For implementing a suiting KMS (Knowledge Management System) solution for SME, the demands with regard to knowledge and the specific systemic support should be clarified. Since information in general is the starting point for defining knowledge, the question arises how knowledge and information demand are interrelated. In addition: can this be used for the determination of the according knowledge demand. This paper presents our findings on the usage of the knowledge demand gained within the creation of a framework for value-oriented decision support for KMS for SME.
Knowledge and information management as such are disciplines accepted within the
research community. This includes the acceptance of the fact, that the fields are
interlinked and dependent on one another. This is usually reflected using definitions
of knowledge being based on information, however needing more context or linkage
than information [
As for the issue whether to speak of demand or need for knowledge, we solve this problem for our work by considering knowledge demand and need equal terms describing the same goal and remain with the term of demand, since no final clarification can be found in literature. Since the knowledge demand has not been as equally explored as the information demand, yet the concepts of information and knowledge are depending on one another we chose the information demand as a starting point to provide us with answers on the following research questions: 1) How do the demands for knowledge and information differ? 2) How can observations be used in determining the knowledge demand for knowledge service recommendation? 3) How should the consequent demand be integrated within the framework for decision upon KMS Support? The results and the methodology to gain answers to these questions are described in the following. Section 2 presents the starting point of our work, the information demand and the framework for KMS recommendation. Section 3 describes the conducted observations and their results. Following section 4 shows the integration of the knowledge demand into our framework and finally section 5 presents the conclusions of this paper.
The general definition on the term of information demand provided by Picot [
Having by our own research [15] identified a problem arising for SME, namely the missing value-orientation in KMS support, the next step was to address this problem. Here the initial design of a framework addressing the problem of a missing valueorientation and guideline for KMS recommendation for SME is shown. The framework was build using existing approached known from literature and combining them as e.g. suggested by Design Science research \cite{hevner}, when demanding a thorough use of the existing knowledge base.
The theoretical foundation for this work focusing on value orientation beside the
monetary representation is presented by the use of the KMS Success model [
Fig. 2 illustrates our general train of thought on approaching the knowledge demand,
starting from the point of information demand. In the figure the starting point of the
information demand is located on the lower left side. This demand is influenced by
knowledge objectives as introduced by [
When looking at the details of the information demand and the accompanying
information demand analysis, the focus on the organizational perspective with its
tasks, roles and processes can be seen for which the fulfillment should be guaranteed.
Yet knowledge demand is more general focusing on the person in its current state of
knowing, whereas the information demand reflects the demand mostly depending on
the role the person fulfills [
Considering the knowledge demand not being derived from the information demand,
we had to consider how it can be approached, which lead to the question whether it
can be observed. To address this we used the social empirical method of observations
[13]. The object of the observations were knowledge intensive processes (KIP) to
gather information on the knowledge searched for and used within such processes.
Within this part of our research we focus on determining the components of
knowledge in use as suggested by the acting competency model by [
Observation categories. To fulfill the approach using rationally identified observation categories [13], we made several assumptions to be proved with our work, which provided us with restriction criteria under observation.
KIP can hardly be worked through at once due to their length and their individual structures, as well as the structures of the working environment. The resulting criteria in use are: number of interruptions, length of the observation.
Knowledge demand is dependent on the skill set of the actor. Assuming that once acquired knowledge can be reused it has not to be demanded 3. 4. 5.
repeatedly. Consequently, experience level and education of the observed are influencing the knowledge demand.
The operative knowledge demand occurs less often than the operative
information demand. As mentioned before knowledge is internalized [
Knowledge work relies on processing information into knowledge, however not all information is processed into knowledge.
Knowledge work depends on social interaction, determining the sources to fulfill the knowledge demand. This can be split into two parts: the demand for knowledge from other persons and the work of other persons within the process to fulfill a task. This assumption aims at the sources used to satisfy the knowledge demand. We therefore observed the applications in use by application classes (Mail clients, ERP systems, databases, text processing applications etc.) as well as whether the observed asked others for help (written or orally) and used internal or external knowledge objects.
KIP include regular application of different acting competencies resulting
in demands for social competencies, personal competencies, method
competencies, professional skills; as such the professional level
determines the knowledge demand. Competencies can be considered
internalized knowledge the worker is willing to apply for solving the task
ahead [
These assumptions show our way of determining the observation criteria to be able to restrict the different observations.
Results of the Conducted Observation. Though observation series are supposed to cover numerous processes we conducted only an overall of 12 due to the length of the observation and the availability of the observable processes. The following table Table 1 provides an overview of these with a short description and the experience level of their processors.
