Conceptual metaphors play a vital role in our ability to think in abstract terms like knowledge. Metaphors structure and give meaning to the concept of knowledge. They hide and highlight certain characteristics. The choice of metaphor when reasoning about knowledge is therefore of vital importance for knowledge management (KM). This paper explores the possibility of introducing new knowledge metaphors to the field of KM. Based on a ‘wish list’ of characteristics of knowledge they want to highlight, the authors choose to explore the Knowledge as a Journey metaphor as a new metaphor for knowledge. This results in new insights regarding knowledge sharing, acquisition, retention, and innovation.
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The coming decades, the baby boomers (born between 1946 and 1965) are going to retire. This retirement wave will cause a loss of knowledge for organizations and thus threatens the organization‟s ability to make knowledge productive and thus competitiveness. As knowledge management (KM) is the formal discipline that aims at improving knowledge productivity, knowledge management seems to be the discipline to provide the solutions to this problem. Although KM literature provides ample solutions, hardly anything has been said about the applicability and the effectiveness of these solutions in the context of retaining knowledge from retiring employees. Therefore, the objective in this research is to make a structured comparison of six KM interventions that are used in practice to retain knowledge from retiring employees (Modeling, Leaving expert interview, File-transfer protocol, Master-apprentice relation, Individual gap analysis, and Knowledge recall). This comparison is based on the four components of the CIMO-logic that is used in design-based research, which implies that this study contains information on what to do (I), in which type of situations (C), to produce what effect (O), and it offers some understanding of why this happens (M). Based on the comparison, this study discovered that the CIMO-logic of the six different interventions demonstrated many similarities, which resulted in the formulation of an overall CIMO-logic. In addition, based on the differences, we also formulated three distinctive CIMO-logics for File-transfer protocol, Master-apprentice relation, and Individual gap analysis. Important finding of this study is that the six KM interventions seem to fit the target group (retiring employees) very well, because they anticipate on the desire to round off and hand over. Another important finding in this study is that retaining knowledge from retiring employees is not only beneficial to the organization, but also to the retiring employee himself. From a methodological point of view, important finding of this study is that the CIMO-logic provides a valuable framework for revealing the similarities and differences between different management interventions.
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Our ageing population is the result of two demographic trends: decreasing fertility levels and higher life expectancy. As a corollary to these demographic trends, the working population is ageing and shrinking at the same time. This development will affect the performance of organizations in the next decades. As today‟s economy and the performance of organizations is mainly based on knowledge, the ageing workforce will mainly affect the organizations ability to be knowledge productive. As current knowledge management (KM) and intellectual capital (IC) literature hardly addresses the issue of ageing, the aim of this paper is to explore this topic in order to formulate an agenda for further KM/IC research. Combining the temporary consequences of ageing (brain drain and talent gap) and the false assumptions about the capabilities of older workers (older workers contribute negatively to a firm‟s performance), the current ageing of the working population reveals two main risks for organizations and management: underutilization of older employees, and loss of knowledge. Based on the exploration of these two risks in this paper, several issues are proposed for further research. These issues focus on the specific competences of the older knowledge worker, the implications for talent development programs, the benefits of inter-generational learning, and effectiveness of knowledge retention strategies. Today, the main fear is that large scale retirement will lead to a shortage of skills, talents, knowledge. Although acknowlegding the risks and threats of this brain drain, the current temporary ageing of our workforce might also contribute to a structural better valuation of the potential of the older knowledge worker and its specific contribution to the process of knowledge creation. In an ageing knowledge economy, increased understanding about the abilities and distinct qualities of older workers will provide opportunities for organizations to enhance knowledge productivity and thus gain competitiveness.
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Conceptual metaphors play a vital role in our ability to think in abstract terms like knowledge. Metaphors structure and give meaning to the concept of knowledge. They hide and highlight certain characteristics. The choice of metaphor when reasoning about knowledge is therefore of vital importance for knowledge management (KM). This paper explores the possibility of introducing new knowledge metaphors to the field of KM. Based on a ‘wish list’ of characteristics of knowledge they want to highlight, the authors choose to explore the Knowledge as a Journey metaphor as a new metaphor for knowledge. This results in new insights regarding knowledge sharing, acquisition, retention, and innovation.
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This literature review explores ways older workers might continue to make waves and impact their work organization. The topic of the paper is grounded in the problem of an ageing organizational population looming in the near future. The work presented here is a start to helping management in knowledge-intensive organizations to understand how to effectively utilize the capacities of older knowledge workers by stimulating intergenerational learning as a means to retain critical organizational knowledge, encourage innovation and promote organizational learning through knowledge building. First, the concept of intergenerational learning is developed followed by a discussion of the organizational factors important for it to take place. The last section presents ideas on how to design and implement intergenerational learning as an organizational development program.
