Design for Social Innovation

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Final PhD Abstract (2012)

by Lauren Tan

PhD title: Understanding the different roles of the designer in design for social good. A study of design methodology... more PhD title: Understanding the different roles of the designer in design for social good. A study of design methodology in the Dott 07 (Designs of the Time 2007) projects.

Summary: This research explores design methodology in the Dott 07 (Designs of the Time 2007) initiative through seven different roles of the designer when they design for social good. These roles recognise the designer as: Co-creator; Researcher; Facilitator; Capability Builder; Social Entrepreneur; Provocateur and Strategist. This research investigation aims to create a better understanding of designer roles, their practices and the valuable contributions designers make among multi-stakeholder cooperations that address complex social issues.

So what do you do? Experimenting with space for social creativity

by Ariane Berthoin Antal

co-authored with Victor Friedman.
Forthcoming in Volume 9, Series Knowledge and Space, Knowledge and Action (working title), Peter Meusburger, Benno Werlen & NN (Eds.), Dordrecht. Springer Verlag.

This chapter investigates the relationship between physical space and processes of creative thinking and action. We... more This chapter investigates the relationship between physical space and processes of creative thinking and action. We build on organizational and sociological literature about social space
and aesthetics, then illustrate how they influenced each other in five action experiments. Small mixed groups explored how they would use a studio to facilitate social innovation and to
strengthen the link between the college and the surrounding communities. Our analysis of the videotapes identified seven configurations of social space which changed over time as the
participants engaged in the task. We suggest that the undifferentiated and unencrusted nature of the space was both a source of uncertainty and potential for the participants. Some groups generated more innovative processes and products than others. Finally, the study offers insights into the importance of embodied action and verbal discourse in innovative processes.

Fonaments de la intersecció entre periodisme i innovació

by Raquel Herrera

Esta presentación resume la línean docente iniciada en el curso "Web 2.0. para comunicadores y periodistas"... more Esta presentación resume la línean docente iniciada en el curso "Web 2.0. para comunicadores y periodistas" y el seminario sobre nuevos ecosistemas periodísticos de la Knowledge Federation (Barcelona, noviembre, 2001).

http://knowledgefederation.org/Main_Page

Sobre la aplicación y desarrollo del concepto de innovación en el sector público: Estado del arte, alcances y perspectivas

by Álvaro V. Ramírez-Alujas

Título: Sobre la aplicación y desarrollo del concepto de innovación en el sector público: Estado del arte, alcances y perspectivas

Autor: Álvaro V. Ramírez-Alujas
Doctorando en Ciencias Políticas – Mención Gobierno y Administración Pública, del Instituto Universitario de Investigación Ortega y Gasset (IUIOG), adscrito a la Universidad Complutense de Madrid. Licenciado en Ciencias Políticas, Administrador Público y Magíster en Gestión y Políticas Públicas de la Universidad de Chile. Miembro fundador, coordinador e investigador asociado del Grupo de Investigación en Gobierno, Administración y Políticas Públicas (GIGAPP) del IUIOG (www.gigapp.org) y colaborador del Grupo de Investigación en Liderazgo e Innovación en Gestión Pública (GLIGP) del Instituto de Gobernanza y Dirección Pública de ESADE, Barcelona. Se ha desempeñado como académico, investigador y consultor, en diversas universidades y organismos públicos e instituciones internacionales.

Resumen:
Una frecuente y peligrosa confusión respecto a la innovación es la creencia de que se trata de una... more Resumen:
Una frecuente y peligrosa confusión respecto a la innovación es la creencia de que se trata de una nueva moda propiciada por los expertos del management. Ello definitivamente no es así. La innovación es un principio fundamental y universal de supervivencia de cualquier sistema. La innovación no es más que el proceso a través del cual los sistemas –ya sean biológicos, productivos, sociales, políticos u otros- mantienen la congruencia con el entorno que los hace posibles (Vignolo, Ramírez y Vergara, 2010). Lo anterior, en la práctica, se ve reflejado de distintas formas y adquiere modalidades diversas en las organizaciones: mejoras incrementales en la prestación de servicios; nuevas formas de organización y/o nuevas formas de incentivar o recompensar a los actores; rediseño de procesos y “reinvención”; nuevas formas de gestión y comunicación; cambios radicales en los modelos de negocio y en la incorporación de tecnología; etc. (Mulgan, 2007). Es por todo ello necesario indagar sobre los niveles de avance que la innovación ha presentado en el sector público en los últimos años y si es factible lograr acuñar una nomenclatura y marco de referencia propio que potencie el mejoramiento de nuestras instituciones públicas.
Palabras clave: Innovación, gestión pública, cambio organizativo, sector público, modernización administrativa.