Programming statistics 60 public assistance benefits Questionnaire development 40 on user behavior Process optimization exam 90 organization Bash Script development for 90 automated log analysis Self-Observation – preparation of seminar paper Self-Observation – 60 Generating Project documentation IT Administration for science institution 120 120
Exam Organization 120
Information Systems” Diploma “Business Administration”, 5 years experience, 1 year on the job Master “Information Technology” 0.5 years on the job Master Student “Business Information Systems” Master Student “Business Information Systems”, 1 year on the job Master Student “Business Information Systems”, 2 years on the job Master “Information Technology” 0.5 years on the job Master “Business Administration”, 1 year on the job 24 years in the job with according diploma In general it can be seen that the observations took different amounts of time varying from 40 to 120 minutes, showing already first indications on the length of the KIP observed. In general always two persons observed one KIP with the help of the criteria described above. Consequently the results were compared and triangulated for the individual processes.
Interruption frequency: Overall we recorded 21 interruptions within the processes and in addition one process that needed several days for accomplishment though not being interrupted during observation. The interruptions can be classified into two categories: occurrences in the working environment and process related interruptions. The working environment settles for coffee breaks, meetings and colleagues entering with questions or problems. Two thirds of the observed interruptions were related to that kind. The process related interruptions included waiting for legwork, asking colleagues for help or opinions or waiting for the right information to be entered into the working system. Eventually (once) the process was interrupted due to the fact, that another KIP could be continued, which had a higher priority. However, we also observed processes to be finished, nevertheless we assume our assumption right that a straight workthrough is hardly to be accomplished.
Operative demands: With regard to the amounts of information and knowledge objects we observed the use of 25 knowledge objects and 38 information objects. The mere amounts of the objects therewith confirm our assumption. In addition we found more processes using a high number of information objects whereas the number of knowledge objects used usually is low. Yet the identification of knowledge objects had to be done by the observer and eventually lead to asking for more details than could be observed.
Processing knowledge from information: the objects do not directly reflect how much of the information is processed into knowledge. This cannot be estimated from the outside. Furthermore, it is hardly possible to see already internalized knowledge applied to the tasks. The assumption can therefore not be supported.
Sources to satisfy knowledge demand: For the technical support: the observation showed the use of various application programs to be used for the accomplishment of the processes. 10 times word processing applications were used, 6 times email clients, also 6 observed the use of messenger systems, whereas in 7 cases a database was used and only 4 cases indicated intranet resource use. Moreover, several general editors, development environments and browser were used during observation time. With regard to the use of knowledge elements in form of knowledge requested from colleagues or found in documents 93 occurrences were observed. 24 times the observed asked a colleague for help (16 oral, 8 written requests) the remaining 69 times knowledge elements were searched electronically. One third of the elements were located internally (21) whereas the other (48) where retrieved from the Internet. Anyhow, this observation missed the verification whether knowledge or information elements were used. Yet it shows that a partial demand is satisfied through social contacts. How often the process was depending on the input from other persons remained remains unclear due to the short time of the observation and the working interruptions though in processes 6,10,11,12 such interdependencies were found. In process 5 even the wish for someone to interact with was uttered. This assumption provided us with a concrete idea on what to integrate to satisfy knowledge demands nonetheless, which provides real linkage point for a KMS.
Different competencies in action: the overall amount of competency applications observed was 133. Of those 52 were professional skills, personal competencies were 6, social competencies 17 and 58 occurrences were method competencies. Accordingly the professional skills and method competencies sum up to over 80 %. These have to be supported as contents in the knowledge services, whereas the other request for special addressing by e.g. a KMS support.
Summary. Considering the suitability of observations for the determination of the knowledge demand we found that they provide us with a good impression of what is currently used to satisfy the knowledge demands. General habits on IS use can be recorded as well as the communication channels, which is of special interest for the integration in our framework.
Going back to our assumptions we see a tendency of confirmation for number 1, partly for number 4 and 6. For assumptions 2, 3 and 5 we cannot neglect the assumption due to the observation results. The whole observation lacks differentiation between information and knowledge since this can hardly be estimated by the observer, but must be requested from the processor. Accordingly, the observation type should be accompanied by the thinking aloud method. This partially was done by asking the processors on what they wanted to accomplish by using certain objects. In summary we could see that the knowledge demand differs from the information demand but are not able to name every difference in detail. Having a further look at the methodology, several shortcomings could be found. The observation series cannot claim to be complete, due to its low overall observation objects.
