Knowledge Management

Semantic Web and

Social Networking
Knowledge Management
Dr. Bhavani Thuraisingham

June 2010

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Outline of Part I
0 What is Knowledge Management?
0 Basic concepts: Components and Models
0 Organizational Learning Process
0 Knowledge management cycle
0 Knowledge Management Architecture
0 Directions
0 Acknowledgement: Charts on Knowledge Management Architecture

have been obtained from the presentation of Prof. Larry Kerschberg

at GMU
http://eceb.gmu.edu/

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What is Knowledge Management

0 Knowledge management, or KM, is the process through which

organizations generate value from their intellectual property and

knowledge-based assets
0 KM involves the creation, dissemination, and utilization of

knowledge
0 Reference: http://www.commerce-database.com/knowledge-

management.htm?source=google
0 It is also viewed as the intersection between People, Processes and

Technology

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Knowledge Management Components

Knowledge
Components of
Management:
Components,
Cycle and
Technologies

Components:
Strategies
Processes
Metrics

Cycle:
Knowledge, Creation
Sharing, Measurement
And Improvement

Technologies:
Expert systems
Collaboration
Training
Web

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Organizational Learning Process

s
e
v
i
t
n
e
Inc

Identification

Creation

Source:
Reinhardt and Pawlowsky

Diffusion Tacit, Explicit

Metrics

Integration

Modification

Action
also see: Tools in Organizational Learning
http://duplox.wz-berlin.de/oldb/forslin.html

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Six Principals of Effective Learning

Effective Learning Requires:
Understanding
1) Mental models, paradigms, context, observation,
assumptions, opinion, fact, truth
2) Systems Thinking - Variation
Skills
3) Ability to challenge assumptions
4) Listen to Understand
Process
5) Complete observe, assess (reflection, gain
understanding), design (develop theory, prediction, vision),
implement (test), cycle
6) Teach others

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Knowledge Management Metrics The Goal of Metrics

Measuring Success (How am I doing?)
Benchmarking (How am I comparatively doing?)
Tracking Improvement (Am I getting better?)
Direct
future investment (technology, employees)
strategy
alignment (culture, incentives)

One way to ensure your doing worse is to not measure Adapted from Pressman

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Learning By-Product Measures

Papers in Competitive Journals and Magazines
Percentage New Technology compared to all Technology
Process Cycle Time
Employee Surveys
Involvement with decisions
Recognition for work achieved
Access to information
Rewarding risk taking
Overall Satisfaction
Employee Retention
Employee Suggestion Process

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Knowledge Management: Incentive-based

Approaches
Receiver

Teacher

Positive Incentives

Positive Incentives

Knowledge Gained
Can teach others
what is learned
Negative Incentives

Knowledge Transfer
Champion prestige
Can improve knowledge
Negative Incentives

Time

Time

Unqualified teacher

Students not willing to

learn

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Effective Information Access Vision

Available - If information exists, it is available for retrieval
Internal and External sources
Processed from available data
Relevant - Information retrieved applies to information need
If available, information is retrieved
Useful - Information has a positive impact
Influences behavior to improve productivity - best

practices and techniques

Raises understanding of a domain
Not misinformation
Accessible - Information obtained during the time of need; In
common language and ontology.

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Knowledge Management: Strategies, Processes,

Metrics and Tools
KnowledgeManagement:WithinandAcross
CorporationsandAgencies
Strategies

e.g.,Management
Plans;Policies;
Datasharingvs.Privacy

Metrics

e.g.,webusage,
publications

Processes
e.g.,best
practices

Tools

e.g.,Semantic
Web,Data
mining,
Multimedia

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Knowledge Management Cycle

Knowledge
Creationand
Acquisition
Manager

Knowledge
Dissemination
andSharing
Manager

Knowledge
Representation
Manager

Knowledge
Manipulation
Manager

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Software Components
The KeanBeans Component Framework

Provides the infrastructure for the creation of an open

system for KMA

A pallet of JavaBeans components that facilitate the
creation of web tracklets by power users, component
integrators and developers
Uses industry standards to prompt reuse. Examples:
JavaBeans, enterprise JavaBeans(EJB), infobus and Java
Foundation Classes(JFC)

