introduces (employee) volunteer a meetings, these At week. a once held and 15” “Quick called ings meet new is initiative first The organization. entire the from employees together gathering for methods implemented has organization the – ees In order to realize the first goal – to improve communication between employ increase the range (also on a national level) of possible communication possible of level) national a on (also range the increase customers (entrepreneurs) with communication possible of level) national a (on range the increase improve communicationbetweenemployeesfrom5variousfirms with academicstaff - - - - - III. Yourexperiencesregardingtheimplementationphase your company edge managementin 2.0 toolforknowl process oftheweb implementation Please describethe tation phase? during theimplemen culties orproblems Were thereanydiffi process? in the implementation Who isinvolved - - - implementing the knowledge management system, whose first goal was to was goal first whose system, management knowledge the implementing of purpose the with team a created we Then, out. carried was organization Initially, the assessment the current state of knowledge management in the will be the main difficulty during implementation. Implementation of the of Implementation implementation. during difficulty main the will be customers, outside and organisation entire the as well as firms, all of level the – scope broader the to level team a on projects pilot from change The goal whichisrelatedtoitsbusinessactivity. business a different has Each firms. certain of goals diversified from results resistance General system. a such implement to need the to comes it when occupations intermediary and managers among understanding of lack eral The problem in knowledge management system implementation is the gen outside relationswithentrepreneursandacademicstaff. of context the in presented be will tools and methods developed the stage the tools are implemented among the majority of the employees. At the final teams consistingofafewpeople.Then,aftercheckingtheirapplications, small in performed were projects pilot of form the in Tool implementation process.implementation the in included be will organisation entire The requires constantimprovement. process this noticed we strategy, management the knowledge developing When organization. entire the in implemented be to needs tool the that ing prov document a obtain to order in report implementation an up drawing them well and to assess the tools' usefulness. Each stage will be finalized by intervals in order to allow employees and external customers to understand long in performed be will tools checked of implementation multi-staged equipping the website with tools for knowledge storage and sharing. Planned The following tools will be implemented as a pilot project: internal forum and stage will be implementation of the verified tools in the entire organization. on a largerscale, i.e. between firms belonging to the organisation. The next pilot project in order to verify the legitimacy of implementation of tested tools courses to a small extent. After six months, we plan to draw up a report on the as a pilot project. Moreover, we implemented working meetings and training After this stage we started to implement mind maps and chat in a single team management implementationfortheorganization. knowledge of importance the emphasizing employees, all and maker sion defined goals and the implementation plan have been submitted to the deci would like to achieve by implementation of knowledge management. All the organisation the that goals the defined we needs determined the of basis Onthe toknowledgemanagement. needsrelated investigate organisation tion of the organisation. This results in lack of continuity in assumed activities. implementation have current obligations that are priorities within the opera for responsible persons the management, knowledge from apart because Time is another problem. Assumptions related to this matter are still changing, of-date orcustomizedtechnology. out- use that organisations from resistance expects likely organisation our preneurships and academic staff will be the most difficult stage. At this stage entre towards organization; the outside application the of Implementation of unnecessarycostsmultimediaandoperationtrainings. order to verify tools’ usefulness at earlier stages. That will allow the elimination in stages in part take to planned been has system management knowledge - - - - - 83 Case studies 84 Knowledge Management 2.0 IV. Resultsduringandaftertheimplementationphase management 2.0? of knowledge means oftheproject the supportby How doyouassess your company? edge managementin reference toknowl improvement with bilities ofpotential Do youseepossi ment 2.0 tools? knowledge manage mentation oruseof from theimple tive effectsresulting Are thereanynega management 2.0? of knowledge emerged as a result What positiveeffects edge management web 2.0 tool forknowl implementation ofthe Success factorsinthe ------organisation toachieveitsgoals. the process of selection, exchange or adjustment of the tool which helps the general business goals. Their assignment to certain processes also supports and needs its meet to organization each by customized be can that tools of The success factor in the knowledge management 2.0 application is the variety ment thatcouldmeettheneedsofourorganization. of the tools showed us an array of new technologies for knowledge manage come from implementation of a knowledge management system. The diversity can prepare for and prevent. It also enabled us to see the opportunities that a different point of view. This gave us the