Considering the above mentioned definition of information demand the question
arises whether the knowledge demand behaves in a similar way. Lundqvist [
With this section we provide our answer on the third research questions, showing the
integration into our existing work. The work presented in this paper is part of our
research on the evaluation of KMS systems with the help of the IS Success model [
As a basis of our work, introduced in section 2.2 we extended the outlined framework
from [15], [16] with the component of the knowledge demand to be able to provide a
problem as well as value oriented recommendation and methodology to gain a
decision on which KMS or KM application to use. Based on the knowledge demands
as determined here we want to recommend suiting KMS services. The indications
from the knowledge demand side certainly allow for some recommendation, when
taken as a gap analysis. What is critical is the differentiation to be done between
knowledge and information, which partly can be achieved within an observation but
needs more interaction with the persons e.g. an interview or a questionnaire.
Assuming the knowledge demand as an essential for the decision on the KMS
support, our current approach focuses on the individual knowledge demand to be
observed since this focuses on the information systems in use and the shortcoming in
the process of gathering knowledge, which can be retrieved by an observation of the
usage of IS systems. An organizational knowledge demand determined from the
processes and the tasks to be fulfilled certainly allows for conclusions on the contents
to be provided for the fulfillment of the process. Our research work bases its
recommendation of KMS on application classes for knowledge services as introduced
by [
Observation criteria search for external documents, keeping own knowledge documents, contents requested, high amount of local storage long search times, missing links between documents, questions to colleagues on where to find things communication with colleagues, use of shared documents, collaboration applications with colleagues and customers communication with colleagues and customers, use of Learning communication applications use of e-learning, skill development within the processes, frequency of processes (e-learning as refresher) Regarding our research work another refinement in the interpretation of knowledge demand could be made. By focusing on the technical support by KMS for the employees, the knowledge demand we are asking for is primarily the demand on knowledge services. Consequently we are able for now to neglect the concrete determination of a knowledge demand but are focusing on the demand for knowledge services on the individual layer and the organizational knowledge demand described within the processes and knowledge management strategy for the decision support we want to establish with our framework.
Beginning with reflection of the information demand versus the knowledge demand we were able to show our argumentation on the differences between the two. The argumentation alone however cannot hold for all fields concerned with knowledge and information demand, yet provides a point to start for the integration in our research work on value-oriented KMS for SME, especially showing the focus of the knowledge demand on the individual as such, whereas the information demand centers around individuals as roles.
We furthermore were able to show how observations on the knowledge demands
could be conducted, showing also the disadvantages of the method for the highly
personalized field in general demanding for explanation by the observed.
Nevertheless we were able to identify certain criteria of use for the determination of
the knowledge demand within our framework. Considering these criteria useful for
the recommendation on the knowledge service the question arises, when they are to
be observed and how large the sample of observations needs to be. This is worth a
thought due to the fact, that observations are a rather long lasting procedure and
observing all processes within an enterprise will hardly be possible. As mentioned
before it is easier to recheck them or gain an impression on the actual use of
applications and habits gained from a questionnaire beforehand. Moreover for the
knowledge demand to be considered for our recommendation a look at the personnel
development from the viewpoint of skill development might be useful to be able to
put forward the right contents, e.g. as a push system. This would also be based on the
architecture of a centralized KMS as suggested by Maier [
With regard to further work to be conducted we are now facing the effort of transferring the framework into a method applicable for SME. Furthermore a validation of the framework in practical application is necessary to prove validity of the theoretically constructed artifact of our research work. 13. Schnell, R.; Hill, P.; Esser, E.: Methoden der empirischen Sozialforschung. Oldenbourg
Verlag, (2011) 14. Sauter, C.; Morger, O.; Mühlherr, T.; Hutchison, A.; Teufel, S.: CSCW for strategic management in Swiss enterprises: An empirical study. In: Proceedings of the Fourth European Conference on Computer-Supported Cooperative Work ECSCW95Springer, 1995, S. 117-132 15. Borchardt, U. (2011a). Towards Value-Driven Alignment of KMS for SME. In Business
Information Systems Workshops (pp. 220-231). Springer Berlin Heidelberg. 16. Borchardt, U. (2011). Towards a Value-oriented KMS Recommendation for SME. In KMIS (pp. 347-350). 17. Borchardt, U.; Reck, J.; Lantow, B. (2014): Determining and Evaluating the Benefits of KM Tool support for SME. To be published in KMIS 2014