E-Business

"The mental action or process of acquiring knowledge and understanding through thought, experience, and the sensees. "

Information processing view of an individual's psychological functions.
there is an internal and extenral cognition.

Internal cognition: processing by using mental models.

Direct function of the complexity of the performed task and the cognitive capacity of the learner.
e.g. 23 * 4 =  ?
 

External cognition: processing with help of external representations (text, graphics). Complexity tied to the ways in which information is presented. High load through superfluous processed that do not directly contribute to develop understanding / learning

Eg. XXIII * IV = ?

• Offloading = extend to which external representations reduce the amount of cognitive effort requried to solve infomrationally equivalent problems. E.g. identify the longest spaghetti of the entire package
  • High extraneous cognitive load = measures each spaghetti
  • Low extraneous cognitive load = takes all of them and make them even at the bottom, so you see the one who sticks up the highest.

Arranging objects in office environment to increase efficiency and reduce cognitive load.

Order icons by colour. Remove all items in toolbar of the laptop I do not use at least 4 times a week.

Colored epics. Easy to sort through and recognizable without reading each name

• Not just the brain but an overall environment is conceived as a cognitive system
• Social-technical: cognition is off loaded into the environment through social and technological means
• Cognitive and embodied: embodiment of information that is embedded in representations of interaction
• E.g.
  • Aviation
  • IT: collaborative tagging: associate tags with online materials and share collectively
  • Clinical workplaces

• Medical actors use gestures to
• Connect speed
• With the visual and haptic structures of their own bodies
• And of artifacts, such as technological instruments and computers,
• To construct complex, multimodal knowledge representation

Production factors: input to produce goods and services
Four major groups:
- Land (include all natural resources),

• Labor(including all human resources),
• Capital (including all man-made resources), and
• Knowledge, recognized as a factor of production in ist own right.

Period = P

Economic goods = E

Assets = A

P: primary economics, E: raw material, A: Buildings, land

P: Secondary economics, E: Product, A: Machines , energy

P: Teriary economics, E: Services, A: Infrastructure

P: Quartiary economics, E: Knowledge, A: Networks

• CEOs rank investment in people number 1 way to accelearate business performance
• Challenges: competence development has become more difficult
• Decreasing halt-life of skills (from 10-15 to 5 years)
• More time to train new skills (from 3-36 days)

• Using knowledge does not consume it.
• Transferring knowledge does not result in losing it.
• Knowledge is abundant, but the ability to use it is scarce.
• Much of an organization’ s valuable knowledge walks out the door at the end of the day.

Knowledge workers: employees such as data analysts, product developers, planners, programmers, and researchers who are engaged primarily in acquisition, analysis, and manipulation of information as opposed to in production of goods or services.
 
Knowledge worker = KW, Blue collar worker (manual) = MW

Scope: KW: What is the task, MW: Task is given

Control: KW: Self-management/autonomy, MW: Command-and-control

Education: KW: Continuous learning, MW: Pre-service training

Quality /vs quantity: KW: Quality is the essence of knolwedge work, MW: Quantity of the output (qith minimum qual. standards)

Motivation: KW: what motivates KW is what motivates volunteers, MW: Financial incentives

Individual memory is developed based on a person's observations, experiences, and actions

Collective or organizational memory is defined as the means by which knowledge from the past, experience and events influence present organizational activities.
Organizational memory extends beyond the individual`s memory to include other components such as ▪ organizational culture ▪ structure (e.g., formal organizational roles, processes), ▪ ecology (physical work setting) and ▪ information archives (both internal and external to the organization).

Iteration: developing artifact =Y gathering feedback => improving artifact / or making new/ better artifact

Possible artifacts: paper prototype, written scenario, video scenario, static digital prototype, prototype.

1. Field observation: participatory observation, interviews
2. Process analysis
3. Scenario-based design
4. Usability studies
5. Experiments/simulations
6. Rollout & evaluation of target destination

Scenario-based design: using stories as communication tools to mediate between different project stakeholders

• Scenarios are stories. They are stories about people and their activities… They include or presuppose a setting, agents, or actors with goals.
• Scenarios have a plot; they include sequences of actions and events, things that actors do, things that happen to them, changes in the circumstances of the setting, and so forth
• Scenario representations can be elaborated as prototypes, through the use of a storyboard, video, and rapid prototyping tools.

No could, would, it is used in scenario description, only strong sentences like Today he attends the lecture Business Knowledge Engineering. They start with the assignment of the course with his colleague. After logging in with his VPN he… Then he… After this, he….

After collection scenarios, you need to evaluate them by rating it by importance.

