**5. Yellow pages: General issues**

The following chapter will introduce general theoretical and practical approaches of yellow pages, which should serve as a basis for the further implementation phases (chapter 6). The chapter includes a definition of yellow pages, their appearance, functionalities and creation, their differences to other tools, their conceptualization and finally their potential influence on knowledge communication.

#### **5.1 Definition of yellow pages**

318 New Research on Knowledge Management Models and Methods

management needs. The study showed highly differentiated results concerning knowledge documentation, knowledge communication, knowledge generation and knowledge

With regard to **knowledge documentation**, 50.3% of the respondents indicated a need for general improvements in this area. Specifically, the biggest need was identified for improving documentation on the specific expertise of individual employees (47.3%) and on product-specific regulatory strategies (41.8%). Moreover, respondents identified a number of needs for improving the documentation of experiences with projects (45.9%), or with external cooperation partners (42.5%). Referring to **knowledge communication**, 54.1% of respondents identified that there is an overall need for improvements in this domain. Respondents indicated that knowledge relevant for the whole site is not always made available to all colleagues (34.2%) and that there are no appropriate opportunities for knowledge communication (38.2%). Moreover there were no appropriate opportunities for networking with relevant colleagues (38.1%) and no sufficient knowledge exchange (36.7%). Concerning **knowledge generation** respondent mentioned that there are no sufficient opportunities to acquire new knowledge by job rotation. In regard to **knowledge utilization**  there could be identified an overall need for improvements (47.3%). Especially respondent indicated that there are no standard operating procedures for using existing experiences

(50.4%) and no standard operating procedures for using existing knowledge (45.9%).

Due to the highly differentiated needs assessment very specific needs of employees to improve knowledge management could be determined. In particular, the specific analysis of needs with regard to different knowledge management dimensions revealed that there is an explicit need for improving documentation of specific expertise and of experiences with projects. Moreover there is a need for improving the communication and availability of knowledge as well as standard operating procedures for using existing knowledge and experiences within the company and its different R&D sites**.** To meet these needs, the company decided to develop and implement a "corporate yellow pages" expert finding system as an initial improvement project. Corporate yellow pages are an optimal knowledge management intervention to encourage aspects of knowledge documentation and, above all, *knowledge about the specific expertise of individual employees* and *experiences with projects and external cooperation partners* by creating profiles of employees and documenting their expert knowledge, experiences or networks. In terms of knowledge communication, especially regarding *opportunities for exchanging and networking with employees from other R&D sites*, corporate yellow pages provide the opportunity to search for experts and for employees to interact by exchanging knowledge and experiences. Knowledge utilization, such as the *use of knowledge and experiences in new projects* is supported by corporate yellow pages, while exchanging knowledge between experts, expert knowledge and experiences can be transferred into new projects. The next chapter outlines the topic of yellow pages in detail.

The following chapter will introduce general theoretical and practical approaches of yellow pages, which should serve as a basis for the further implementation phases (chapter 6). The chapter includes a definition of yellow pages, their appearance, functionalities and creation, their differences to other tools, their conceptualization and finally their potential influence

utilization.

**5. Yellow pages: General issues** 

on knowledge communication.

Expert finding systems (a.k.a. corporate "corporate yellow pages") are considered to be an effective and less time-consuming instrument, mainly used to support knowledge communication in organizations (Probst et al., 2010).

Corporate yellow pages aim to assist users in finding experts with specific knowledge, competencies, or experiences within the company. They cover the specific knowledge of all relevant organizational members, independent of their position. The goal of yellow pages is to foster knowledge communication between employees through the strategic finding of experts (Conway, 2004). The communication between the person searching for knowledge and the knowledge owner is made easier by making it transparent who knows what (Kukat, 1999). The system does not maintain the knowledge itself, but only the meta-knowledge pertaining to the available knowledge of employees (Lehner, 2008). Information about employees is saved in directories, indicating expertise such as competencies, experiences and further information about the person (Ehrlich, 2003). They are expected to help members of large, often widely geographically dispersed organizations in finding out who has specific expertise in a problem area. This is essential for finding support in complex problem-solving situations, or for obtaining critical knowledge for making decisions. Expert finding systems can stimulate learning and exchange processes in the organization (Lehner, 2009). Other potential advantages mentioned in the literature are that expert knowledge is made visible to all employees, that communities of experts can emerge, and that novice employees can find support from relevant experts more quickly. Accordingly, expert finding systems are expected to improve information searches for work processes and knowledge development.