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The Three Versions of KEAN Architecture

Version 1 beta version
No reuse
Two-tiered
Stored procedures
Version 2 newest version
GUI reuse via JavaBeans
Two-tiered
JDBC access to database
Version 3 final version
Logic reuse via Enterprise JavaBeans (EJB)
Three-tiered
CORBA access to objects

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Structure of Version 3

web Server
KeanBeans

CORBA ORB

EJB
thin client

middle tier

RDBMSs
and
OODBMS

server tier

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Knowledge Management Architecture

0 Knowledge management requires several components:

- Access to both internal and external information sources,

- Repositories that contain explicit knowledge,
- Processes to acquire, refine, store, retrieve, disseminate and
present knowledge,
- Organizational incentives and management roles to support
these activities,
- People who facilitate, curate, and disseminate knowledge
within the organization.
- Information technology to provide automation support for
many of the above activities,

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KM Architecture
Knowledge
Worker's
View

Knowledge
Presentation
Layer

Communication,
Collaboration, and Sharing
Knowledge
Portal

Knowledge
Management
Layer

Knowledge
Worker's
View

Knowledge
Facilitators and
Knowledge Engineers

Knowledge
Repository

Knowledge
Curators

Knowledge Management
Processes
Acquisition

Refinement

Storage/
Retrieval

Distribution

Presentation

Data
Sources
Layer

Enterprise
Model

FTP

External
Sources

Web
E-mail
Text
Repository Repository Repository

Relational and
OO Databases

Media
Repository

Domain
Repository

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Knowledge Management Process Model.

Acquisition
Acquisition Refinement
Refinement
Expertise

Data Cleansing

Domain Model Indexing

Business Rules Metadata
Tagging
Ownership;
Concept
Federation
Agreements, Data Formulation
Sources
Information
External
Integration
Sources and
Ontology &
Formats.
Taxonomy
Wrappers
Knowledge
Politics of data Curation.

Storage/
Storage/
Retrieval
Retrieval
Storage and
indexing of
Knowledge
Conceptbased
Retrieval
Retrieval by
Author,
Content,
Threads, etc.
Knowledge
Security.

Distribution
Distribution Presentation
Presentation
Intranet &
Internet

Knowledge
Portals
XML
Active
Subscriptions
Discussion
Groups.

User Profiles
for dynamic
tailoring links.
Knowledge
creation, update
annotation, and
storage in
Knowledge
Repository.

Digital Rights Collaboration

Environments
Management

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Knowledge Management System

Knowledge
Presentation
& Creation
Layer

Knowledge
Management
Layer

Knowledge
Portal &
Search Services

Data
Mining
Services

Collaboration
and Messaging
Service

Metadata
Tagging
Services

VideoConferencing
Service

Discussion
Group
Services

Ontology &
Taxonomy
Services

Knowledge
Curation
Services

Workflow
Management
Services

Agent
Services

Mediation
Services

Security
Services

Knowledge
Creation
Services

Digital
Rights
Management

Information Integration Services

Data
Warehouse

Federation
Services

Data
Sources
Layer

Enterprise
Model

FTP

External
Sources

Knowledge
Repository

Web
Repository

Text
E-mail
Repository Repository

Relational &
OO Databases

Media
Repository

Domain
Repository

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Aspects of Secure Knowledge Management

(SKM)
0 Protecting the intellectual property of an organization
0 Access control including role-based access control
0 Security for process/activity management and workflow

- Users must have certain credentials to carry out an activity

0 Composing multiple security policies across organizations
0 Security for knowledge management strategies and processes
0 Risk management and economic tradeoffs
0 Digital rights management and trust negotiation

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SKM: Strategies, Processes, Metrics, Techniques

0 Security Strategies:

- Policies and procedures for sharing data

- Protecting intellectual property
- Should be tightly integrated with business strategy
0 Security processes
- Secure workflow
- Processes for contracting, purchasing, order
management, etc.
0 Metrics
- What is impact of security on number of documents
published and other metrics gathered
0 Techniques
- Access control, Trust management