• enable the co-development (e.g. in transdisciplinary teams) and iterative refinement of ideas and concepts
• support reasoning about situations of use, even before those situations are actually created.
• are key in spreading the ideas in the organisational context in the sense of a change management tool

• Using a mobile phone to transmit data from one to another person
• Learning through problem-solving
• Hierarchy: bottom-up knowledge generation
• Formality: formalizing (codifying) informal knowledge

The development of information systems requires a good understanding of the multimodality through which knowledge is shared in the organisation (interplay of gestures, speech, computer artefacts)

What do you do when you think you've achieved all your goals in a project?

Strategic knowledge goals: organizational core capabilities & future knowledge needs

Operational knowledge goals: concrete objectives and activities: the creation of a knowledge manager role, advisory committees, networks, internal markets for knowledge.

Main strategic objectives: " transmutation of accumulated knowledge  into a corporate asset, by:

• Exploiting  the vast amount of knowledge across organizational boundaries
• Providing easy, rapid access to a global knowledge base
• Eliminating time and space constraints in communications
• Stimulating associates to experience the value of knowledge sharing

• Problem: Big companies lose track of their internal and external data, information, and capabilities
• Goal: create internal and external transparency and support employees in knowledge-seeking
• Tools: knowledge maps and matrices, yellow pages, which support systematic access to parts of the organizational knowledge base
• Example: Holderbank( cement producers): reinventing the wheel across units involved in product development
• Solution: new system and synthesis of objectives, activities, status, and results of 283 projects in product development plus visualization matrix

1. 5&6
2. William Sanchez and Thompson in general knowledge ability. From the bottleneck ability:  Norma Michell ( cause she is good in the two bottleneck areas) and Maria White is also covering with expertise in bottleneck areas.
3. Address bottlenecks, provide training / coaching. Schedule shadowing sessions for less skilled employees. Build mentoring relationships. Give a workshop

• Enables managers, function, or business owners to understand the skill strengths and weaknesses of employees reporting to them.
• Increased capacity - by addressing skills shortages and increasing employee competencies companies can release real capacity into their businesses without incurring the heavy costs of recruitment
• Creates the ability to search for desired skills and talents across the organization (e.g. to help fill a role or to assist with either short or long term increased requirements of a task from an end-client)
• A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness
• Enables proficient future planning against the projected availability of staff.
• When used company-wide creates management consistency to drive an organization forward

Buy critical capabilities using focused acquisition strategies.

Four important channels

1. Knowledge held by other firms ( take over, joint ventures)
2. Stakeholder knowledge (involving customers in product development)
3. Experts (recruitment or consultants)
4. Knowledge products (training, patents, software…)

Produce new internal or external knowledge on both the individual and the collective level

Collective knowledge development: R&D, community of practices, internal think tanks, learning arenas, internal centres of competence, or product clinics,

E.g HP internal communities of practice to help with problem solving

Technical/technological, organizational, physical, and cultural distribution mechanisms: (NL, intranet, corporate social media platform, lessons learned, best practices, job rotation, building mechanisms, incentives for sharing, brokering, etc. )

Use productive deployment of organizational knowledge in the production process

Problem: Losing knowledge during reorganization; employee turnover Selective preservation Example: Hoffmann-LaRoche: market approval for new products caused delays, (costs $1 million in sales per day) Knowledge maps that define key customer questions and requirements and store experience and lessons learned

• different companies have different positions
• job titles vary
• knowledge management is often a part-time role
  • representing a portion of a manager’s responsibilities
  •  or multiple KM roles might be integrated into one position
  • or knowledge management responsibilities are integrated into a more general function (e.g. intellectual capital manager)
• some roles are temporary (e.g. project managers in the implementation team, change managers, IT specialists)

E.g.

• Chief Knowledge office (CKO)
• Knowledge manager
• Champions/brokers
• Knowledge worker
• CEO, CIO

Scientific disciplines

•  Organizational psychology
• Education and learning
• Cognitive science
• Management science
• Library and information sciences
• IT and artificial intelligence

“Knowledge has become the key resource, … we need systematic work on the quality of knowledge and the productivity of knowledge … the performance capacity, … if not the survival of any organization in the knowledge society will come increasingly to depend on those two factors”

• Employees get 60-75% of their relevant information directly from other people.
• Average information worker spends over an hour and a half on email each day, i.e., 20% of their work time.
• 80% of the organization digitized information resides in individual hard drives and personal files; majority of organizations believed that much of the knowledge they needed existed inside the organization, but that identifying that it existed, finding it, and leveraging it remained problematic (Cranfield University).
• Negative relationship between job turnover (about 20%) and organizational performance (Park & Shaw 2013)

A survey of European firms by KPMG Peat Marwick found that

•  almost half of the companies reported having suffered a significant setback from losing key staff
  • with 43% experiencing impaired client or supplier relations
  • and 13% facing a loss of income because of the departure of a single employee.