#### **5.2 Appearance, functionalities and creation of yellow pages**

In general, yellow pages are based on a digital, Intranet-based database (Heinrich & Stelzer, 2009). The further technical components are a user interface and a search engine (Idinopulos & Kempler, 2006). The user interface can be provided through a browser and allow the employee to access the underlying yellow page database. Entries can be made and search requests can be entered with the help of the search engine (Gray & Tehrani, 2004). The results of the search are then presented through the browser. The contents of the database are the employee profiles. The main components are information about their expertise (Debitz, 2007) and options on how to contact them (Kilian et al., 2007). A profile can also be expanded in a number of ways, for example through photos, videos or other personal information (Davenport & Prusak, 1998).

There are three different approaches for filling the yellow pages with content: manual entry, automatic generation (Conway, 2004) and importing data from existing sources (Becks et al. 2004). Manual entry requires that employees create their own profile into which they enter their own relevant data through the user interface (Becks, et al., 2004). The second approach follows the basic principle that data already exists that provides information about the expertise of the individual employees, such as sent emails, presentations they have created, or project reports. Specifically designed algorithms then filter out the expert areas of the author of the data, which then become the contents of the yellow pages (Idinopulos & Kempler, 2006). Becks et al. (2004) describe the third way as importing existing data. For example, this could be from entries in the human resource databases such as contact information and other master file data.

Implementation Process of a Knowledge Management Initiative: Yellow Pages 321

use structuring aids and to limit the input options (Twietmeyer et al., 2008).

necessarily know a person's name. A photo can help jog their memory.

2003).

**5.4.2 Organizational aspects** 

management (Helm et al., 2007).

concerning the utilization of yellow pages.

implementation of corporate yellow pages.

 **Common ground:** An important factor for ensuring the successful communication of knowledge is mutual trust. When supplementary information about the expert provides some common ground between the person searching for information and the expert, this promotes trust and thereby also promotes the communication of knowledge (Davenport & Prusak, 1998). Davenport and Prusak (1998) also suggest including a photo or even a short video of the expert in their profile. This can increase a sense of closeness and trust and gives a first impression of the person (Bettoni et al., 2007). Especially in large companies, it is often the case that people recognize a face, but don't

 **Contact information:** How to contact an expert is trivial, yet essential content for Yellow Page entries (Woudstra & Van den Hooff, 2008). Instructions about how to reach the colleague and their availability are important. The instructions tell the person searching for information if and how the expert can be contacted. Employees prefer to make contact with a colleague when that person is in close physical or organizational proximity, even if communication media such as email or telephone are used (Ehrlich,

Organizational aspects refer to the structures, processes, and rules associated with the expert finding system in the organization. These concern mainly the organizational climate including participation, motivation, qualification, and voluntary participation of employees, the support of management, as well as the common language; and the regulations

 **Organizational climate**: Trust and responsible handling of entries are important aspects for dealing with corporate yellow pages (Lehner, 2008; Soliman & Spooner, 2000). These aspects can be strengthened by participation, motivation and qualification of employees and their voluntariness to use yellow pages, which are fundamental for the successful

*Support from top management:* Support from management is crucial for the success of knowledge management as they are providing time for employees to exchange knowledge. They are allocating sufficient budget for implementing knowledge management, they are introducing a "new mindset" and are acting as example by completing their own profile in the system. This demonstrates by example that they are giving priority to knowledge

*Participation*: Firstly, it means that the needs and the requirements of the users can be directly considered (Moser & Schaffner, 2004). Secondly, playing a part in the development process

knowledge domains, it may be important to predefine a closed set or taxonomy of knowledge domains relevant for the organization (Helm et al., 2007). However, it is important to limit the number of predefined domains (Lehner, 2008) and keep them flexible for future additions. In addition to knowledge domains, information on the validity, credibility, or soundness of the expert's knowledge may be an important aspect of a person's entry (Woudstra & Van den Hooff, 2008). The general principle is that the size of the entry should be as detailed as necessary, but also be kept as brief as possible. The person seeking information should have the amount of information available to differentiate between entries and to make a selection. In order to prescribe the entries, which are especially relevant for manually created profiles, it is necessary to

#### **5.3 Differences to other tools**

In order to more clearly differentiate yellow pages from other tools and to identify the terms more clearly, the following section briefly describes the tools that are similar to yellow pages, but which have a different focus.