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Knowledge Management for Coalitions

Knowledge for Coalition

Export
Knowledge

Export
Knowledge
Export
Knowledge

Component
Knowledge for
Agency A

Component
Knowledge for
Agency C
Component
Knowledge for
Agency B

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Trust Management for Negotiation

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Status and Directions

0 Knowledge management has exploded due to the web
0 Knowledge Management has different dimensions

- Technology, Business
- Goal is to take advantage of knowledge in a corporation for
reuse
- Services will play a key role in technology
0 Tools are emerging
0 Need effective partnerships between business leaders, technologists

and policy makers

0 Knowledge management may subsume information management

and data management

- Vague boundaries

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Outline of Part II
0 Different View Points of Knowledge Management
0 Knowledge Management Strategy, Process and Metrics
0 Examples from Knowledge management strategies
0 Examples from Knowledge management processes
0 Examples from Knowledge management metrics
0 Selected papers from Knowledge Management, Morey, Maybury and

Thuraisingham (Editors) MIT Press, 2001.

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What is Knowledge Management

0 Gartner group: KM is a discipline that promotes an integrated

approach to identifying and sharing all of an enterprise's

information assets, including databases, documents, policies
and procedures as well as unarticulated expertise and
experience resident in individual workers
0 Peter Sange: Knowledge is the capacity for effective action,
this distinguishes knowledge from data and information; KM
is just another term in the ongoing continuum of business
management evolution

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Some Excerpts from Knowledge Management

(Morey et al)
0 Knowledge is Created by Human Beings
0 Human needs and motivation lead us naturally to create
0
0
0
0

knowledge
Everybody is a knowledge worker
People choose to share their knowledge
Knowledge management is not about technology
Knowledge is born in chaotic processes that take time

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KM: Strategy, Process and Metrics

0 Strategy

- Motivation for KM and how to structure a KM program

0 Process
- Use of KM to make existing practice more effective
0 Metrics
- Measure the impact of KM on an organization

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Knowledge Management Strategy: Examples

0 Building learning organizations
0 Developing a knowledge strategy: from management to

leadership
0 Building intangible assets : A strategic framework for
investing in intellectual capital

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0 Adaptive learning and Generative learning

Building
Learning Organizations
- Need to adapt to the changing environment
- Total quality movement (TQM) in Japan has migrated to a
generative learning model
=Look at the world in a new way
0 Changing roles of the leader
- Migrating from decision makers to designers, teachers
and stewards
0 Building a shared vision
- Encouraging ideas, Requesting support, Moving beyond
blame, Effective communication
0 Learning tools
- Learning laboratory

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Developing a Knowledge Strategy

0 Two thrusts of strategy

- Thrust 1: Making known the knowledge that already exists

by sharing best practices
- Thrust 2: Innovation: Convert ideas into products,
services, improved business processes
0 Some Knowledge Levers
- Customer knowledge
- Knowledge in people, products, services, processes,
relationships
- Organizational memory
- Knowledge assets
- Some Knowledge Levers
0 Link Knowledge Strategy with Business strategy

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Building Intangible Assets

0 Elements of Intellectual Capital

- Human capital, Structural capital, Social capital

0 Integrating three types of knowledge
- Avoid focusing on one element of intellectual capital;
anticipate change in intellectual capital
0 Where to invest?
- Understand core business processes and business
drivers
- Knowledge that will support decision making at all levels
0 Getting started
- Start with prototypes and build up

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Knowledge Management Process: Examples

0 Theory of Organizational Knowledge Management
0 Knowledge Management: Linking Theory with Practice
0 Enabling Complex Adaptive Processes through Knowledge

Management
0 Evolution Through Knowledge Management: Implementing
Business quality Processes

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Theory of Organizational Knowledge

Management
0 Two dimensions of knowledge creation

- Ontological: knowledge is created by individuals not

about individuals
- Epistemological: humans create knowledge by involving
them with objects
0 Knowledge Conversion: Interaction between Tacit and
Explicit knowledge
- Socialization: tacit to tacit
- Externalization: tacit to explicit
- Combination: explicit to explicit
- Internatlization: explicit to tacit

