A Model for Enhancing Tacit Knowledge Flow in Non-functional Requirements Elicitation

Wikis have been widely used as knowledge management tools. However, most of them do not support the conversion process of knowledge in an appropriate way. Specifically, they do not support brainstorming and creativity techniques, which are needed to convert tacit knowledge into explicit. This chapter presents how a wiki tool called the Spatial Hypertext Wiki (ShyWiki) can be used for supporting collaborative requirements elicitation following the knowledge creation spiral of Nonaka. The knowledge conversions in the spiral (socialization, externalization, combination, and internalization) and the knowledge types in each conversion are related to different activities in requirements elicitation, which can be performed through ShyWiki. ShyWiki allows stakeholders to collaborate by creating, brainstorming, structuring and reorganizing requirements contained in notes. In this way, the requirements negotiation and prioritization process can be done through the wiki pages which are seen as virtual boards that hold hypertext notes.

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Beyond the Body of Knowledge: A Knowledge-Flow Approach to Project Management Theory and Practice

Project Management Journal ◽

10.1177/875697280303400202 ◽

2003 ◽

Vol 34 (2) ◽

pp. 4-12 ◽

Cited By ~ 30

Author(s):

Keith F. Snider ◽

Mark E. Nissen

Keyword(s):

Project Management ◽

Tacit Knowledge ◽

Knowledge Flows ◽

The Body ◽

Theory And Practice ◽

Management Theory ◽

Knowledge Flow ◽

Project Organization ◽

Body Of Knowledge ◽

Management Of Project

Much of the theory associated with project management is explicitly organized according to taxonomic bodies of knowledge (BOK). Although such BOK are conceptually simple and easily disseminated, their generally static and explicit nature is out of phase with the dynamics of critical, tacit knowledge as it flows through the project organization. In this paper, we argue for a more descriptive view of project management theory, one that captures the dynamics of knowledge flows, addresses tacit knowledge and provides new insight into interrelationships between the management of project knowledge and the management of project activities in the enterprise. Introducing a multidimensional model of knowledge flow to describe project management theory, we instantiate this model with a project example from the domain of software development.

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Design Thinking: Challenges for Software Requirements Elicitation

Information ◽

10.3390/info10120371 ◽

2019 ◽

Vol 10 (12) ◽

pp. 371 ◽

Cited By ~ 1

Author(s):

Hugo Ferreira Martins ◽

Antônio Carvalho de Oliveira Junior ◽

Edna Dias Canedo ◽

Ricardo Ajax Dias Kosloski ◽

Roberto Ávila Paldês ◽

...

Keyword(s):

Design Thinking ◽

Requirements Elicitation ◽

Software Requirements ◽

Agile Methods ◽

Software Project ◽

Functional Requirements ◽

Use Of Data ◽

Development Teams ◽

Software Development Teams ◽

User Workshop

Agile methods fit well for software development teams in the requirements elicitation activities. It has brought challenges to organizations in adopting the existing traditional methods, as well as new ones. Design Thinking has been used as a requirements elicitation technique and immersion in the process areas, which brings the client closer to the software project team and enables the creation of better projects. With the use of data triangulation, this paper brings a literature review that collected the challenges in software requirements elicitation in agile methodologies and the use of Design Thinking. The result gave way to a case study in a Brazilian public organization project, via user workshop questionnaire with 20 items, applied during the study, in order to identify the practice of Design Thinking in this context. We propose here an overview of 13 studied challenges, from which eight presented strong evidence of contribution (stakeholders involvement, requirements definition and validation, schedule, planning, requirement details and prioritization, and interdependence), three presented partial evidence of contribution and two were not eligible for conclusions (non-functional requirements, use of artifacts, and change of requirements). The main output of this work is to present an analysis of the use of Design Thinking to see if it fits properly to be used as a means of solving the challenges of elicitation of software requirements when using agile methods.

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Accelerated engaged tacit knowledge acquisition during executive succession

Management Research Review ◽

10.1108/mrr-10-2018-0402 ◽

2019 ◽

Vol 43 (5) ◽

pp. 573-594

Author(s):

Rida Elias ◽

Bassam Farah

Keyword(s):

