eJOV Vol.7 - 2005

EDITORIAL

With the here presented issue, eJOV is re-launched after two years of silence. In 1997 Joachim Griese and Pascal Sieber founded eJOV as one of the earliest eJournals, which until this day is printed and archived by the Swiss National Library. In 2003 Joachim retired and Pascal left the university. The core community of 1998, however, is alive and active. In fact it has grown by number of researchers and practitioner, has grown into multiple disciplines, has inspired research (funding) programs and has yielded a rich diversity of relevant research questions.
As new editors we endorse the initial mission of eJOV... Read the whole Editorial as pdf

	eJOV Volume 7_2005 15.04.2010   Author:    Size: 2,11MB eJOV-Vol.11, ISSN: 1442-9331, accessible through www.ejov.org
	eJOV7_02_Verburg_Introduction to the special issue.pdf 19.01.2006   Author: Verburg, Swaak, Katzy   Size: 198KB eJOV-Vol.7, ISSN: 1442-9331, Pages 4-8, accessible through www.ejov.org The term 'smart' organization is sometimes used as a synonym for networked organizations and their ability to provide access to profiled competencies and knowledge. While network is a structural metaphor for relationships that exceed the hierarchical model, this special issue is concerned with the evolution of creative environments where learning processes can evolve and new capabilities can develop. A number of companies are changing their traditional work environments. We build on insights on how new work environments are characterized by knowledgeable, productive, and flexible employees, who contribute significantly to firm competitiveness through innovation (Kleinknecht & Mohnen, 2002) and that such employees are supported by ICT that supports mobility, context- and location-awareness, networking and ambient interfaces (Malone, 2004).
	eJOV7_03_Cranefield_Organisational Factors Affecting Inter-Organisational Knowledge Transfer.pdf 19.01.2006   Author: Cranefield, Yoong   Size: 444KB eJOV-Vol.7, ISSN: 1442-9331, Pages 9-33, accessible through www.ejov.org This paper reports part of a larger research project that identified the key factors that impacted on knowledge transfer in the Pathfinder project, a two-year project undertaken by a group of New Zealand State Sector organisations, based around introducing a new strategic knowledge framework, Managing for Outcomes (MfO). Interviews were undertaken with participants from seven public sector organisations. An emergent model for inter-organisational knowledge transfer was developed from the data. The model comprises six stages: Engaging, Defining, Seeking, Articulating, Integrating, and Disseminating. This paper specifically describes the organisational factors that have affected inter-organisational knowledge transfer during each of the stages. The implications for research and practice are outlined.
	eJOV7_04_Maeki-Komsi_Learning and knowledge building in distributed work environment.pdf 19.01.2006   Author: Maeki-Komsi, Pöyri, Ropo   Size: 576KB eJOV-Vol.7, ISSN: 1442-9331, Pages 34-55 , accessible through www.ejov.org Remote co-operation is an increasingly prevalent state of working for most of the globally operating companies. At the same time, continuous learning and building new knowledge have become crucial not only for professional growth and rapid renewal of competencies but also for the prosperity of the companies. This paper reports the results of a study which analyzed employees’ communication and experience-based knowledge creation and sharing in a globally operating telecommunications company. This study consists of two parts: an interview study and an analysis of e-mail list discussions. A total of 19 semi-structured interviews with employees working in distributed ways were carried out. The interview data were analyzed with qualitative content analysis...
	eJOV7_05_Huysman_Learn to solve problems a virtual ethnographic case study of learning in a gnu linux user group.pdf 19.01.2006   Author: Huysman, Lin   Size: 316KB eJOV-Vol.7, ISSN: 1442-9331, Pages 56-69, accessible through www.ejov.org Linux User Groups (LUGs) epitomise on-line communities where members sharing the same interests learn mutually through engaging in collective practices. LUGs serve as a platform for interested Linux users to solve each other's problems (mainly technical) through interacting with each other on-line with the help of Internet technologies such as mailing lists and Internet Relay Chat (IRC). Although members also meet face-to-face in the physical environment, we have observed that their on-line interactions play a more important role in their mundane problem-solving processes. Thus, we study the digital narratives encoded in the mailing list of York Linux User Group (YLUG) to understand how Linux users communicate with each other virtually to solve their problems...