A tool that is very similar to the yellow pages is the so-called **blue pages**. Blue pages function according to the same principle as yellow pages with the difference that they do not list company-internal experts, but rather experts that are external to the organization, such as customers, consultants, suppliers or other service providers (Lehner, 2008).

Another very similar tool that is sometimes referred to as the basis for yellow pages is **knowledge cards** (Pircher, 2010). A major differentiating factor to yellow pages is, however, that knowledge cards visualize the carrier, structure, level or application of knowledge (Kilian et al., 2007). Through graphic representation in the form of nets, MindMaps or other schematic visualization, specific knowledge gaps can be identified (Schuhbauer & Schwinghammer, 2005). In addition to their use for knowledge communication in everyday business, knowledge cards also function increasingly as a tool for the human resources department. Knowledge cards are similar to yellow pages in that they do not contain the knowledge itself, but rather describe the path to that knowledge.

Additional tools which provide answers to specific questions as yellow pages do, but which use a different approach, are the so-called **question and answer systems** (Iske & Boersma, 2005) and also forums in which questions are posed and answered (Metze et al., 2007). In these tools, employees do not present a profile with their areas of expertise and do not react to specific and personal requests on the part of a person seeking information. This instrument only uses a pull strategy for knowledge communication. This means that a question is posed in a forum and then experts can provide an answer to the topics relevant to them. The communication takes place in Intranet-based forums, which has the advantage that answers are provided in written format and are therefore automatically saved for future information seekers. In that way, there are additional benefits because a type of database is created alongside the communication (Iske & Boersma, 2005).

#### **5.4 Conceptualization of yellow pages**

The following chapter describes which aspects must be considered in the concept phase of yellow pages. These can be differentiated into individual aspects, organizational aspects and technical aspects. The result is a written document, which describes and establishes the characteristics of the product that is to be developed (Döring & Ingerl, 2008).

#### **5.4.1 Individual aspects**

Individual aspects comprise the kinds of information which may be contained in a single corporate yellow pages profile and describe the conceptual points that directly affect the employee. These aspects include the knowledge itself including domain of knowledge, the quality of knowledge and level of detail of the entries, a common ground, as well as contact information that reflects the availability and accessibility of relevant employees.

 **Knowledge**: Each employee's knowledge is an essential aspect, as without knowing what someone else knows, it is not possible to find a person with specific expertise (Cross et al., 2006). Knowledge domains that can be relevant include technical knowledge, experiential knowledge from previous projects, as well as knowledge on research, products, or customers. To facilitate searching for experts in specific knowledge domains, it may be important to predefine a closed set or taxonomy of knowledge domains relevant for the organization (Helm et al., 2007). However, it is important to limit the number of predefined domains (Lehner, 2008) and keep them flexible for future additions. In addition to knowledge domains, information on the validity, credibility, or soundness of the expert's knowledge may be an important aspect of a person's entry (Woudstra & Van den Hooff, 2008). The general principle is that the size of the entry should be as detailed as necessary, but also be kept as brief as possible. The person seeking information should have the amount of information available to differentiate between entries and to make a selection. In order to prescribe the entries, which are especially relevant for manually created profiles, it is necessary to use structuring aids and to limit the input options (Twietmeyer et al., 2008).


#### **5.4.2 Organizational aspects**

320 New Research on Knowledge Management Models and Methods

In order to more clearly differentiate yellow pages from other tools and to identify the terms more clearly, the following section briefly describes the tools that are similar to yellow

A tool that is very similar to the yellow pages is the so-called **blue pages**. Blue pages function according to the same principle as yellow pages with the difference that they do not list company-internal experts, but rather experts that are external to the organization,

Another very similar tool that is sometimes referred to as the basis for yellow pages is **knowledge cards** (Pircher, 2010). A major differentiating factor to yellow pages is, however, that knowledge cards visualize the carrier, structure, level or application of knowledge (Kilian et al., 2007). Through graphic representation in the form of nets, MindMaps or other schematic visualization, specific knowledge gaps can be identified (Schuhbauer & Schwinghammer, 2005). In addition to their use for knowledge communication in everyday business, knowledge cards also function increasingly as a tool for the human resources department. Knowledge cards are similar to yellow pages in that they do not contain the

