Using intranet technology to foster organizational knowledge creation

Many organizations have embraced intranets with the intent to harness the technology to support knowledge management initiatives. Despite the promise that intranet technology holds in this regard, many of the early research studies indicate rather disappointing results. In this paper we propose a model that organizations can use to conceptualize and reflect on their intranet applications with a view towards more fruitful results, specifically in terms of knowledge creation. We do so by drawing upon Nonaka’s well-known framework of knowledge creation and combining that with a taxonomy of five intranet use modes. For each of Nonaka’s four knowledge creating activities we associate and describe the corresponding primary intranet use mode that we argue can foster the knowledge creation process. We illustrate the arguments with findings from our own empirical intranet field studies and other documented intranet-related knowledge management research. We conclude with some implications of the model and we suggest avenues for further research.

Harnessing intranet technology for organisational knowledge creation

Many organisations have embraced intranets with the intent of harnessing the technology to support knowledge management initiatives. Despite the promise that intranet technology holds in this regard, many of the early research studies indicate rather disappointing results. In this paper we propose a model that organisations can use to conceptualise and reflect on their intranet applications with a view towards more fruitful results, specifically in terms of knowledge creation. We do so by drawing upon Nonaka's well-known framework of knowledge creation and combining that with a taxonomy of five intranet use modes. For each of Nonaka's four knowledge creating activities we associate and describe the corresponding primary intranet use mode that we argue can foster the knowledge creation process. We illustrate the arguments with findings from our own empirical intranet field studies and other documented intranet-related knowledge management research. We conclude with some implications of the model and we suggest avenues for further research.

Using a knowledge management evaluation framework for improving an ERP system - a Hong Kong construction industry case study

Organisations need to rely on leadership, information support and human capital in order to ensure a knowledge advantage over their competitors. Knowledge management (KM) provides organisations with sustainable competitive advantage, because it becomes extremely difficult for an organisation to cut expenditure and increase revenue by simply reengineering its business model. Project delivery and success has been traditionally viewed and measured as management of a three-legged stool, with the legs defined as cost, schedule and quality. However, KM can be linked to success by organisations becoming more effective as well as being more efficient.

This paper uses a KM framework, the Knowledge Advantage (K-Adv), developed initially for use by construction organisations. It assesses the impact of leadership and its supporting information communication technology infrastructure on the ability of people (by effectively creating, sharing, disseminating and using knowledge) to facilitate sustainable competitive advantage.

A case study that is presented is based upon the experience of a leading construction company using an Enterprise Resources Planning (ERP) system to demonstrate the effectiveness of KM from a cost management business unit perspective. Results are evaluated using a capability maturity model (CMM) - that forms the core of the K-Adv tool - to help improve processes that meet the needs of the organisation operating in a highly dynamic business environment. The case study is part of a broader doctoral research project that uses action learning to facilitate and measure ERP improvement.

Automatic parallelisation and execution of applications on clusters

Parallel execution is a very efficient means of processing vast amounts of data in a small amount of time. Creating parallel applications has never been easy, and requires much knowledge of the task and the execution environment used to execute parallel processes. The process of creating parallel applications can be made easier through using a compiler that automatically parallelises a supplied application. Executing the parallel application is also simplified when a well designed execution environment is used. Such an execution environment provides very powerful operations to the programmer transparently. Combining both a parallelising compiler and execution environment and providing a fully automated parallelisation and execution tool is the aim of this research. The advantage of using such a fully automated tool is that the user does not need to provide any additional input to gain the benefits of parallel execution. This report shows the tool and how it transparently supports the programmer creating parallel applications and supports their execution.

Is it only 'what works' that 'counts' in new knowledge economies? Evidence-based practice, educational research and teacher education in Australia

Recent texts on globalisation and education policy refer to the rapid flow of education policy texts producing or responding to common trends across nation states with the emergence of new knowledge economies. These educational policies are shaping what counts as research and the dynamics between research, policy, and practice in schools, creating new types of relationships between universities, the public, the professions, government, and industry. The trend to evidence-based policy and practice in Australian schools is used to identify key issues within wider debates about the ‘usefulness’ of educational research and the role of universities and university-based research in education in new knowledge economies.

