Mark W. Salisbury

Putting theory into practice to build knowledge management systems

This article describes our process for putting theory into practice to build knowledge management systems. We begin by discussing our definition of knowledge management and describe our theoretical foundation for developing systemic solutions for organizations to manage their knowledge. Next, we describe our process for creating a knowledge management strategy and how we design the technological aspects of a knowledge management system that will enable organizations to achieve their knowledge management strategy. We also describe how we provide training on the completed system and the organizational development interventions necessary to ensure that management and the members of the organization support the strategy. We conclude by providing an example scenario to illustrate how the resulting knowledge management system would operate in an organization’s work environment.

A Living-Systems Design Model for Web-based Knowledge Management Systems

Most of the currently available instructional design models were conceptualized to develop instructional solutions to needs and requirements that remain relatively stable over time. Faced with the problem of designing a knowledge management (KM) system that needed to accommodate continuously changing requirements over its fielded lifetime, we developed a new design model that is based on a living-systems approach. In this article, we briefly review currently available instructional systems design models and describe this new model and the mechanisms it contains for accommodating change and growth. We illustrate the application of the phases of the model (analyze initial requirements, design the information architecture, develop the information design, develop the interaction design, implement the Web-based system, and conduct a developmental evaluation of the system) in the development of a KM system with living-system features.

A framework for collaborative knowledge creation

This article describes a framework for managing the life cycle of knowledge in organizations and how this framework can be used to support collaborative knowledge creation. The framework emerges from years of work with the laboratories and facilities that are under the direction of the United States Department of Energy. The article begins by describing the background of the work from which the framework emerged; this is followed by describing the problem of identifying the ‘right’ knowledge for the ‘right’ people at the ‘right’ time and how the use of performance objectives addresses this problem. Next, the life cycle of knowledge in organizations, the theoretical foundation of the framework, and the details of the implementation of the framework are described. Finally, a discussion section summarizes the framework and discusses future directions for enhancing and extending the framework for supporting collaborative knowledge creation in organizations.

A Framework for Managing the Life Cycle of Knowledge in Organizations

This article describes a framework for managing the life cycle of knowledge in organizations. The framework emerges from years of work with the laboratories and facilities that are under the direction of the United States Department of Energy (DOE). The article begins by describing the background of the work from which the framework emerged; this is followed by describing the problem of identifying the “right†knowledge for the “right†people at the “right†time and how the use of performance objectives addresses this problem. Next, the phases in the life cycle of knowledge in an organization, the theoretical foundation for the framework, and the other aspects of the framework (Work Processes, Learning Processes, and Methodologies) are described. Finally, a discussion section summarizes the framework and discusses future directions for enhancing and extending the framework.

A Framework for Reusing and Repurposing Knowledge Work in Organisations

This article describes a framework for managing the life cycle of knowledge in organisations and to utilise this framework for reusing and repurposing knowledge work. The framework emerges from years of work with the laboratories and facilities that are under the direction of the US Department of Energy (DOE). The article begins by describing the phases in the life cycle of knowledge in organisations. Next, the article describes the theoretical foundation for the framework, the Collaborative Cognition Model, followed by sections that detail the implementation of the framework. Finally, a discussion section summarises the framework and discusses future directions to enhance and extend the framework for reusing and repurposing knowledge work in organisations.