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Linking Theory with Practice

0 Organizational learning theory

- Learning levels
- Learning modes
- Learning types
- Learning process
0 Practical Knowledge Management
- Identification/creation
- Diffusion
- Integration/Modification
- Action

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Knowledge Management in Process Management

0 Types of Processes

- Simple processes: Low level operation

- Complex and nonadapative processes: Systems that sue
the same rules
- Complex and adaptive: Agents carrying out the processes
are intelligent and adaptive
0 Linking knowledge management with processes
- Knowledge management is needed for all processes;
critical for complex and adaptive processes
- Learn from experience and use the experience in
unknown situations

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Knowledge Management Metrics: Examples

0 The Balanced Scorecard: Learning and Growth Perspective
0 Measuring Intangibles and Intellectual Capital
0 Knowledge Sharing Metrics for Large Organizations

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The Balanced Scorecard

0 Employee Capabilities: Measuring the following

- Employee satisfaction
- Employee retention
- Employee productivity
0 Information system capabilities: Measuring the following
- Whether each employee segment has information to carry
out its operations.
0 Motivation and Empowerment: Measuring the following
- Suggestions made and implemented
- Improvement
- Team performance

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Measuring Intangibles and Intellectual Capital

0 Identify the Intangible assets

- External to an organization, Internal to the organization,

Individual
0 Develop an approach to measure the intangible assets
0 Measure the intangible assets
- Example: the flow of knowledge; the commercial value of
knowledge; individual competence
0 Link to financial assets
- Knowledge managers and economists have to work
together to determine the indicators

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Knowledge Sharing Metrics

0 Number of shared documents published
0 Number of improvement suggestions made
0 Number of patents approved
0 Number of presentations made
0 Number of web page hits
0 Number of subscriptions to journals
0 Number of members in discussion lists
0 Number of conferences attended
0 Number of contacts made
0 Number of times advice is sought

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In Conclusion:
0 An organization must determine its knowledge management

strategies, processes and metrics

0 It must review its strategies., processes and metrics periodically
0 Technology evolves rapidly. Therefore the strategies, processes and

metrics should not depend on technology

0 Select appropriate technologies and evaluate them from time to time

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Outline of Part III

0 Where did knowledge management come from?
0 Transformation of knowledge
0 Evolving communities of practice
0 Human and social factors of knowledge management
0 Different perspectives of knowledge management
0 Knowledge management for linking e-business and operating

processes
0 Data Mining for Knowledge Management
0 Knowledge resource exchange in strategies alliances

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Where did knowledge management come from

0 Is it a replacement for business process reengineering? Is it due to

globalization?
0 Intellectual antecedents

- Economics, Sociology, Philosophy and psychology

- Rigor in economics, observational richness of sociology and the
understanding of philosophy and psychology give knowledge
management its intellectual scope
0 Practices

- Information management
- Human factors/human capitol movement

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Transforming knowledge
0 Tacit to Tacit

- E-meetings, Synchronous collaboration (chat)

0 Explicit to Tacit

- Visualization, Browsable video/audio of representations

0 Tacit to Explicit

- Answering questions, Annotations

0 Explicit to Explicit

- Text search, Document categorization

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Evolving communities of practice

0 Communities of Practice
- The concept of a community of practice (often abbreviated as CoP) refers
to the process of social learning that occurs when people who have a
common interest in some subject or problem collaborate over an
extended period to share ideas, find solutions, and build innovations. It
refers as well to the stable group that is formed from such regular
interactions.

