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The lecture introduces "Global Social Knowledge Management" - it starts with conceptual foundations and discusses research approaches and methodologies and potentially interesting research topics. Several studies on KM and Social Software are outlined, in particular studies on barriers of KM in global settings as well as utilizing SoSo for KM.
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The use of social software for Knowledge Management in
globally distributed settings
Jan Pawlowski & Henri PirkkalainenGlobal Information Systems group
Department of Computer Science and Information Systems
TJTSD66 Advanced Topics in Social Media
Global Information Systems
Mission StatementCreating and validating new solutions for Information Systems in a global context - this includes the support of individuals and organizations to improve competitiveness, performance, and mutual understanding
TopicsDesigning work and learning processes in globally distributed organizations Design & development methods for global information systems Culture analysis and awareness Support tools for knowledge intensive processes in global organizations ICT4D: ICT for development E-Learning and knowledge management in global organizations
Global Information Systems, University of Jyväskylä The Team
Kati Clements
Denis Kozlov
Jan M. Pawlowski
Philipp HoltkampHenri Pirkkalainen
Twitter feedback channel
#GSKM13
You can provide feedback and ask questions regarding our part and the research topics
through Twitter
Knowledge Management in Global Settings
Social Software – Vocabulary in IS field?
Starting point for global inspection - Barriers
Focus in KM – what has been studied and how?
Towards unexplored research territories
Social Software for KM: Contents
A first question
What is common knowledge?
Sauna: German instructions
Sauna: American instructions
Sauna: Finnish instructions
Related Concepts (modified, North, 1998)
Symbol
Data
Information
Knowledge
Skill
Competence
Competitiveness
+syntax
+meaning
+applying to new settings
+use
+context
+ uniqueness
Definition: Knowledge Management
“Knowledge management is defined as the management function responsible for the regular selection, implementation and evaluation of goal-oriented knowledge strategies that aim at improving an organization’s way of handling knowledge internal and external to the organization in order to improve organizational performance. The implementation of knowledge strategies comprises all person-oriented, organizational and technological instruments suitable to dynamically optimize the organization-wide level of competencies, education and ability to learn of the members of the organization as well as to develop collective intelligence.“ (Maier 2002)
”Planned and ongoing management of activities and processes for leveraging knowledge to enhance competitiveness through better use and creation of individual and collective knowledge resources.” (CEN 2004)
A first question…
Why is Knowledge a Global Success
Factor?
Just a simple product?
Business Process Management in a Networked Business
ProcessingB
Sales
IT Services
Management
R&D
Marketing
Material FlowKnowledge/ Information / Data Flow
Marketing
Marketing
Marketing
Sales
Sales
ProcessingA
R&D
IT Services
Production
Some random questions…
Decision questions– Where to produce?– How to build partnerships (joint ventures, contractors, …)– Which systems to exchange knowledge?
Operational questions– How to process wood?– When will the next shipment arrive?– How to market the product in Japan?– How to explain the concept and advantages of Finnish
saunas?– How to find the main problems of customers?– Which are import and safety regulations?
This means…
Knowledge is a key to global success
Global KM managers need to understand the value chain and knowledge requirements
Global KM managers need to understand knowledge processes and culture
Global KM managers are the main hubs for smooth operations in production and service enterprises
Which kind of IS support is promising or proven successful?
Summary
Knowledge as a critical success factor
Knowledge management to support businesses
Global aspects – Understanding the context– Process design– Systems and tool support– Cultural aspects
Social Software as a promising tool to combine human- and technology-orientation– Which tools for which context?– How to overcome cultural differences?– How to embed tools?
Social Software?
Social Software
“Social Software enables an interactive way of collaboration, managing content and connecting to online networks with other people. It supports the desire of users to be pulled into groups in
order to achieve their personal goals” (Wever, Mechant, Veevaete & Hauttekeete 2007)
Social Software
4 Cs of Social Software
Cook, N. Enterprise 2.0: How Social Software Will Change the Future of Work, UK:Gover, 2008.