Additional tools which provide answers to specific questions as yellow pages do, but which use a different approach, are the so-called **question and answer systems** (Iske & Boersma, 2005) and also forums in which questions are posed and answered (Metze et al., 2007). In these tools, employees do not present a profile with their areas of expertise and do not react to specific and personal requests on the part of a person seeking information. This instrument only uses a pull strategy for knowledge communication. This means that a question is posed in a forum and then experts can provide an answer to the topics relevant to them. The communication takes place in Intranet-based forums, which has the advantage that answers are provided in written format and are therefore automatically saved for future information seekers. In that way, there are additional benefits because a type of database is

The following chapter describes which aspects must be considered in the concept phase of yellow pages. These can be differentiated into individual aspects, organizational aspects and technical aspects. The result is a written document, which describes and establishes the

Individual aspects comprise the kinds of information which may be contained in a single corporate yellow pages profile and describe the conceptual points that directly affect the employee. These aspects include the knowledge itself including domain of knowledge, the quality of knowledge and level of detail of the entries, a common ground, as well as contact

 **Knowledge**: Each employee's knowledge is an essential aspect, as without knowing what someone else knows, it is not possible to find a person with specific expertise (Cross et al., 2006). Knowledge domains that can be relevant include technical knowledge, experiential knowledge from previous projects, as well as knowledge on research, products, or customers. To facilitate searching for experts in specific

characteristics of the product that is to be developed (Döring & Ingerl, 2008).

information that reflects the availability and accessibility of relevant employees.

such as customers, consultants, suppliers or other service providers (Lehner, 2008).

knowledge itself, but rather describe the path to that knowledge.

created alongside the communication (Iske & Boersma, 2005).

**5.4 Conceptualization of yellow pages** 

**5.4.1 Individual aspects** 

**5.3 Differences to other tools** 

pages, but which have a different focus.

Organizational aspects refer to the structures, processes, and rules associated with the expert finding system in the organization. These concern mainly the organizational climate including participation, motivation, qualification, and voluntary participation of employees, the support of management, as well as the common language; and the regulations concerning the utilization of yellow pages.

 **Organizational climate**: Trust and responsible handling of entries are important aspects for dealing with corporate yellow pages (Lehner, 2008; Soliman & Spooner, 2000). These aspects can be strengthened by participation, motivation and qualification of employees and their voluntariness to use yellow pages, which are fundamental for the successful implementation of corporate yellow pages.

*Support from top management:* Support from management is crucial for the success of knowledge management as they are providing time for employees to exchange knowledge. They are allocating sufficient budget for implementing knowledge management, they are introducing a "new mindset" and are acting as example by completing their own profile in the system. This demonstrates by example that they are giving priority to knowledge management (Helm et al., 2007).

*Participation*: Firstly, it means that the needs and the requirements of the users can be directly considered (Moser & Schaffner, 2004). Secondly, playing a part in the development process

Implementation Process of a Knowledge Management Initiative: Yellow Pages 323

numbers of resources are used for technology and design, the project runs the risk of no longer serving knowledge management, but rather technology. Despite this fact, it is necessary to consciously and purposely include information and communication technologies. These form the infrastructure for knowledge communication and enable important information to be accessed quickly (Gray & Tehrani, 2004). Technical aspects refer to design features of the hard- and software of the platform used to realize the expert

 **User interface:** Knowing what someone else knows is only useful if there is prompt access to this information (Woudstra & Van den Hooff, 2008). The user interface refers to what the user perceives from the system or the software and what he/she can do with the software (Chlebek, 2006). In the case of yellow pages, this includes the profile entry, search entry, list of results and presentation of the profile. These four basic elements can be complemented by an introduction and detailed help tips. The interaction with the system can take place in several forms. One of these forms includes graphical entry tools, such as the mouse, which control the position of the cursor. Actions such as clicking, dragging and double-clicking make the entries which facilitate the interaction with the system (Raskin, 2001). Another option is using the keyboard, in which each key performs different functions (Dahm, 2006). Navigation is also an important aspect that should be considered in the concept for the user interface. It is the goal of the navigation to provide an overview of the current location, the target and the path to reach the target. Ultimately all aspects of the user interface, the forms of interaction, the actions, the input masks and the navigation should be documented in the interface description. This serves to provide the structure and is helpful for the realization of the concept during the implementation process (Chlebeck, 2006). The technical challenge is developing a search engine that meets the needs of the employees. Since it cannot be assumed that there is a significant technical difference between searching for people and searching for documents (Shami et al., 2008), there are basically three different methods available: index search, search in a constructed catalog, and a combination of these two variants. The last one provides a hybrid method that combines both of the variations we have presented. This can refine the search in such a way that the results are often more satisfactory (Twietmeyer et al., 2008). When presenting the search results, it is recommended that they are ordered logically, because in practice it is often the case that only the first search results are