possibility to spot problems that we completely from organization our at look to order in support needed We to verifywhatelementsofknowledgemanagementshouldbeimproved. early too is it or expectations our to up living been have tools implemented a single team, has been performed in our organisation. Until now, either the Only the first stage of the pilot project, i.e. implementation of some tools within to analyzethemapresultsinlessvaluableinformation. immediately analyzed and conclusions not drawn, then the second attempt (sometimes underdeveloped) from disappearing. If the given mind map is not Mind maps should be immediately analyzed in order to prevent information result ininformationconfusioninsteadoforderthismatter. sometimes maps mind However, identified. been have tools 2.0 agement Until now, no negative effects of implementation or use of knowledge man tation ofthistool. communication between employees is the greatest advantage of implemen the same pieces of information to several people at the same time. Improved send effectively to way the also is This knowledge. existing of confirmation or consultations on spent time of optimisation significant in This results communication. of process the improves tool chat the of Implementation and, subsequently,instrongermotivationtoperformprofessionalduties. performed initiatives outside working hours result in the feeling of fellowship egy as a pilot project was integration among people. Common activities and strat management knowledge the of implementation of effect positive The tool will be helpful or, on the contrary, if it does not meet their requirements. certain a whether decide to freedom the have people and flexible very is it Another success factor in the knowledge management 2.0 application is that - - - - III. Yourexperiencesregardingtheimplementationphase II. Statusquooftheknowledgemanagementinyourcompany I. Generalinformationaboutyourcompany GERMANY Initial situation Legal form Number ofemployees in your company. process ofthewiki implementation Please describethe of your wiki? the implementation are responsiblefor How manyemployees implemented? management was for knowledge Which web2.0tool 150 ten people. them up-to-date. The number of “carers” are, at the moment, approximately keep and wiki the for articles the create They process. or subject specific a of content the for responsible is who as defined, are “carers” Furthermore, one memberofthesecretariatandtwoleaders. management, of members two members: five of consists team project The A wikibasedonfoswikiwasimplemented. Part ofapublicbody The nextstepswereplannedasfollows: and thetrainingsonwiki. communication internal the as well as articles of posting the structure, the discuss to place took meetings monthly workshop, initial the After with MFGwereconducted. In January, 2015, the coordination process and the kick-off project meeting Technical realization of the wiki by the IT support was in October / November 2014. In autumn, 2014, discussions on implementing a wiki solution took place. made inthesummerof2014. The decision to implement new knowledge management software was not allcurrentdocumentscanbefoundquicklyonourinternaldrives. In addition, no standard file storage management system exists. Therefore, made easily accessible. and saved be therefore should and central is knowledge this company our For descriptions. job or changes staff the concerning management knowledgeorganised systematic no currently is there Furthermore, and password-freeway. should have access to relevant data and information in a fast, user-friendly as it is not user-friendly. With the implementation of a wiki the employees employees by accepted not was it but 2006/2007, in introduced was ual The electronically guided organisation manual was not up to date. The man Implementation process of the wiki will be completed (November 2015) of thefeedbackloops(August 2015) results the through wiki the updating and content with wiki the Filling Workshops andtrainingsessionsforemployees(July2015) “Carers” filltheWikiwitharticlesandcontent(May/June 2015) Appoint“carers”(April2014) - 85 Case studies 86 Knowledge Management 2.0 IV. Resultsduringandaftertheimplementationphase management 2.0? of knowledge means oftheproject the supportby How doyouassess your company? edge managementin reference toknowl improvement with bilities ofpotential Do youseepossi ment 2.0 tools? knowledge manage mentation oruseof from theimple tive effectsresulting Are thereanynega management 2.0? a result ofknowledge effects emergedas What positive management? 2.0 toolforknowledge mentation oftheweb factors inofimple What arethesuccess tation phase? during theimplemen culties orproblems Were thereanydiffi ------Show the meaning and the benefits of the Wiki, e.g. faster access ofaccess faster e.g. Wiki, the of benefits the and meaning the Show categories, WikiWords,andsoon. Primarily, ignorance of the technical handling. For example, the definition of the framework. us provides still and meaningful was plan project the of preparation mon Very good and competent impulse transmitter and contact person. The com and ideamanagement. Looking ahead, we are leaning towards continuous improvement processes agement 2.0toolshavebeenidentified. Until now, no negative effects of implementation or use of knowledge man dynamics ofourprojectteam. group the on influence positive a had it Furthermore, work. our of cesses pro and structures the about clear clarity some have we that was strategy So far, the positive effect of implementation of the knowledge management relevant information. - - - 06 PROJECT AND PARTNERS Project „Knowledge Management 2.0 for SMEs”