An examination of the joint venture market entry option in China : a case study of an Australian company's international marketing experience in China

There is a widely held view in the literature that foreign companies looking to invest in the China market should opt for joint ventures rather than wholly foreign-owned enterprises for many reasons, ranging from a smaller capital commitment to utilising the market knowledge of local Chinese partners. This paper examines this issue in the light of the experience of the Foster's Brewing Group which established three joint ventures in China only to reject this form of market entry option within a few years. The paper looks at some of the reasons behind Foster's rejection of the joint venture option and proposes some key guidelines that foreign companies should follow if they are to successfully establish joint ventures in China.

Thinking/acting locally/globally: western science and environmental education in a global knowledge economy

This paper critically appraises a number of approaches to 'thinking globally' in environmental education, with particular reference to popular assumptions about the universal applicability of Western science. Although the transnational character of many environmental issues demands that we 'think globally', I argue that the contribution of Western science to understanding and resolving environmental problems might be enhanced by seeing it as one among many local knowledge traditions. The production of a 'global knowledge economy' in/for environmental education can then be understood as creating transnational 'spaces' in which local knowledge traditions can be performed together, rather than as creating a 'common market' in which representations of local knowledge must be translated into (or exchanged for) the terms of a universal discourse.

Creating spaces for pedagogy : research as learning

As teacher-educators, the authors designed and implemented a small study that mapped teacher-education students' understandings of their own identities and how they made sense of ethnicity and class differences among their secondary students while on teaching rounds. While the authors did not set out to 'teach' their research participants, it was during the analysis of data from the research project, that they began to realise the potential of research to create opportunities for learning. In this paper the authors speculate on the 'conditions' of knowledge production and suggest that the dialogic nature of interviews and focus group discussions can offer pedagogical spaces for learning. Research designs that incorporate opportunities for participants to re-tell narratives over periods of time, may position participants as experts in knowledge production and may reposition them and researchers in more equitable power relations. The authors present an example of one participant's narrative together with their interpretations to explore how research potentially offers 'evidence' of learning. While this is tentative only, the authors suggest there is a need to create spaces for pedagogy in the design and execution of educational research.

Is it only 'what works' that 'counts' in new knowledge economies? Evidence-based practice, educational research and teacher education in Australia

Recent texts on globalisation and education policy refer to the rapid ¯ow of education policy texts producing or responding to common trends across nation states with the emergence of new knowledge economies. These educational policies are shaping what counts as research and the dynamics between research, policy, and practice in schools, creating new types of relationships between universities, the public, the professions, government, and industry. The trend to evidence-based policy and practice in Australian schools is used to identify key issues within wider debates about the `usefulness' of educational research and the role of universities and university-based research in education in new knowledge economies.

Knowledge development and creation in email

Newly created knowledge is increasingly viewed as a highly valuable source of competitive advantage for business. Email is explored in its recently recognized role as a place of organizational knowledge development and creation, employing discourse analysis of email conversations as the research approach. This paper describes a knowledge development lifecycle derived from the empirical study, and provides insight into the nature of knowledge development and creation in organizations. We found that in selected email conversations, employees naturally and intuitively build purpose driven new knowledge incrementally and iteratively, crystallizing knowledge under construction by submitting it repeatedly to a range of key stakeholders for comment, until a 'consensus' is reached regarding the outcome. Our findings identify the process of knowledge qualification in organizational knowledge creation, and suggest that organizational knowledge may be politically constructed. The research results have the potential to assist organizations in understanding and facilitating processes and conditions for knowledge creation and development. The study also highlights the potential for email as a key component in a company's formal KM strategy.

Knowledge management in a major construction firm in Tawian: a case study-examining the impacts of KM initiatives within the firm.

This paper addresses knowledge management (KM) in a project management organisation through a case study. The case study organisation is a small- edium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting). The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. As part of a larger research project, this case study was one of four case studies conducted in major construction organisations in Singapore, Taiwan, and Australia. The study revealed the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate). It concludes that a technologically and functionally sound KM infrastructure does not necessarily assure an organisation with a capability to manage knowledge. Organisations need to ensure that the KM repository is made up of quality and relevant contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).

Are knowledge management infrastructructures capable of managing knowledge?: Case study of a major construction firm in Taiwan

This paper addresses knowledge management (KM) in a project management organisation through a case study.

The case study organisation is a small-medium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting).

The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. This study is part of an on-going international comparison involving major construction organisations in Singapore, Australia, and Taiwan.

This study examines the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate).

It concludes that a technologically and functionally sound KM infrastructure did not necessarily assure that an organisation had a capability to manage knowledge. Organisations need to ensure that their KM repository is made up of relevant and quality contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).