Theoretical Model ◽

Knowledge Acquisition ◽

Tacit Knowledge ◽

Transition Period ◽

Knowledge Flow ◽

Executive Succession ◽

Human Resource Managers ◽

Specific Knowledge ◽

Content Type ◽

Resource Managers

Purpose The purpose of this paper is to provide a model that can explain how organizations may retain their executives’ tacit knowledge in the organization especially during the succession period. The proposed model takes into consideration three critical contexts that may assist in improving the knowledge flow during the transition period, namely, motivation context, transition context and ability context. Design/methodology/approach This paper presents a conceptual framework that emphasizes the importance of the will and skill of two parties involved in succession, i.e. the predecessor and successor, as well as the context of the succession. To this end, the paper advances a set of propositions that explain how these different contexts affect the quantity and quality of the knowledge acquired by the successor at the end of the succession period. Findings This paper advances a theoretical model that describes the antecedents and moderator of job-specific knowledge acquired during executive succession. Research limitations/implications This paper presents a theoretical model that explains knowledge flow during the transitory period of succession. It emphasizes the importance of the motivation and ability of the partners involved while taking into consideration the context of succession. Practical implications This paper contributes considerably and in a practical manner to managers in general and to human resource managers in particular. It draws the attention of concerned managers to check the motivation of both successor and predecessor in experiencing the transition, explain to the successors the job description of the position to direct their attention to learn specific knowledge and equip both parties involved in the succession with the needed skills. Originality/value This paper advances a new concept termed as accelerated engaged tacit knowledge acquisition. This concept complements other perspectives of knowledge flow and learning and takes into consideration the specific context of executive succession.

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A Technique to Capture Multi-Disciplinary Tacit Knowledge During the Conceptual Design Phase of a Building Project

Journal of Information & Knowledge Management ◽

10.1142/s0219649214500130 ◽

2014 ◽

Vol 13 (02) ◽

pp. 1450013 ◽

Cited By ~ 4

Author(s):

Zohreh Pourzolfaghar ◽

Rahinah Ibrahim ◽

Rusli Abdullah ◽

Nor Mariah Adam

Keyword(s):

Tacit Knowledge ◽

Conceptual Design ◽

Explicit Knowledge ◽

Knowledge Flow ◽

Design Phase ◽

Operating Characteristics ◽

Building Projects ◽

Incomplete Knowledge ◽

Conceptual Design Phase ◽

The Impact

The construction industry is suffering from incomplete knowledge flow that results in time and cost over-runs. Many researchers believe that a large part of this problem is related to the design phase being a tacit knowledge-dominated area. Since tacitness of knowledge contributes to incomplete flow of knowledge, we posit that facilitating the conversion of tacit knowledge to explicit knowledge can improve the overall knowledge flow. Within this context, this paper analyses recognised knowledge-capturing techniques and compares them in view of the operating characteristics of the conceptual design phase. This paper proposes a new tacit knowledge-capturing technique for this phase. The outcomes include a new knowledge-capturing technique, a method for validation of the proposed technique, and recommendations on how to deal with the challenges concomitant with the application and utilisation of the proposed technique in the building industry. By proposing a combinational tacit knowledge-capturing technique, this study attempts to mitigate the impact of the potential incomplete knowledge flow during the conceptual design phase in building projects.

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Enabling organizations to implement smarter, customized social computing platforms by leveraging knowledge flow patterns

Journal of Knowledge Management ◽

10.1108/jkm-11-2014-0455 ◽

2015 ◽

Vol 19 (1) ◽

pp. 95-107 ◽

Cited By ~ 7

Author(s):

Ramesh Chandra ◽

Reethika S Iyer ◽

Ramakrishnan Raman

Keyword(s):

Knowledge Sharing ◽

Tacit Knowledge ◽

Social Computing ◽

Flow Patterns ◽

Knowledge Network ◽

Knowledge Flow ◽

Knowledge Sourcing ◽

Content Type ◽

Computing Platforms ◽

The Impact

Purpose – The purpose of this study was to understand the knowledge sharing in projects based on knowledge flow patterns. The impact of attrition, thereby leading to a loss of tacit knowledge, inability to capture and reuse knowledge and inability to understand the knowledge flow patterns, which leads to lack of structured workspace collaboration, are frequently faced challenges in organizations. The change in knowledge sourcing behaviors by the current generation workforce has a high reaching impact in driving collaboration among employees. Design/methodology/approach – This paper attempts to study this impact and identify means to improve the effectiveness of collective knowledge sharing via social computing platforms. As part of this study, customized solutions are devised based on knowledge flow patterns prevalent in teams. Knowledge network analysis (KNA), a socio-metric analysis, is performed to understand knowledge flow patterns among employees in a team which helps understand the relationships between team members with respect to knowledge sharing. KNA helps in understanding ties and interactions between human and system resources. Findings – Significant changes were observed in knowledge sourcing and sharing behaviors. Capture of the tacit knowledge of employees further resulted in reducing the impact of knowledge attrition. For instance, targeted communities of practice (CoPs) based on the presence of cliques within teams enabled teams to complete projects effectively and efficiently. Practical implications – The results are used to identify push and pull networks to enable effective knowledge management (KM). Results of this study reveal that analyzing knowledge flow patterns in a team and deploying a customized social computing platform that is tailored to address the needs of specific knowledge flow patterns within that team, significantly enhances collaborative sharing as opposed to a standardized “one-size-fits-all” platform. Originality/value – This paper is an original creation after research by the authors for a continuous assessment of KM within the organization.

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