5 cooperating organizations

questionnaires 13632 sent to SMEs

21 training sessions 6 webinars

implementations 20 in companies

286 272 trained persons participants

1080 minutes (18 hours) 5 f2f meetings of online meetings

17329 mileage 100 pages of KM 2.0 pages handbook for companies 07 GLOSSARY 90 Knowledge Management 2.0 that that uses radio waves to provide wireless high-speed Internet and network connections. Wi-Fi: (Hyper TextTransferProtocol),HTTPS(Secure HTTP)andFTP(FileTransferProtocol). private network (either an intranet or an extranet). Common TCP/IP protocols are: HTTP a in protocol communication a as used be can It Internet. the of protocol or language TCP/IP: Taxonomy: information systems,databases,patentsetc. Structural capital: Strategy: Paradigm: to anypersonwhowantstakeacourse,withnolimitonattendance. Massive open online course (MOOC): over an IP network to access and manage the distributed directory information service. LDAP: communication. using web 2.0 tools and other tools related to the new technologies of information and organisation the within knowledge tacit and explicit share and use create, capture, Knowledge Management 2.0: that directlyaffectperformance. and analyzes the knowledge of individuals and groups across the organisation in ways Knowledge Management: sation usingInternetconceptsandtools. Intranet: capital, structuralandcustomercapital. Intellectual capital: experience, know-howetc. Human capital: to connectasinglecomputermodemforInternetaccess. as well as network home or company a in computers connect to cables uses Ethernet Ethernet: contained inacollectionofelectronicdocument Content mapping: which the procedure applies. The ready-to-hand knowledge of a community of practice. in environment the including task, a performing for procedure validated A problem. a Best Practice: short for Wireless Fidelity, is a local area wireless computer networking technology short for Lightweight Directory Access Protocol, it is an application protocol used Transmission Control Protocol / Internet Protocol is the basic communication basic the is Protocol Internet / Protocol Control Transmission A high level plan to achieve one or more goals under conditions of uncertainty. A network designed to serve the internal informational needs of an organi an of needs informational internal the serve to designed network A Is the most widely installed local area network (LAN) technology. Namely, technology. (LAN) network area local installed widely most the Is anexample,model,patternorstandard. Asystemofcategorisinginformation. A recipe that details the best known way to accomplish a task or solve or task a accomplish to way known best the details that recipe A that which is in the minds of individuals: knowledge, competencies, knowledge, individuals: of minds the in is which that "that which is left after employees go home for the night": processes, Identifying and organising a high-level description of the meaning the of description high-level a organising and Identifying Knowledge that is of value to an organization – made up of human a concept in which an enterprise gathers, organizes, shares a set of activities and processes designed to identify, to designed processes and activities of set a is a model for delivering learning content online - 08 BIBLIOGRAPHY 92 Knowledge Management 2.0 of leadershipculture.Knowledge ManagementResearch&Practice,2(1),48–57) Fliaster, A.(2004).Cross-hierarchical interconnectivity:forms,mechanismsand transformation European Commission(2006). ThenewSMEdefinition. 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. . .

. . 95 Bibliography KNOWLEDGE MANAGEMENT STRATEGY MAP Answer those key questions

Where are You now?

Where do You want to be?

How do you get Which tools will you use?

there? I

D E

G N

D T A E K I P E F L N G I P G C W L D O IN A O Y E W R TI N IN L L O ON OF K G KNOW EDGE ST

K K N N G N O O O IN I W R W T L A L A EDGE SH EDGE CRE

Which processes will you use? FOR IDENTIFYING THE KNOWLEDGE

FOR CREATING KNOWLEDGE

FOR STORING KNOWLEDGE

FOR SHARING KNOWLEDGE

FOR APPLYING KNOWLEDGE NOTES ......

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PROJECT PARTNERS ISBN 978-83-63481-09-4