We draw from and extend Nonaka's (1994) theory of knowledge creation to develop a model of media selection and use in the knowledge conversion (KC) process. KC is a process wherein an individual is affected by the experiences of another. The outcomes of KC--transferred and transformed knowledge--hinge on the development of understanding. The KC process is enabled via various communicative and noncommunicative media. Because the KC process occurs over time, it possesses a temporal fabric or structure. We explore the practical realities of KC as a dynamic, time- and experience-dependent process. We consider how the temporal fabric of KC creates an evolving reciprocal relationship among perceived media utility, selection, and use of media, as well as switching and/or combining media. We propose and discuss two key factors as determinants of perceived media utility use in the KC process: (1) the temporal behavior of individuals engaged in the KC process and (2) individual and joint experience-based factors. We also discuss the role of contextual factors as antecedents. Finally, we offer and illustrate two primary temporal structures for KC media selection and use: (1) monophasic, wherein KC participants use a single medium at a time, and (2) polyphasic, wherein KC participants deploy multiple media simultaneously. We conclude with a discussion of the implications for the design of KC-enabling systems and directions for future research.
In this study, we explore the nature of team interaction and the role of temporal coordination asynchronously communicating global virtual project teams (GVPT). Drawing on Time, Interaction, and Performance (TIP) theory, we consider how and why virtual team behavior is temporally patterned in complex ways. We report on the results of an experiment consisting of 35 virtual project teams comprised of 175 members residing in the United States and Japan. Through content and cluster analysis, we identify distinct patterns of interaction and examine how these patterns are associated with differential levels of GVPT performance. We also explore the role of temporal coordination mechanisms as a means to synchronize temporal patterns in GVPTs. Our results suggest that successful enactment of temporal coordination mechanisms is associated with higher performance. However, we found that temporal coordination per se is not the driver of performance; rather, it is the influence of coordination on interaction behaviors that affects performance.
We develop and illustrate a performance-centered design (PCD) methodology for structuring knowledge-intensive, ill-defined processes. PCD provides a holistic view of a performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. The context for our theoretical exposition is the fuzzy front-end of the new product development (NPD) process. Despite the fact that front-end concept definition and selection is central to a firm's innovation capability, these activities are ill-structured and typically the most poorly managed in the entire innovation process. Through a case study, we illustrate the proposed PCD methodology as applied to the fuzzy front-end and additionally illustrate how electronic performance support technology can be utilized to support the fuzzy front-end process. Although specifically applied within the context of one firm, we contend that the PCD methodology is applicable to other knowledge-intensive and relatively unstructured processes.
From 1994 through 2000, Nortel Networks transformed itself from a technology-focused to an opportunity/customer-focused company. By 2000, Nortel was a profitable, innovative leader in the telecommunications industry. The change was the result of an ambitious effort to redesign its entire new product development (NPD) process such that time-to-market was significantly reduced. NPD is highly knowledge-intensive work based on the individual and collective expertise of employees. The primary focus of this case study is on Nortel's efforts to reengineer the front-end of its NPD process and capitalize on knowledge assets. This effort was built around a process-oriented knowledge management (KM) strategy, involving a tripartite and systematic focus on process, people, and technology. Through our case analysis we develop a model of KM success by exploring Nortel's KM strategy and the managerial, resource, and environmental factors that influenced Nortel's success. Nortel's experiences suggest lessons for other firms attempting to manage knowledge assets in core business processes.