Intertwined terminologies!
Social Media
(Zheng et al. 2010)
Groupware
Message systems
Multiuser editors
Group decision support systems (GDSSs)
Computer conferencing systems
Shared information spaces
Workflow management/coordination systems
…Much older approach in the IS research
Ellis, Gibbs & Rein 1991)
Ellis C.A., Gibbs S.J. & Rein C.L. 1991. Groupware: Some issues and experiences. Communications of the ACM 34 (1), 39 – 58.
Collaboration tools
Onyechi & Abeisinghe 2009
Refs to Social Media, Social Software, Groupware, Web 2.0…
Web 2.0
Often explained as the combination of methods and techniques on which Social Media is based on
Still used in IT literacy
http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html
What do you focus on when addressing Social Software?
Research Trends for KM & SoSo
Constructive / Design-oriented research– Tools to improve knowledge exchange and distribution
Do we really understand how global KM works: Qualitative Research– Understanding which influence factors and relations emerge in
global settings– For example: Barriers to KM (why and how)
Relating and quantifying: Quantitative Research– Understanding behavior in KM settings– E.g. ISSM, TAM, KM Success Model
• What type of relations, how strong, cause-effect etc.• Applied for example in Social networking studies, also Web 2.0 focus
Barriers?
Discussed from the viewpoint of an individual or group of people
Can relate to social interaction and as an example to factors that hinder or challenge knowledge exchange
Might relate to challenges and risks when adopting or using a specific technology
Challenges set by diverse workers, hierarchies and cultural influences within an organization
In many cases tied to a specific context
Can be presented as a wider concept “cultural distance” …or as a question that is formed from the problem,
“How to reward contribution?”…
Barriers
“Knowledge Islands”
=
Dependent on businessprocess and project
+
Location, time, culture and language
+
Organizationaland hierarchical
Success factors - barriers
Critical Success Factors (CSF)
The relation between a barrier and success factor not always clear
…not always counter balanced in a way that overcoming a barrier means a success
…not all success factors can be derived from barriers
Barriers are a starting point to understand success factors within a specific context
Geographical dispersion of individualsCSF
“set meeting schedules and rules of engagement” “conduct periodic face-to-face meetings”
Success FactorsHolistic, integrated and standardized approach– KM integrated within culture, coordination, and leadership – Consider relationships and interdependencies – Avoid isolated solutions, e. g., different, incompatible communication systems, no
standards, different knowledge processes,– Knowledge processes and ICT platforms for KM should be standardized
throughout the organization and integrated with the existing business processes.
Knowledge-oriented culture– Supportive organizational culture – Open and communicative atmosphere – Supporting a knowledge-oriented culture through e. g., communication of success
stories and best practices, through the acceptance of errors a s well as promoting individual responsibility
Management support – Top management to strategic knowledge goals, allocate sufficient budgets to the
KM initiative– Providing good example for the change of behavior – A knowledge champion can act as a coordinator for management support as well
as key speaker and motivator for the initiative.
Instruments
Context. Organization / Individuals
Relation of concepts – GSKM(Global Social Knowledge Management)
Pawlowski & Pirkkalainen 2012
Organization
al barrie
rs
Pirkkalainen & Pawlowski 2013
Organization
al barrie
rs
Pirkkalainen & Pawlowski 2013
Social
barriers
Pirkkalainen & Pawlowski 2013
T e c h ni c al
b ar ri er s
Pirkkalainen & Pawlowski 2013
C ul tu ra l b ar ri er s
Pirkkalainen & Pawlowski 2013
Methodology to capture barriersDifferent approaches depending on the discipline and maturity of the field
KM
Observation, ethnographic approachesRelying on the rigor of the researcher
The main authors often experts with long history in the field
ExperiencesDocumented best practices, policies
Also combined approaches applying interviews and surveys within specific organizations
Global factors
Long traditions, identification turned to concrete context specific understanding
Social Software
Depending what is analyzed (adoption, influencing factors for sharing, usability etc.)
