• Change in degree of inequality of sharing
• Change in sharing cycle time
• Change in sharing velocity
• Change in sharing acceleration
• Change in intensity of collaborative activity in sharing
• Change in intensity of cooperative behavior in sharing
• Change in intensity of conflict behavior in sharing
• Change in extent of withdrawal from interaction with other agents as an outcome of collaborative activity in sharing
• Change in extent of inequality of access to previous validated knowl- edge claims
• Change in volume of documents transmitted among all agents sharing knowledge claims
• Change in ratio of messages received by an agent to messages sent by that agent related to sharing
• Change in types of rewards provided for participation in knowledge sharing
• Change in extent of satisfaction with rewards for knowledge sharing
Accelerated innovation
While “first generation” or “supply-side” knowledge management focused mainly on problems and concerns of managing knowledge storage and distribution, some individuals in knowledge management have recently championed the cause of “demand-side” knowledge processing (McElroy, 1999). They argue that knowledge management is broader than “supply-side” activities, and that, more- over, the KM value proposition is greatly enhanced when we expand its focus to include knowledge production activities—in particular, business innovation.
This new focus of KM, also called the new knowledge management (or TNKM) (McElroy, 2002) is on innovation. It is about managing it and accelerating it, and it is about managing and accelerating innovations in creating business innovations. But what is innovation? There are many ways to define it, and I will not provide a definitional survey here. But my definition is that innovation is a completed knowledge process life cycle event, beginning with a problem emerging from a business process, moving through knowledge production, and ending in incorporation of knowledge structures (the DOKB) within business structures impacting business process behavior (see Figure 7.3).
Innovation acceleration is continuous decrease in the cycle time of the knowledge life cycle. This, in turn, means continuous decrease in the cycle time of its subprocesses. But the relationship is not a simple one. We do not know the impact that decreasing cycle time in any or all of the subprocesses has on the oth- ers or on the cycle time of the KLC as a whole. So here is something else that must be modeled in detail before we understand how to accelerate innovation. We do know that acceleration involves changing the knowledge subprocesses in the KLC and their interrelations and that this requires knowledge management. I now turn to a more detailed examination of that subject in the following chapters.
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