In thisarticl weilLDT4/L1 a methodol4T for introducing and maintaining ontolDC based knowlC1j management appl4T1T1T4 into enterprises with a focus on KnowlTLL Processes and KnowlCTD Meta Processes.Whil the former process circlD around the usage of ontolRCqq4 thel4TL1 process guides their initial set up.

Many organisations need to respond quickly to change and their workers need to regularly develop new knowledge and skills. The prevailing approach to meeting these demands is on-the-job training, but this is known to be highly ineffective, cause stress and devalue workplace autonomy. Conversely, organisational learning is a process through which workers learn gradually in the work context through experience, reflection on work practice and collaboration with colleagues. Our approach aims to support and enhance organisational learning around enriched work representations. Work representations are tools and documents used to support collaborative working and learning. These are enriched through associations with formal knowledge models and informal discourse. The work representations, informal discourse and associated knowledge models together form on organisational memory from which knowledge can be later retrieved. Our methodological approach to supporting organisational learning is drawn from three industrial case studies concerned with machine maintenance, team planning and hotline support. The methodology encompasses development and design activities, a description of the roles and duties required to sustain the long term use of the tools, and applicability criteria outlining the kind of organisations that can benefit from this approach.

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this document are: (i) An overview of the On-To-Knowledge building blocks and their relationships, (ii) a methodology for introducing and maintaining ontology based knowledge management solutions into enterprises with a focus on Knowledge Processes and Knowledge Meta Processes and, last but not least, (iii) the illustration of process steps by examples and lessons learned derived from applying the OTK tool suite in the OTK case studies according to the methodology

Introduction In recent years Knowledge Management (KM) has become an important success factor for enterprises. Increasing product complexity, globalization, virtual organizations or customer orientation are developments that ask for a thorough and systematic management of knowledge - within an enterprise and between several cooperating enterprises. Obviously, KM is a major issue for human resource management, enterprise organization and enterprise culture - nevertheless, information technology (IT) plays the crucial enabler for many aspects of KM. As a consequence, KM is an inherently interdisciplinary subject. IT-supported KM solutions are built around some kind of organizational memory [ABH+98] that integrates informal, semi-formal and formal knowl- edge in order to facilitate its access, sharing and reuse by members of the organization(s) for solving their individual or collective tasks [DCGR99]. In such a context, knowledge has to be modelled, appropriately structured and interli

Summary. In this chapter we present a methodology for introducing and maintaining ontology based knowledge management applications into enterprises with a focus on Knowledge Processes and Knowledge Meta Processes. While the former process circles around the usage of ontologies, the latter process guides their initial set up. We illustrate our methodology by an example from a case study on skills management. The methodology serves as a scaffold for Part B “Ontology Engineering” of the handbook. It shows where more specific concerns of ontology engineering find their place and how they are related in the overall process. 1

The aim of this paper is to study interaction patterns among the members of a community of practice within the Dutch police organization and the way they share and construct knowledge together. The online discourse between 46 members, using First Class, formed the basis for this study. Social Network Analysis and content analysis were used to analyze the data. The results show that the interaction patterns between the members are rather centralized and that the network is relatively dense. Most of the members involved within the discourse but person to person communication is still rather high. Content analysis revealed that discourse is focused on sharing and comparing information.

Knowledge sharing in communities has attracted much attention in the field of knowledge management in research and practice. In this paper we outline a view where the community lifecycle is supported at di#erent stages. The central component of our framework is the community ontology SWRC+COIN that describes the typical structure of communities. We exemplarily show how communities in the academic domain can be detected automatically by means of analyzing information flow in a bibliographic Peer-to-Peer system and how the instantiated community knowledge base can be exploited to support cooperative work in the communities.

This document is part of a research project partially funded by the IST Programme of the Commission of the European Communities as project number IST-1999-10132. The partners in this project are: Vrije Universiteit Amsterdam VUA (coordinator, NL), University of Karlsruhe (Germany), Schweizerische Lebensversicherungs- und Rentenanstalt/Swiss Life (Switzerland), British Telecommunications plc (UK), CognIT a.s. (Norway), EnerSearch AB (Sweden), AIdministrator Nederland BV (NL)

We report on a study of the relationship between collaboration and knowledge management. Successful knowledge management projects encourage and enhance collaboration between employees. The presence of `collaborative' technologies might help that process but does not automatically increase collaboration. Empirical evidence is taken from a broad range of organisations: Anglian Water plc, BG Technology, BP Amoco plc, Ernst and Young and the European Bank for Reconstruction and Development (EBRD). Four of these organisations focus their knowledge management policy on the development of their corporate intranet. The empirical evidence shows that knowledge management is a collaborative activity, which depends on the creation of `shared context' between the participants. This is more likely to occur with a combination of face-toface meetings and machine-mediated communications. __________________ The copyright of this paper belongs to the paper's authors. Permission to copy without fee all or part of this material is granted provide that copies are not made or distributed for direct commercial advantage Proc. of the Third Int. Conf. On Practical Aspects of Knowledge Management (PAKM2000) Basel, Switzerland , 30 -- 31 Oct. 2000, (U Reimer, ed.) http://sunsite.informatik.rwth-aachen.de/Publications/SEUR-WS/Vol-34/ 1