utilized (Strzolka, 2006). Therefore, the best results should be in the top position. **Design and user friendliness**: Fundamental design aspects to be considered are perception, color, typography, orientation, navigation, layout, style guide, and screen and information design (Stapelkamp, 2007; Döring & Ingerl, 2008). It is important that the design is tailored to the contents as well as to the function of the instrument and that it also supports both of these aspects (Idinopulos & Kempler, 2006). In terms of user friendliness, there are also other important concepts such as simplicity, structure, brevity and conciseness and mixing things up through motivating add-ons (Schnotz& Heiss, 2004). Requirements which are important for optimizing the usability of the system include perceptibility, operability, intelligibility, and sustainability (Stapelkamp, 2007). In order to develop user-friendly software, it is necessary to adapt the application to the skills of the users. The other and less successful way would be to use training and instruction to help the users gain the skills needed to utilize the product. However, this method is often less successful and significantly more costly (Groner et al., 2008). There

finding system including user interface, design and user friendliness.

increases their ability to identify with the new instrument (see Frey & Schnabel, 1999; Kraus, et al., 2004). It is also important to integrate other stakeholder groups within the organization. According to Böhm (1999), this includes those responsible for data security, members of the workers' council and personnel board as well as all members of the management team.

*Motivation*: Motivational measures could include a transparent and comprehensive communication strategy, measures of qualification, management support, as well as participation of employees (Finke & Will, 2003). Stimuli can be used (Ehrlich, 2003) to keep employers motivated to continuously make updates. These could include monetary rewards (see Chap. 2.5.1) or be as simple as reminder systems.

*Voluntary participation:* Entering one' own profile should be voluntary. Participation in the system should reflect a sincere readiness to exchange knowledge and to support one's colleagues (Hofmann et al., 2010). Even if the creation of profiles for the yellow pages is obligatory, this does not mean that motivation is generated by the mere requirement to create them. This could lead to profiles of poorer quality. All employees should also be aware of the personal benefits they can gain by utilizing yellow pages (Below, 1999).

*Qualification*: When introducing new instruments, it is important to make sure that employees are sufficiently trained to use them (Winkler & Mandl, 2007). If the technical and methods-related skills or the willingness to use the tools are lacking, trainings may be helpful (Helm et al., 2007). To ensure acceptance, the specific purpose of the training and the needs of the individual target group determine which training is suitable for meeting individual needs (Tarlatt, 2001).


#### **5.4.3 Technical aspects**

Technology facilitates the necessary processes, but is not the driving force behind the project. Davenport and Prusak (1998) refer to the one-third rule. If more than a third of the

increases their ability to identify with the new instrument (see Frey & Schnabel, 1999; Kraus, et al., 2004). It is also important to integrate other stakeholder groups within the organization. According to Böhm (1999), this includes those responsible for data security, members of the

*Motivation*: Motivational measures could include a transparent and comprehensive communication strategy, measures of qualification, management support, as well as participation of employees (Finke & Will, 2003). Stimuli can be used (Ehrlich, 2003) to keep employers motivated to continuously make updates. These could include monetary rewards

*Voluntary participation:* Entering one' own profile should be voluntary. Participation in the system should reflect a sincere readiness to exchange knowledge and to support one's colleagues (Hofmann et al., 2010). Even if the creation of profiles for the yellow pages is obligatory, this does not mean that motivation is generated by the mere requirement to create them. This could lead to profiles of poorer quality. All employees should also be

*Qualification*: When introducing new instruments, it is important to make sure that employees are sufficiently trained to use them (Winkler & Mandl, 2007). If the technical and methods-related skills or the willingness to use the tools are lacking, trainings may be helpful (Helm et al., 2007). To ensure acceptance, the specific purpose of the training and the needs of the individual target group determine which training is suitable for meeting