Expert interviews, surveys, lab testing etc.
Research trend II - Merging research orientations and disciplines
Research results – Part IPublished in ECIS 2011
Studying influencing factors for Researchers’ sharing intentions in Social Networking sites. Focus on sharing research and educational information.
Kalb, Hendrik; Pirkkalainen, Henri; Pawlowski, Jan; and Schoop, Eric, "SOCIAL NETWORKING SERVICES AS A FACILITATOR FOR SCIENTISTS’ SHARING ACTIVITIES" (2011). ECIS 2011 Proceedings. Paper 267. http://aisel.aisnet.org/ecis2011/267
Examined our suggested hypotheses in a quantitative analysis
Model: Extending TAM towards knowledge sharing. Influence factors of:-reputation-anticipated mutual benefit-self-efficacy-enjoy helping-internal personal computing support-external computing support-management support
Hypothesized based on existing literature
Social Networking Services for research and education
Folie 40
Research results – Part ISurvey: 54 eligible responses
Data analysis was conducted using the Partial Least Squares (PLS) approach and the SmartPLS software. PLS is a structural equation modeling technique (SEM) – well fitting to confirmatory research
Results:Expected reputation through sharing activities is an important predictor of the intention
the perceived usefulness of an SNS influences the intention to share informationTo influence the usefulness in our context we found as antecedents the anticipated reciprocal relationships through knowledge sharing in the system, the perceived ease of use of the system and management support….and Influence of enjoy helping on the intention to share educational resources in a SNS
Not significant: internal and external support, we can not find support for the hypotheses H5a and H5b, which propose a positive influence of self-efficacy on sharing behavior.
Kalb, Hendrik; Pirkkalainen, Henri; Pawlowski, Jan; and Schoop, Eric, "SOCIAL NETWORKING SERVICES AS A FACILITATOR FOR SCIENTISTS’ SHARING ACTIVITIES" (2011). ECIS 2011 Proceedings. Paper 267. http://aisel.aisnet.org/ecis2011/267
Research results – Part IICurrently studied
Studying barrier significance for using OER portals.
Contextualization of the previously presented barriers with OER focus
Step1: Literature researchStep2: Narrowing the focus and studying barriersStep3: Mapping identified barriers to KM activities and interventionsStep4: Studying changes over time. Deeper investigation on implications and reasons behind
Example OER Social Software
Research results – Part IICurrently studied
Combining engagement activities (focus group) with the survey instrument.
Running teacher workshops across Europe- Presenting OER portals for teachers, running a scenario,
discussing SWOT, change enablers- Filling the survey on-site or online
1176 eligible responses from 20 countries
Extending current OER research to Social Software (portal focus) to understand most significant challenges.
Data analysis in progress… Variance analysis (One-way ANOVA) depicts the significance of barriers dependent on the nationality of the stakeholders.
Research results – Part IICurrently studied
Example difference between countries: availability of resources in own languageSignificant barrier: Bulgaria, Croatia, Lithuania, Latvia…Not significant: Romania, Spain, Netherlands, Finland..
Social Software in Knowledge Management
Individuals, process/culture, technology
In many cases generalizing the purpose of Social Software/media unnecessarily
E.g. “social media is essentially a social networking site, with subscribing”
Support of Social Software for different levels of KM: Knowledge evolution, knowledge use/reuse, knowledge sharing/transfer
Not to replace but to support?
Are we discussing a specific service
or about the web in general?
