The interplay between individual and collective knowledge: technologies for organisational learning and knowledge building

Kimmerle, Joachim; Cress, Ulrike; Held, Christoph

doi:10.1057/kmrp.2009.36

Cited by 113 publications

(72 citation statements)

References 27 publications

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“…However, technology is merely an enabler or tool because, the knowledge creating company of modern knowledge economy usually constrained to utilize technology in routine operations for gaining sleek access to the information (Anantatmula & Stankosky, 2008;Nickols, 2000). More specifically, the humantechnology interface facilitates individual knowledge creation (cognitive system) and organizational knowledge creation (social system) mechanism through an integrative mechanism of both processes (Kimmerle et al, 2010). This also supports the basic system theory paradigm that reiterates the use of social interaction and digital technologies by which individual learning knowledge creation can be undertaken.…”

supporting

confidence: 66%

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Memon¹,

Rizvi²,

Sumaiya³

2017

KPM

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This exploratory study deals with the core issues related to the operationalization of knowledge management in knowledge-intensive Pakistani banks. In terms of scientific relevance, this study is important, because it contributes to the body of literature on knowledge management issues in the context of banks in Pakistan. A qualitative research approach involving semi-structured interviews with senior managers and HR heads was adopted for the study. A total of sixteen interviews were conducted with senior managers and HR heads. All the interviews were carried out face to face amongst purposively selected participants from four commercial banks. The research findings were derived from the rigorous analytical process based on the qualitative content analysis method for making replicable and valid inferences from data in their context. The findings indicate that the present knowledge management system of the banks in Pakistan has helped members to meet the information needs through capture and to share explicit knowledge.

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supporting

confidence: 66%

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Memon¹,

Rizvi²,

Sumaiya³

2017

KPM

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“…This leads to the externalization of individual mental models [70,73], which allows teams to further develop ideas by rearranging, reorganizing, and redefining existing knowledge [53]. To this end, discussion encouragement offers opportunities to collectively develop ideas employing team members' abilities and motives to exchange knowledge [5,8,68].…”

Section: Discussion Encouragementmentioning

confidence: 99%

Beyond Brainstorming: Exploring Convergence in Teams

Seeber¹,

Vreede²,

Maier³

et al. 2017

Journal of Management Information Systems

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Collaborative brainstorming is often followed by a convergence activity where teams extract the most promising ideas on a useful level of detail from the brainstorming results. Contrary to the wealth of research on electronic brainstorming, there is a dearth of research on convergence. We used experimental methods for an in-depth exploration of two facilitation-based interventions in a convergence activity: attention guidance (focusing participants on procedures to execute a convergence task) and discussion encouragement (engaging participants in conversations to combine knowledge on ideas). Our findings show that both attention guidance and discussion encouragement are correlated with higher convergence quality. We argue that attention guidance's contribution is in its support of coordination, information processing, and goal specification. Similar, we argue that discussion encouragement's contribution is in its stimulation of idea clarification and idea combination. Contrary to past research, our findings further show that satisfaction was higher after convergence than after brainstorming.KEY WORDS AND PHRASES: attention guidance, brainstorming, collaboration, collaborative brainstorming, discussion encouragement, idea convergence, idea quality, idea selection, ideation, satisfaction, team, teamwork.Increased market competition, fast technological developments, and the dynamic environment in which organizations function set increasingly challenging requirements on an organization's ability to solve problems and make decisions. To address such challenges, organizations rely on the collaborative development of ideas, in both small teams and large crowds [39,45]. Since the 1950s, a vast body of literature has developed on brainstorming or ideation, spanning different disciplines such as psychology, information systems, and management [30,67,76]. This research shows that under a variety of conditions, teams using collaboration technologies and techniques may produce more ideas of higher quality than individuals who do not use such support [30,31,37,76].However, brainstorming by itself is insufficient for organizational value creation. It is an early step in a collaborative idea development process but does not produce a single final solution or decision [42,45]. In fact, most brainstorming techniques and technologies aim to generate high volumes of ideas to increase the likelihood that some promising ideas will be part of the results [15]. There are many examples of high brainstorming productivity: a team of end-user representatives working with information systems (IS) professionals can generate hundreds of user stories in a matter of hours [26]. A team of military decision makers can identify dozens of possible courses of action in response to an external event or threat [12]. Emergency 940 SEEBER, MAIER, DE VREEDE, AND WEBER response workers can easily collect hundreds of ideas to bring relief to areas that have been struck by natural disaster [84]. Brainstorming productivity gets even more pronounced...

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“…Learning occurs when people assimilate information, i.e. add new information to their existing cognitive schema, or accommodate their prior knowledge to new information, i.e., they re-arrange, re-organize, or redefine their existing knowledge [26]. For learning to occur, feedback must add new perspectives [7], which is likely in online innovation contests that attract people of different types who are often not experts in the given domain.…”

Section: H1: Task-motivation Feedback Is Positively Associated With Imentioning

confidence: 99%

“…For learning to occur, feedback must add new perspectives [7], which is likely in online innovation contests that attract people of different types who are often not experts in the given domain. Such feedback from a diverse audience base are likely to transform previous knowledge structures to contribute to a new and improved understanding of things [26]. Consequently, when ideators receive learning feedback that can improve their knowledge, their ideas should also improve.…”

Section: H1: Task-motivation Feedback Is Positively Associated With Imentioning

confidence: 99%

The More the Merrier? The Effects of Community Feedback on Idea Quality in Innovation Contests

Seeber¹,

Zantedeschi²,

Bhattacherjee³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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The interplay between individual and collective knowledge: technologies for organisational learning and knowledge building

Cited by 113 publications

References 27 publications

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Beyond Brainstorming: Exploring Convergence in Teams

The More the Merrier? The Effects of Community Feedback on Idea Quality in Innovation Contests

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