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.

This document was prepared using an extended version of the Digital Document Discourse Environment (D3E) [21]. Figure 1. A redesigned planning document (in the centre), with a navigation bar (to the left) and an associated discussion and rationale space (to the right). Another important design issue was the development of the initial seed structure of the discussion and rationale capture component of the WR. This initial seed was based on the identified stereotypical steps or issues involved in the activity the WR supported. These were identified from interviews with workers and an examination of the original document structure. Discussion seeds in this initial version covered issues or steps such as problem description, objectives and actions. In our team planning scenario (see figure 1), the discussion is seeded around the five company values (customer, people, performance, partnership and innovation). During the planning meeting this is used to record the main points raised, concerning the justification of the plan. During the following months, this area is used to record progress against, and discussions about the measurable objectives outlined in the plan. At the next planning meeting, the discussion area for the previous plan gives a record of how outcomes related to objectives, which is then taken into account when developing the new plan. Many of the lessons learned when solving earlier problems, can be captured in working documents and their associated discussion and be a valuable resource to other teams and individuals when solving similar problems. Documents describing some past successful work episode, selected and approved by the organisation are often referred to as best practices. Our aerospace industry case had in place some form of best practice archi...

This paper describes a new urban management and planning strategy for cities in the Information Age, which face unprecedented levels of complexity and uncertainty driven by globalization and the free flow of information and capital. The strategy is based on two synergistic themes. The first is the development of an open, networked form of local governance that involves public, private, and civic sectors in maintaining and fostering the economic, social, and cultural resources of the city. The second theme is the purposeful management of the “local knowledge infrastructure: ” the combination of networked economic, social and cultural knowledge resources that makes each city unique, and is therefore a chief asset of the city. The quality, depth and diversity of local knowledge infrastructure becomes a primary focus of local governance, resulting in the articulation of a balanced, knowledge-based development strategy. The paper concludes with an assessment of the World Wide Web as a technical platform to support the networked urban governance and local knowledge infrastructure processes required for the ‘knowledgeable city.’ To Valery – Dedication

Abstract—This paper presents a model of case based corporate

This paper motivates and describes a new paradigm and discipline for knowledge, software, and system development and maintenance. This paradigm promises to improve system quality and make systems development and maintenance faster and cheaper.

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Effective information and knowledge management (IKM) is critical to corporate success; yet, its actual establishment and management is not yet fully understood. We identify ten organizational elements that need to be addressed to ensure the effective implementation and maintenance of information and knowledge management within organizations. We define these elements and provide key characterizations. We then discuss a case study that describes the implementation of an information system (designed to support IKM) in a medical supplies organization. We apply the framework of organizational elements in our analysis to uncover the enablers and barriers in this systems implementation project. Our analysis suggests that taking the ten organizational elements into consideration when implementing information systems will assist practitioners in managing information and knowledge processes more effectively and efficiently. We discuss implications for future research.

Abstract—This paper presents a model of case based corporate

Abstract-The research empirically explores how knowledge transfer is managed within firms by using modern information technologies (ITs) and the problems which are encountered. The results indicate that the utilization of ITs has allowed companies to store, share and distribute knowledge; facilitated worldwide collaboration; and facilitated rapid international technology transfer. I.

1.1 Background to NAHO 1 1.2 NAHO's knowledge-based activities 1 1.3 Purpose and objectives of discussion paper 1