 **Common language:** In general, developing an appropriate taxonomy is a task that is not to be underestimated. Ample time should be planned for this activity during the conception phase of the yellow pages (Ehrlich, 2003). In each case, it is recommended that a function-based and a cross-hierarchy work group be created to work on the development and specification of a company-specific taxonomy. This approach has the positive secondary effect that a common language can be developed through this teamwork. The team has to agree to certain formulations and develop a common understanding of the chosen terms. A common language amongst the employees is

ultimately essential for the successful utilization of yellow pages (Ehrlich, 2003). **Regulation for using yellow pages:** There are basically three different methods for creating profiles in yellow pages. First of all, there is the approach of using specific software from existing data sources to generate the profiles automatically. Secondly, there is an option for a person to manually create and complete the profile. The third method utilizes existing data sources and exports them to the yellow pages profile. Entries and updates of personnel profiles within the corporate yellow pages system should be entered by employees themselves, as they are the ones who are most competent to do so (Lehner, 2008). Including information on how recently an entry has been checked for being up to date helps in rating the entry (Woudstra & Van den Hooff, 2008). Keeping the yellow pages profile current is seen as one of the most critical success factors (Ehrlich, 2003). This is because older or even incorrect data would taint the results of the search. This then defeats the purpose of the yellow pages which is to

Technology facilitates the necessary processes, but is not the driving force behind the project. Davenport and Prusak (1998) refer to the one-third rule. If more than a third of the

find a competent contact to help with a specific problem.

workers' council and personnel board as well as all members of the management team.

aware of the personal benefits they can gain by utilizing yellow pages (Below, 1999).

(see Chap. 2.5.1) or be as simple as reminder systems.

individual needs (Tarlatt, 2001).

**5.4.3 Technical aspects** 

numbers of resources are used for technology and design, the project runs the risk of no longer serving knowledge management, but rather technology. Despite this fact, it is necessary to consciously and purposely include information and communication technologies. These form the infrastructure for knowledge communication and enable important information to be accessed quickly (Gray & Tehrani, 2004). Technical aspects refer to design features of the hard- and software of the platform used to realize the expert finding system including user interface, design and user friendliness.


Implementation Process of a Knowledge Management Initiative: Yellow Pages 325

employee therefore takes on a classical sender roll. The difference is that the receiver is not clearly identified and or that potentially all colleagues will receive the information. The goal of these profiles is to give the intended searcher a basis for deciding whether someone is an adequate expert for a specific problem or not. Moreover, profiles are the basis for knowledge communication, which should be initiated through the use of corporate yellow pages (Lin et

The second step involves searching for an expert. In this step, an employee sends his request to the system that contains the information that was input in the first step (Gray & Tehrani, 2004). The employee then receives an answer in the form of the profile that another employee had entered previously. The person who reads the results of the search is the receiver of the message sent in the first step. By using information and communication technologies, it is possible that a message only needs to be sent one time, but that can be

The third step involves the interaction between the identified experts and the person searching for the information. The employee that placed the search request (second step) makes contact with one of the colleagues identified as an expert. The process thereby ends as a classic communication situation that can take place face-to-face or through another

Yellow pages can encourage the exchange of knowledge and experiences, thus giving employees the opportunity to translate implicit knowledge into explicit knowledge (Eppler, 2003). Sharing tacit knowledge is only possible if the knowledge is externalized by articulation of this knowledge into words, numbers and pictures, above all during discussion and knowledge exchange (Polanyi, 1966). The exchange between experts by means of an expert finding system can provide an opportunity to exchange tacit knowledge in a highly situated context between employees and consequently help employees acquire

al., 2008).

Fig. 3. Communication process with yellow pages

new knowledge in a work-integrated learning environment.

received as often as desired.

medium.

are several guidelines and design tips to provide information about the ways in which software and, in this case, yellow pages, can be designed in a user-friendly manner. Nielsen and Tahir (2001) provide a total of 112 suggestions for creating user-friendly websites. The quality management norm DIN EN ISO 9241 talks about the ergonomics of the interaction between people and systems (Stapelkamp, 2007). The large number of rules relating to user-friendliness can all be simplified into four principles: usability, learnability, efficiency and satisfaction.

Yellow pages are considered as a tool to promote knowledge management in organizations. Especially as in our case yellow pages can facilitate knowledge communication between employees which will be demonstrated in the next paragraph.