	eJOV7_06_de Poot_How do knowledge workers cope with their everyday job.pdf 19.01.2006   Author: de Poot, Mulder, Kijl   Size: 763KB eJOV-Vol.7, ISSN: 1442-9331, Pages 70-88, accessible through www.ejov.org Knowledge work, which forms a large part of modern economy, often involves collaboration. In order not to overemphasise either the transactional or the communicative aspect of collaboration, attitudes and technologies may have to change. Data from a survey show how knowledge workers manage their time and tasks using straightforward office technologies. Enhanced context awareness could help both the communication initiator and the communication target.
	eJOV7_07_Lank_Learning across organizational boundaries.pdf 19.01.2006   Author: Lank   Size: 240KB eJOV-Vol.7, ISSN: 1442-9331, Pages 89-94, accessible through www.ejov.org n organizational life, it is an unfortunate reality that time for review, reflection and conscious learning is often traded out for what are felt to be more pressing priorities. Across virtual organizations, because of the range of stakeholders involved and the evolutionary nature of collaboration, it is essential to build learning into the core of the working process. Each member of a collaborative process will benefit on a personal level from the learning that they gain. The challenge, however, is to extend from individual learning to learning for the collaborative team and even beyond, to learning for the organizations involved. This article will explore the different aspects to learning in a cross-organizational collaborative setting.
	eJOV7_08_van Wendel de Joode_Understanding open source communities An organizational perspective.pdf 19.01.2006   Author: van Wendel de Joode   Size: 293KB eJOV-Vol.7, ISSN: 1442-9331, Pages 95-106, accessible through www.ejov.org This research is concerned with open source communities, which are also known as ‘free software communities’ and ‘libre software communities’. Open source communities are virtual organizations that develop software, well-known examples of which are those responsible for Linux and Apache. A hallmark of open source communities is that the source code of their software is open and may be shared without restriction. People need source code to be able to understand and modify software. Making source code open gives thousands of volunteers and paid employees from all around the world an opportunity to develop and maintain the software concerned. The ownership of the software is usually not held by one person or company, but shared among the companies and individuals that have had a hand in its development.
	eJOV7_09_Soekijad_Dare to share knowledge sharing professionals in co-opetitive networks.pdf 19.01.2006   Author: Soekijad   Size: 234KB eJOV-Vol.7, ISSN: 1442-9331, Pages 107-111, accessible through www.ejov.org he aim of Soekijad’s PhD dissertation ‘Dare to share: Knowledge sharing professionals in co-opetitive networks’ was to explore the knowledge sharing and creating processes between professionals within a setting of co-opetitive networks. Organisations have increasingly become dependent on their knowledge base, as well as on other organisations through which they obtain new knowledge. Therefore, organisations, even competitive ones, find themselves in a position where they have to co-operate with each other in a network. In such a network, an organisation can access and internalise the knowledge bases of the other organisations, and they can commonly create a new knowledge base. However, when these organisations are competitors within a same market, this makes knowledge sharing a risky activity....
	eJOV7_10_de Vries_An analysis framework approach for managing corporate e-learning development.pdf 12.04.2007   Author: de Vries   Size: 222KB eJOV-Vol.7, ISSN: 1442-9331, Pages 112-118, accessible through www.ejov.org E-learning is an innovation which has not yet settled in the training and learning world. It is a multi-faceted phenomenon with a complexity that is different from any other learning innovation. It is this complexity we are dealing with and the problem account of this study was on the dilemma of ‘how to improve the management process of e-learning development in the corporate environment?’ There is a myriad of ‘solutions’ one could think of, but to be able to select the focal point of this study an analysis was made to define the importance of e-learning for education and training and to see what the theory on educational change and innovation could contribute to the focusing process. The outcome of this review was that e-learning is a different matter compared to what we are used to in corporate training....