Collaboration
Awareness
Documentation
Customer engagement
Interaction with stakeholders
…
Social Software in KM
Research trends III
Analyzing the cultural, organizational, and individual context
Identifying barriers and potential success factors
Choosing and creating solutions (=interventions / methods)– Aligned with strategies and processes– Addressing barriers– Involving all stakeholders– Not overloading people
Utilizing barrier-knowledge in KM processes
Social Software in KM activities and tasks
Not all tools are meant to support all knowledge steps/tasks
Identifying
Collection, modification, collaboration
Annotation
Sharing, awareness
Knowledge Management Tasks creation, building, anticipation or
generation acquisition, appropriation or
adoption identification, capture, articulation or
extraction collection, gathering or accumulation (legally) securing conversion organization, linking and embedding formalization storage refinement or development distribution, diffusion, transfer or
sharing presentation or formatting application, deploying or exploiting review, revision or evolution of
knowledge
Source: (Maier, 2004)
From barriers to tools…Tool category
Purpose Key End user Functionality
KM Activities & processes Main Barriers
Blogging tools Communication -Post writings -Comment on writings -Share writing (external/internal) -Evaluate writings -Extend with plugins / integrate to other systems -RSS (alerts)
-Active & passive exchange of professional information (Fiedler & Welpe 2011). -Acquire / capture / create, Apply/share/transfer. Incentive for (Reuse/innovate/evolve/transform), alerting (Avram 2006) -Knowledge Evolution (Zheng & Zheng 2010) -Idea-generation and problem- solving (Zhang 2010) -Externalization, combination (Chatti et al, 2007) -Creation, codification, sharing, collaboration, organization (Razmerita 2009)
Organizational, Cultural, Social Organizational (Zhang 2010), Fitness to task (Thom-Santelli 2010) Cognitive (Kim 2008)
Micro-blogging tools
Connection / awareness.
-Post micro writings -Comment / share / evaluate micro writings -Share material / Information via micro writings -Manage profile (notifications (RSS), privacy) -Follow other users -Send direct messages
-Retrieve knowledge for use (Zheng & Zheng 2010), -Enhancing information sharing (easy to identify information updates), building common ground, sustaining connectedness among colleagues, supporting informal communication (Zhao & Rosson 2009) -Alerting, informing users of changes (Levy 2009; Avram 2006) -Socialization, combination (Chatti et al, 2007)
Organizational, Social Fitness to task (Thom-Santelli 2010), Social (trust) (Zhao & Rosson 2009)
Pawlowski & Pirkkalainen 2012
From barriers to tools…
Pawlowski & Pirkkalainen 2012
From barriers to tools…
Pawlowski & Pirkkalainen 2012
From barriers to tools…
Pawlowski & Pirkkalainen 2012
Supporting processesSocial Software
Maier & Remus (2003) Implementing process-oriented knowledge management strategies
KM activities & instrumentsBarrier-knowledge
Maier & Remus (2003) Implementing process-oriented knowledge management strategies
Focus points for research
Ranging from smaller to large research activities
Distributed teams (local to global, small vs massive)– What type of challenges they face in their work– How could Social Software support / how should it be
integrated to the working activities / how to ensure adoption / how could it bridge the gap to other communities or collaborators/competitors
• For example analyzing where do the collaborators or relevant stakeholders interact (European projects one perfect example).
– Setting clear Social Software policy that differentiates between internal/external work, customer relations etc.
– …
Thank You
Contact Information
Prof. Dr. Jan M. [email protected]: jan_m_pawlowskiOffice: Room 514.2Telephone +358 14 260 2596http://users.jyu.fi/~japawlow
Henri [email protected]: Room 511.1Telephone +358 400247684
ReadingsZheng, Y., Li, L., & Zheng, F. (2010). Social Media Support for Knowledge Management. In Proceedings of the International Conference on Management and Service Science, pp. 1-4. dpi: 10.1109/ICMSS.2010.5576725 [IEEE Xplore at Nelli]
Levy, M. (2009). WEB 2.0 implications on knowledge management. Journal of Knowledge Management, 13(1), 120-134. [Nelli e-journals]
Pawlowski, J.M., Pirkkalainen, H. (2012): Global Social Knowledge Management: The Future of Knowledge Management Across Borders? Proc. of European Conference on Knowledge Management, June 2012, Spain. Retrieved from: http://users.jyu.fi/~japawlow/Global%20Social%20Knowledge%20Management_ECKM2012_citation.pdf