0 Communities of Interest
- A Community of interest is a community of people who share a common
interest or passion

0 Relationship between
- Communities of Action, Communities of Circumstance, Communities of
Position, Communities of Practice, Communities of Purpose, Community
of inquiry

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Evolving communities of practice: Model

0 Potential stage

- A community is formed; E.g., connection

0 Building stage

- The community defines itself and formalizes its operating principles; E.g.,
Memory and context creation
0 Engaged stage

- The community executes and improves its processes; e.g., Access and
learning
0 Active stage

- The community understands and demonstrates benefits from knowledge

management and the collective work of the community; e.g., Collaboration
0 Adaptive stage

- The community and its supporting organizations are using knowledge for
competitive advantage; e.g., Innovation and generation

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Human and social factors

0 Some consider knowledge management to consist of capturing,

organizing, and retrieving information (e.g., data mining, text

clustering, databases, etc.)
0 Its important to realize that knowledge is closely bound together

with human cognition, and the management of knowledge occurs

within a structured social context
0 Therefore some strongly argue that those designing knowledge

management systems must take into consideration the human and

social factors
0 Therefore what we need is socially informed knowledge

management combining social computing and knowledge

socialization
0 Therefore theories must include economic, behavioral and social

models

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Different perspectives of knowledge management

0 Knowledge management to some is intellectual capital while some

others focus on technology. Yet a third group focuses on community

building
0 Technology dimensions will focus on groupware, collaboration tools

and mining products

0 Logistical dimensions will focus on knowledge capture, storage,

retrieval, etc.
0 The social dimension will focus on sharing knowledge between

communities, coaching, mentoring etc.

0 We need all three dimensional for successful knowledge

management

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Linking E-business with Operating processes:

Some key questions: What, How, Why
0 What is the current and potential impact of e-business on the firms

operating processes?
0 How can a firm use e-business to create and leverage desired

operating processes
0 Why is e-business affecting operating processes in particular ways
0 How is e-business giving rise to new subprocesses, creating new

linkages across subprocesses?

0 Does the firm possess the know-how to diagnose the impact of e-

business on operating processes

0 Why does the firm needs to electronically configure each operating

process?
0 What specific technologies are involved?
0 Does the firm know how to acquire each technology?
0 Does the firm know why each technology works?

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Linking E-business with Operating processes:

Customer Relationship Management
0 What does your customer want and what does he need?
0 How can you collect the information your customer needs?
0 Why is the CRM process changing?
0 How do you integrate the existing operations to improve customer

focus?
0 How is your web-enabled CRM improving customer focus? Why do

you need to change to improve your customer focus?

0 How are your competitors meeting customer needs?
0 Why are your competitors changing the way they are to meet

customer needs?

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Linking E-business with Operating processes:

Supply Chain Management
0 What changes are needed within the supply chain to lower costs?
0 How do you enable communication and collaboration across supply

chain while maintaining confidentiality?

0 Why ahs supply chain become an important aspect of market

intelligence?
0 What areas of supply chain can benefit from e-business enablement?
0 How can you leverage your relationships with vendors to improve

supply chain processes?

0 Why is it necessary to re-evaluate your supply chain processes?
0 What types of outsourcing relationship between supply chain has

been successful?
0 How can one improve the outsourcing relationships?
0 Why are your outsourcing relationships not as efficient as needed?

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Linking E-business with Operating processes:

Product Management
0 What level of speed is necessary to share new product ideas across the

organization?
0 How can you share the ideas for new products?
0 Why are new products or product enhancements becoming important to

your survival?
0 What key product development processes are dependent on inter-

departmental collaboration?
0 How have products changed as a result of e-business?
0 Why is e-business effecting product development
0 Have your competitors leveraged collaboration capabilities for product

management?
0 How can an organization meet individual customers needs in addition to

aggregate demands?
0 Why will collaboration and communication enhance product

development practices?

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Data Mining for Knowledge Management

0 Data Mining is a key technology for knowledge management
0 Mine the data to determine the competitor strategy to improve

business; also to enhance ones own strategy

0 Targeted marketing to customers to improve sales
0 Determine strategies for employee retention and benefits
0 In summary data mining is key to better business intelligence
and business intelligence is key to effective knowledge
management

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Knowledge resource exchange

0 The challenge is create value through alliances and collaborations
0 The partner resource exchange model:

- Two partner resource exchange in which the resources each

partner contributes can be measured against the dimensions of
tacitness, specificity, and complexity.
- A variable is defined that reflects the degree to which a given
partner contributes tacit, specific and complex knowledge
resources to an alliance
0 The concepts can be extended to include multiple partners and

multiple dimensions