A revolution in the sharing of knowledge…

Transforming e-Knowledge  
TABLE OF CONTENTS     What is e-Knowledge?
© SCUP 2003
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Beyond Existing Knowledge Concepts and Experiences (continued)


Chapter 1

What is e-Knowledge?

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The First Steps: Embryonic
e-Knowledge Takes Root
The Futures: Transformative
Vision: In its infancy, e-knowledge is a digitized, Webified extension of today’s practices.   Vision: e-Knowledge will enable new practices, including the transformation of relationships, processes, and practices relating to the creating, learning, management, and sharing of knowledge. e-Knowledge can change the foundation of society and organizations.
Digitize existing sources of data, information and knowledge, using existing concepts, definitions, and paradigms.   Create new sources and practices, including new standards, structures, processes, best practices, business models, and strategies for creating and exchanging data, information and knowledge. Create genuinely new experiences for users of e-knowledge..
Learning objects contain codified content.   e-Knowledge objects contain codified content, insight, context, and guides to effective use.
Learning object-based content for courses focuses on text and course pack-type materials.   e-Knowledge content for courses includes text and course pack-like materials, plus explicit knowledge, guides to effective use, and access to communities of practice where tacit knowledge resides. New ways emerge to comprehend and use both explicit and tacit knowledge.
Explicit learning objects are the primary supporting element of emerging e-learning.   Explicit and tacit learning content are key to learning, especially for organizational and advanced tradecraft learning.
Proprietary, vertical channels serve to aggregate content (publishers, disciplinary content repositories, learning management systems, and associations).   Horizontal, open channels develop for accessing, aggregating, and
determining value of content. Different levels of repositories and meta-marketplaces arise. Legal, technical, and financial standards for knowledge assets management emerge.
Consumers are frustrated in their efforts to create personalized aggregations of e-knowledge.   Consumers are empowered to personalize aggregations of content and insight. Many consumers become producers of content as well (e.g., through weblogs, or “klogs” and participation in content marketplaces. Organizations use “klogs” among communities of practice to identify and share tacit knowledge).
Publishers control the capacity of individual faculty, professionals, and practitioners to make e-knowledge available to the marketplace. Text book, trade book, university, and association publishers occupy dominant power positions.   Individual faculty, professionals, and practitioners can create and exchange knowledge directly through institutional repositories and marketplaces. Individual producers are empowered. Demand aggregators also gain power.
Most learning is tactical within organizations, focusing on filling specific knowledge gaps through learning experiences.   Strategic learning becomes the norm within organizations. Clear organizational goals and performance objects drive personalized, perpetual learning. Learning is closely associated with communities of practice.
Knowledge management practices develop in leading-edge organizations. Limited in scope and penetration of organizational decision making in most organizations.   Knowledge management is practiced pervasively. Process and tradecraft knowledge is regularly captured and shared by all enterprises. Knowledge management tools enable organizational goals, strategies, and performance to be pervasively linked to individual, team, and organizational learning.
Knowledge is experienced through first generation prototype tools. Proof of concept applications exist today. Rapid, parallel access of knowledge from online sources is possible in most settings.   Knowledge will be experienced in truly transformative ways, enabled by pervasive computing. Using plain language activation and interactivity, faster, reliance on intelligent agents, expert synthesis and evaluation, shorter shelf life, just-in-time analysis. Graphic and other modes of presentation.
Knowledge is treated as a strategic resource in leading-edge enterprises. Only a few leading-edge enterprises have the perspective and tools to use knowledge to establish competitive advantage.   Knowledge is treated as a strategic resource in all successful enterprises. Higher standards are set for the strategic use of knowledge. Successful enterprises speed up their processes and change their dynamics and culture to use knowledge to compete effectively.

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