#### **5.5 Knowledge communication through yellow pages**

Within organizations, the goal of knowledge communication is first and foremost "taking existing isolated knowledge and making it useful to the organization as a whole" (Hespe, 2007, p. 27). In order to achieve this goal, Gray and Tehrani (2004) suggest the following three strategies. The first variation is based on the notion that information can be distributed to all employees through **the "watering can" principle**. This means that a central decision is made about what will be communicated and what will not (Probst et al., 2010). This socalled push strategy is attractive because all employees are provided with all of the information. However, this can also be seen as a disadvantage because a flood of information must then be processed by each individual employee (Bodendorf, 2010). A common tool that is used for communicating using the push principle is a newsletter which is sent via email. The **pull strategy** is the opposite approach. In this strategy, each employee is specifically responsible for getting the information they require (Gray & Tehrani, 2004). This is a way to prevent the flood of information. The challenge is whether each employee will receive the information they require despite a shortage of time, interest and knowledge (Hespe, 2007). For example, one tool that can be used is a database that stores all the information that can be retrieved on the initiative of the employee. The use of the pull strategy is additionally supported by information and communication technology, which makes it easier to search for specific knowledge in a cost-effective manner (North, 2011). If a person is only given the location where the information can be found and is not provided with the information directly, it is referred to as a **point strategy** (Gray & Tehrani, 2004). This approach is especially positive when dealing with complicated knowledge topics depending on the type of knowledge. For example, yellow pages support the point strategy, in which the expert does not have to make their personal knowledge explicit and log it in a database. This is because the interested party can be in direct contact with the expert, thereby facilitating knowledge communication.

In order to be able to analyze the benefits and challenges of knowledge communication using yellow pages, the following section provides a more detailed description of the process of knowledge communication with the support of yellow pages. The entire communication process that is initiated by yellow pages can be broken down into three components (see figure 3).

First, expert profiles must be created. The core and main component of corporate yellow pages are employee profiles (Idinopulos & Kempler, 2006). Employees externalize descriptions of their implicit knowledge domains by articulation of this knowledge into words, numbers and pictures (Polanyi, 1966). In general, employees are the main agents who communicate knowledge about their expertise to the tool (Conway, 2004). The

Yellow pages are considered as a tool to promote knowledge management in organizations. Especially as in our case yellow pages can facilitate knowledge communication between

Within organizations, the goal of knowledge communication is first and foremost "taking existing isolated knowledge and making it useful to the organization as a whole" (Hespe, 2007, p. 27). In order to achieve this goal, Gray and Tehrani (2004) suggest the following three strategies. The first variation is based on the notion that information can be distributed to all employees through **the "watering can" principle**. This means that a central decision is made about what will be communicated and what will not (Probst et al., 2010). This socalled push strategy is attractive because all employees are provided with all of the information. However, this can also be seen as a disadvantage because a flood of information must then be processed by each individual employee (Bodendorf, 2010). A common tool that is used for communicating using the push principle is a newsletter which is sent via email. The **pull strategy** is the opposite approach. In this strategy, each employee is specifically responsible for getting the information they require (Gray & Tehrani, 2004). This is a way to prevent the flood of information. The challenge is whether each employee will receive the information they require despite a shortage of time, interest and knowledge (Hespe, 2007). For example, one tool that can be used is a database that stores all the information that can be retrieved on the initiative of the employee. The use of the pull strategy is additionally supported by information and communication technology, which makes it easier to search for specific knowledge in a cost-effective manner (North, 2011). If a person is only given the location where the information can be found and is not provided with the information directly, it is referred to as a **point strategy** (Gray & Tehrani, 2004). This approach is especially positive when dealing with complicated knowledge topics depending on the type of knowledge. For example, yellow pages support the point strategy, in which the expert does not have to make their personal knowledge explicit and log it in a database. This is because the interested party can be in direct contact with the expert,

In order to be able to analyze the benefits and challenges of knowledge communication using yellow pages, the following section provides a more detailed description of the process of knowledge communication with the support of yellow pages. The entire communication process that is initiated by yellow pages can be broken down into three

First, expert profiles must be created. The core and main component of corporate yellow pages are employee profiles (Idinopulos & Kempler, 2006). Employees externalize descriptions of their implicit knowledge domains by articulation of this knowledge into words, numbers and pictures (Polanyi, 1966). In general, employees are the main agents who communicate knowledge about their expertise to the tool (Conway, 2004). The

learnability, efficiency and satisfaction.

thereby facilitating knowledge communication.

components (see figure 3).

employees which will be demonstrated in the next paragraph.

**5.5 Knowledge communication through yellow pages** 

are several guidelines and design tips to provide information about the ways in which software and, in this case, yellow pages, can be designed in a user-friendly manner. Nielsen and Tahir (2001) provide a total of 112 suggestions for creating user-friendly websites. The quality management norm DIN EN ISO 9241 talks about the ergonomics of the interaction between people and systems (Stapelkamp, 2007). The large number of rules relating to user-friendliness can all be simplified into four principles: usability, employee therefore takes on a classical sender roll. The difference is that the receiver is not clearly identified and or that potentially all colleagues will receive the information. The goal of these profiles is to give the intended searcher a basis for deciding whether someone is an adequate expert for a specific problem or not. Moreover, profiles are the basis for knowledge communication, which should be initiated through the use of corporate yellow pages (Lin et al., 2008).

