Daily Knowledge Valuation in Organizations

One of the major challenges for modern organizations is the management of individual and collective knowledge, which is at the root of specific practices designed to optimize knowledge acquisition, maintenance and application. There are, however, still a disproportionately low number of studies focused on the structure and nature of knowledge. This book tackles the subject of daily knowledge: the knowledge related to everyday tasks. How does this knowledge present itself in the mind? How do we acquire and preserve it? To answer these questions, the authors explore a number of techniques which help to keep track of information produced in collaborative activity and extract knowledge by aggregating these traces.

Auteur

Nada Matta is Professor at the University of Technology of Troyes in France. Her work focuses on techniques in knowledge engineering and management, in particular how to handle cooperative activities. She has been head of "Scientific group of supervision, and security of complex systems" for 5 years, head of the department of "Human, Environment and ICT" for 1 year, and head of department of "Information Systems and Telecom" for 2 years.

Hassan Atifi is Associate Professor in Communication Studies at the University of Technology of Troyes in France. His research interests include Ethnography of Computer-Mediated Communication, Cultural Variation in CMC, Technology and Emerging Media and Communication and Knowledge Engineering.

Guillaume Ducellier is a Researcher and Teacher at the University of Technology of Troyes in France. He is responsible for the training of Engineers in Mechanical Systems and performs his research within the Laboratoire de Systèmes Mécaniques et d'Ingénierie Simultanée (LASMIS).

Contenu

Preface xi
Nada MATTA 1

Chapter 1 Daily Knowledge 1
*Nada Matta*

1.1. Knowledge 1

1.2. Daily knowledge 5

1.3. Individual versus collaborative knowledge 7

1.3.1. Difference in the nature of captured knowledge 7

1.3.2. Difference in the dimension to be considered 8

1.3.3. Difference in capturing of knowledge 9

1.4. Challenge to manage daily knowledge 10

1.5. Conclusions 15

1.6. Bibliography 16

Chapter 2 Traceability 21
Nada MATTA and Fatima BERRICHE

2.1. Traces 21

2.2. Profiling approaches 23

2.2.1. Experience-based reasoning 25

2.2.2. Example: profiling in crisis management 26

2.3. Traceability of information 28

2.4. Traceability of knowledge 30

2.5. Conclusions 32

2.6. Bibliography 33

Chapter 3 Traceability and Structuring of Decision-making 35
Nada MATTA and Guillaume DUCELLIER

3.1. Decision-making 35

3.2. Cooperative decision-making 37

3.2.1. Design rationale 38

3.2.2. Representation of the dynamics of problem-solving 41

3.3. Conflict management 45

3.3.1. Prevention methods 45

3.3.2. Argumentation methods 46

3.3.3. Negotiation methods 47

3.4. Conflict types 47

3.5. Traceability of design rationale 49

3.5.1. Memory meetings 49

3.5.2. Project memory building 55

3.6. Integrating traceability in PLM tools 57

3.6.1. Windchill and project management 59

3.6.2. The organizations of elements in Windchill 62

3.6.3. Project memory within Windchill 64

3.7. Conclusion 67

3.8. Bibliography 68

Chapter 4 Classifications and Aggregation of Traces 73
Xinghang DAI, Nada MATTA and Guillaume DUCELLIER

4.1. Classification 73

4.1.1. Heuristic classification 74

4.1.2. Knowledge discovery 76

4.1.3. Hierarchical classification 78

4.2. Cooperative knowledge aggregation 80

4.2.1. Cooperative knowledge ontology 81

4.2.2. Graphs representing relations between concepts in project memory 84

4.3. CKD classification algorithms 87

4.4. Conclusions 90

4.5. Bibliography 91

Chapter 5 Exapmple of Traceability and Classifications of Decision-making 95
Xinghang DAI, Nada MATTA, Guillaume DUCELLIER, Tatiana REYES

5.1. Example of software design projects 95

5.1.1. Problem-solving knowledge 96

5.1.2. Management knowledge 100

5.1.3. Example analysis 105

5.2. Example of PLM system design 106

5.2.1. Problem-solving knowledge 107

5.2.2. Management knowledge 111

5.2.3. Example analysis 114

5.3. Example of ecodesign projects 115

5.3.1. Problem-solving knowledge 116

5.3.2. Management knowledge 119

5.3.3. Example analysis 120

5.4. Conclusion 120

5.5. Bibliography 122

Chapter 6 Communication, CMC and Email: A Brief Survey 123
Hassan ATIFI

6.1. Introduction 123

6.2. What is communication? 124

6.2.1. Traditional view of communication 124

6.2.2. Interactional view of communication 125

6.3. The pragmatics of interactions 128

6.3.1. Ethnography of communication 129

6.3.2. Interaction analysis 130

6.4. Pragmatics and speech acts 131

6.4.1. J.L. Austin 131

6.4.2. J.R. Searle 132

6.5. Computer-mediated communication 133

6.5.1. CMC, interaction and emotion 134

6.5.2. CMC, culture and multilingualism 137

6.6. CMC, e-mail and knowledge management 140

6.6.1. CMC and e-mail 140

6.6.2. CMC and knowledge management 142 <p...