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Many health education programs use progress tests to evaluate students’ progress in learning and to identify possible gaps in the curricula. The tests are typically longitudinal and feedback-oriented. Although many benefits of the progress test have been described in the literature, we argue that the acclaimed facilitation of deeper learning and better retention of knowledge appear questionable. We therefore propose an innovative way of presenting both the test itself and the study process for the test: a real-time-strategy game with in-game challenges, both individual and in teams.
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To improve retention rate of factual knowledge for health students we set out to design a game which challenges students to continue testing themselves during their studies. Since we intend for them to play this game for at least two years, we had two major challenges to overcome. Firstly, how can students feel motivated to continue playing for two years on end, and secondly, how can enough content be generated for a two-year game play. The first challenge was solved by tapping into a core motivation of health students: many intend to start their own practice and for that, they want to be involved with other practitioners. We, therefore, proposed a sim-type game in which students cannot just practice on virtual patients but also on practitioners logged in as a patient. The second challenge was tackled by building a flexible framework for case collection, and including the production of those cases in the curricula of the involved programmes.
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© 2014 Springer Science+Business Media New York Video is increasingly used as an instructional tool. It is therefore becoming more important to improve learning of students from video. We investigated whether student learning effects are influenced through an instruction about other viewing behaviours, and whether these learning effects depend on their prior knowledge. In a controlled environment, 115 students watched a number of instructional videos about the technical equipment needed in a course on digital photography. Every second student was instructed about other possible viewing behaviours. A pre-post-retention test was carried out to calculate learning effects. The differences with respect to the learning effects of students who received an awareness instruction on an alternative viewing strategy were not significantly different. The differences as observed in our earlier experiment however could not be reproduced. Students with a broad viewing repertoire showed higher learning effects than students with a narrow repertoire. Furthermore, students with a strategic viewing approach also showed higher learning effects. Certain conditions have to be met: the technical and didactical quality of the video must be good, the integration in a learning task must be apparent, students must be aware of their viewing behaviour, and teachers must be aware of their students’ viewing behaviour in order to enrich the viewing repertoire of students when they have at least some basic knowledge e.g. after several lessons on the topics at hand. In future research, this study should be replicated using more complex video episodes than the instruction videos we used in our experiments that were only on the factual knowledge level of the taxonomy of Bloom. Moreover, replication of this study with a larger sample size could yield a significant improvement in learning effects. This is plausible because students need an amount of prior knowledge beyond a certain threshold value in order to be able to expand their knowledge network in their long term memory. Finally, additional media player functionality, facilitating effective student learning from video, can be described based on the results of this study.
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There is a wide range of literature suggesting that implicit learning is more effective than explicit learning when acquiring motor skills. However, the acquisition of nursing skills in educational settings continues to rely heavily on detailed protocols and explicit instructions. This study aimed to examine the necessity for comprehensive protocols in the acquisition of nursing skills. In the context of bandaging techniques, three studies were conducted to investigate whether students who practiced with an instruction card containing minimal instructions (implicit group) performed comparably to the students who practiced with a protocol containing step-by-step instructions (explicit group). Study 1 was designed to determine whether both groups performed equally well in applying a bandage during training. Study 2 and 3 were designed to determine if both groups performed equally well during a retention and transfer (multitasking) test, administered after a series of three training sessions. In comparison with the explicit group, the implicit group demonstrated comparable performance with their practice attempts in Study 1 and performed equally well during the retention and transfer test in Study 2. Furthermore, several results from Study 3 indicated better performance of the implicit group. In conclusion, the use of protocols with explicit step-by-step instructions may not be essential for the acquisition of nursing skills. Instead, instructional methods that facilitate implicit learning may be preferable, as students in the implicit group demonstrated at least comparable performance in all studies and tended towards greater consistency when multitasking.
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The QuickScan CBM (Circular Business Model) offers an approach to develop a circular business model. It focuses primarily on the manufacturing industry, even though it can be used in other sectors. It consists of three parts: (1) an introduction with an explanation of backgrounds and central concepts, (2) knowledge maps of seven business models that together form a classification and (3) the actual QuickScan.An interactive application can be found at Business Model Lab. This last version is bilingual (Dutch and English). Regardless of the version, it can be used to develop a new CBM or adapt an existing business model based on a qualitative approach. The starting point is that better design and organisation of a CBM contributes to the transformation and transition towards a sustainable and circular economy.
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