Fig. 3. Communication process with yellow pages

The second step involves searching for an expert. In this step, an employee sends his request to the system that contains the information that was input in the first step (Gray & Tehrani, 2004). The employee then receives an answer in the form of the profile that another employee had entered previously. The person who reads the results of the search is the receiver of the message sent in the first step. By using information and communication technologies, it is possible that a message only needs to be sent one time, but that can be received as often as desired.

The third step involves the interaction between the identified experts and the person searching for the information. The employee that placed the search request (second step) makes contact with one of the colleagues identified as an expert. The process thereby ends as a classic communication situation that can take place face-to-face or through another medium.

Yellow pages can encourage the exchange of knowledge and experiences, thus giving employees the opportunity to translate implicit knowledge into explicit knowledge (Eppler, 2003). Sharing tacit knowledge is only possible if the knowledge is externalized by articulation of this knowledge into words, numbers and pictures, above all during discussion and knowledge exchange (Polanyi, 1966). The exchange between experts by means of an expert finding system can provide an opportunity to exchange tacit knowledge in a highly situated context between employees and consequently help employees acquire new knowledge in a work-integrated learning environment.

Implementation Process of a Knowledge Management Initiative: Yellow Pages 327

With regard to the **organizational concept,** it was decided that all entries should be voluntary except for contact details to gather sincere readiness to exchange knowledge and to support colleagues (see chapter 5.4.2) This decision point was also strongly related to the claims of the workers' council. Moreover, to ensure the acceptance of corporate yellow pages, managers are obligated to support their employees concerning the utilization of corporate yellow pages (e.g. giving more time for utilization) and to carry out communication measures (e.g. company wide introduction). There is a plan to provide employees with opportunities for gaining practical knowledge about the handling of corporate yellow pages through trainings and tutorials. According to Lehner (2008) employees will enter their profile by themselves, as they are the ones who are most competent to do so. In order to keep yellow pages up to date, there will be a contact person for support and for sending up-dating reminders regularly to employees. A detailed communication strategy will be worked out supporting the motivation of employees. Moreover employees are involved in development steps, e.g. task force, technical workgroup, knowledge workgroup or several evaluations with employees, and get the

Relating to the **technical concept**, a technical workgroup of R&D members and external consultants were working in collaboration to design and develop corporate yellow pages according to user interface, design and user-friendly principles. As system basis, a customized SharePoint was used that included combination of search functions, keyword search and searching by categories. Furthermore, to test if the developed technical system is user-friendly and enable the practical use usability tests was conducted. Results will be

According to the conceptualization yellow pages was technical realized by a technical workgroup including internal and external IT specialists. After the technical realization of yellow pages, four task force members individually analyzed the functionality according to specific individual, organizational and technical aspects. To do this, they used a checklist and summarized the results in a discussion round. Based on their feedback, the technical

In a second step after the technical revision of the expert finding system, an analysis was conducted regarding the usability in a multi-evaluation model. The study involved a performance and diagnostic evaluation with intended users. Ten organizational members from the R&D department tested the usability of corporate yellow pages through the thinkaloud method (performance evaluation) with task scenarios followed by a usability test (diagnostic evaluation) through a questionnaire (based on QUIS and IsoMetrics). The thinkaloud analysis revealed about 43 hints that may influence the usability of yellow pages in the company. In detail, 24 hints were mentioned concerning the edit of profiles, e.g. *explanations should be placed directly under the field name* or *field size should be the same everywhere*; eight hints were mentioned concerning the search functions, e.g. *link to the advanced search should be more visible*; six hints were mentioned concerning the selection of results, e.g. *hyperlinks in the text should be removed as they are confusing*; and finally five hints were mentioned concerning the refinement of results, e.g. *the title should be renamed, for example "Filter Results".* Beside the comments of open answers in the questionnaire, which were similar to those in the previous method, the results of closed answers (1=not agree to

opportunity to participate in the development of yellow pages.

presented in phase 3.

**6.2 Phase 3: Realization of the intervention** 

workgroup updated the expert finding system.