Abstract:
A frequent and dangerous confusion about innovation is the belief that it is a new trend brought about by the management experts. This definitely is not. Innovation is a fundamental and universal principle of survival of any system. Innovation is just only the process by which systems - biological, productive, social, political or other - maintain consistency with the environment that makes it possible (Vignolo, Ramirez and Vergara, 2010). This, in practice, is reflected in different ways and takes different forms in organizations: incremental improvements in service delivery, new forms of organization and / or new ways to encourage or reward the actors, process redesign and "reinvention", new forms of management and communication, radical changes in business models and the incorporation of technology, etc. (Mulgan, 2007). Is necessary to investigate all levels of advancement that innovation presented in the public sector in recent years and if it is feasible to strike a nomenclature and framework to enhance improvement of our public institutions.
Keywords: Innovation, public management, organizational change, public sector, administrative modernization.

Offene Innovation in nachhaltigkeitsorientierten strategischen Allianzen - Open Innovation in Strategic Alliances for Sustainable Development

by frauke lange

gemeinsam mit Helfert, M. und Süßbauer, E. in: Tagungsband der 1. Förderschwerpunkttagung des Förderschwerpunkts Innovationsstrategien jenseits traditionellen Managements des Bundesministerium für Bildung und Forschung, Berlin, 8.-9. Oktober 2009

Strategic alliances between companies and non-profit organisations develop extraordinary innovation potentials because... more Strategic alliances between companies and non-profit organisations develop extraordinary innovation potentials because of a differing base of knowledge and experiences. Based on first results generated in the project StratAll this report reveals the conditions of the successful extrapolation of innovation potentials in such alliances. It shows that innovation processes need systematic management and a well established culture of trust which could be even more supported if the co-operating partners are coming from the same region. Both strategic alliances and Open Innovation aim at using external knowledge in order to extend the inherent innovation potential. Thus the experiences generated in the project StraAll can be applied on the concept of Open Innovation.

Innovación en la Gestión Pública y Open Government (Gobierno Abierto): Una vieja nueva idea… Innovation in Public Management and Open Government: An old …

by Álvaro V. Ramírez-Alujas

Published in "Revista Buen Gobierno", No. 9, July-December 2010

Abstract:
Innovation in public management has been recognized as the hub of new efforts to revitalize and... more Abstract:
Innovation in public management has been recognized as the hub of new efforts to revitalize and strengthen the role of governments and public administrations within the complexity and new scenarios posed by the twenty-first century. This article discusses the relationship between innovation and increasingly obsolete paradigm of New Public Management (NPM) and then, try to discuss the alleged advantages and potential of the concept of Open Government, as a new approach to change and reform the public sector. As a result of the review and discussion of cases and experiences, there are strong arguments for to advance in the design of entrepreneurship platforms and collaborative learning within government and in its interaction with other actors from civil society and private sector, rebuilding the values that underpin the democratic space.

Keywords: Public management, innovation, Open Government

Resumen:
La innovación en la gestión pública ha sido reconocida como el eje de los nuevos esfuerzos por reactivar y potenciar el papel de los Gobiernos y las Administraciones Públicas frente a la complejidad y nuevos escenarios que impone el siglo XXI. El artículo discute la relación entre innovación y el cada vez más obsoleto paradigma de la Nueva Gestión Pública (NGP) para luego, intentar debatir acerca de las supuestas ventajas y potencialidades del concepto de Gobierno Abierto, como nuevo enfoque de cambio y reforma en el sector público. Como resultado de la revisión de los casos y experiencias analizadas, concluimos en la necesidad de avanzar en el diseño de plataformas de emprendimiento y aprendizaje colaborativo tanto al interior de los gobiernos como en su relación con otros actores de la sociedad civil y el sector privado, reconstruyendo los valores que sustentan el espacio democrático.

Palabras clave: Gestión pública, innovación, Gobierno Abierto

Number of Pages in PDF File: 35

PhD Abstract

by Lauren Tan