**7. Conclusion**

As demonstrated, the implementation of knowledge management measures in organizations is a complex undertaking. Especially the importance of the human factor should not be underestimated. A successful implementation can be achieved through well thought-out, employee-oriented implementation processes. By using a process model, it is possible to strategically support employee-oriented implementation processes that prevent reactance and increase employee's acceptance of the innovation (Winkler & Mandl, 2007). It is very important to integrate employees in different phases of the implementation.

At the beginning of our case study, a needs analysis was carried out, questioning all R&D members. On the basis of the results of the needs analysis, a decision was made to develop and to implement an expert finding system. A task force responsible for the project was formed and included employees from different positions and regions. To conceptualize the expert finding system, a content analysis was conducted by interviewing employees. Two workgroups with different employees were formed on the one hand for building a taxonomy for knowledge domains and on the other hand for the technical realization of the system. Moreover, a usability test with employees concerning the technical realization was executed. Finally after revision sessions, the rollout of the expert finding system is ongoing respecting a step-by-step communication and introduction strategy. We expect that the final evaluation show positive results and confirm our highly differentiated implementation approach.

#### **8. Acknowledgements**

This research is supported by the National Research Fund Luxembourg.

#### **9. References**

328 New Research on Knowledge Management Models and Methods

5=completely agree) showed only few hints that should be revised, e.g. *error messages are helpful* (M=2,80); *correcting my mistakes is easy* (M=3,14) or *it is easy for me to move back and* 

Results of the usability test showed important hints concerning the user-friendliness of the system. About all the method of thinking aloud was crucial. It was very interesting that our sample of ten intended users from different positions and pre-knowledge could make 43 valid recommendations for improvement. The usability test plays a central role, as the test users are evaluating an unknown system. Taskforce members and managers involved in the development agreed about the importance of the test, and even declared they had become blinkered in their work, as they did not realize the relevant recommendations for

After the test the technical workgroup revises the expert finding system, which is currently under process, and then it will be launched according to a step-by-step communication

A summative evaluation of the project is crucial for ensuring continuous process improvements and the project's adaptation to the needs of the users. After the rollout of corporate yellow pages, a comprehensive and systematic evaluation should take into consideration the entire chain of effects from the initialization of the implementation process

1. **Input factors** comprising *individual factors* such as motivation, willingness and job relevance; *organizational factors* such as the infrastructure of knowledge management which results from the implementation process including attitude of management, support measures or organizational culture and *technical factors* as design and usability. 2. **Process factors** including any knowledge management *process* due to the intervention

3. **Outcome factors** referring to the *utilization* as quality of support or frequency; *acceptance* of attitude and behavior; *individual effects* as time saving, problem solving or increase of employee and customer satisfaction; and *organizational effects* like improvement of decision-making processes, improvement of product developments and project realizations, reduction of mistakes or cost savings (Hanley & Malafsky, 2003; Tiwana,

In focus of interest are also potential relationships between these effects, and what the single factors and processes contribute to the intended outcomes. An important goal will be the formative improvement of the infrastructure and the implementation of knowledge

As demonstrated, the implementation of knowledge management measures in organizations is a complex undertaking. Especially the importance of the human factor should not be underestimated. A successful implementation can be achieved through well thought-out, employee-oriented implementation processes. By using a process model, it is possible to strategically support employee-oriented implementation processes that prevent

In doing so, different evaluation activities may refer to three main components:

*forth between different screens* (M=3,25).

improvement mentioned from the test user.

strategy in the whole R&D department.

**6.3 Phase 4: Rollout of the intervention** 

to the final impact of the intervention.

management for optimizing effects.

2000).

**7. Conclusion** 

for example interaction among employees.


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**15** 

*Spain* 

**Agents and Processes in Knowledge Creation** 

**and Management in Educational Organisations** 

Today's society has enshrined knowledge and worker training as strategic elements in organisations, viewing individual and collective intellectual capital as one of the main resources available to them in achieving their mission. In this context, organisations are seeking new strategies that enable their employees to share experiences, impressions and knowledge, aware that what makes an organisation competitive is its ability to develop the

Isolated professionals that interact solely with themselves or with their materials no longer make sense; rather what truly matters is the configuration of human groups that are in constant interaction through networks or communities. Therefore, it should come as no surprise that organisations are determinedly seeking how to foster collaborative processes

Education professionals and school networks are an excellent tool to instigate improvements in the educational systems. These networks can be established between professionals at the same schools, between schools and education and social services from a same town, between educational and professional centres from different towns and communities or

The information and communication technologies can be an opportunity and a powerful weapon when setting up a new collaborative professional culture, which is so necessary in our day. First, they open up and improve the possibilities for collaboration, which is further enhanced with the implementation and gradual development of tools related to the concept of Web 2.0; secondly, when used properly, ICTs help to systematise the processes of knowledge exchange, creation and management that take place. The desirable knowledgebased organisation which not only stimulates the creation and management of knowledge but also fosters its transfer and support in diverse media is becoming more of a reality to us. The new forms of work based on the virtual network, such as virtual communities, remote networks and collaborative work environments thus fulfil their objective with the aid of technology, which becomes a fundamental tool for the exchange of information, knowledge,

Several studies and publications confirm that the establishment of networks and communities encourages knowledge creation and professional development processes (Aubusson et al., 2007; Dering, Cunningham & Whitby, 2006; Kimmble & Hildreth, 2005;

and the development of the environments that facilitate them (Gairín, 2011).

even between professionals from different countries.

learning and experiences and for the creation of new knowledge.

**1. Introduction** 

human capital it has at its disposal.

Joaquín Gairín, David Rodríguez-Gómez and Carme Armengol *Department of Applied Pedagogy, Universitat Autonòma de Barcelona* 


Polanyi, M., 1966. *The Tacit Dimension.* Routledge and Kegan Paul: London.

