基于团队知识共享模型的知识订阅和发布机制

团队成员进行项目开发时需要共享彼此之间的知识,这样能够增加项目的开发效率。针对在Internet环境下进行团队项目开发的特点,提出了一种团队知识共享模型,通过使用本体来描述模型下的知识结构,在此基础上实现知识订阅和发布的形式化表示方法和规则,实验表明,此模型下的知识订阅和发布机制能够加快团队成员之间的知识共享。     

一种基于本体的团队知识共享模型

针对在Internet环境下进行项目开发的特点，提出一种团队知识共享模型，通过使用OWL表示的领域本体和应用本体来组织分散在Internet环境中的知识，并在此基础上定义了基本知识操作，使得Internet下的团队成员能够进行项目知识的查询、发布及订阅，方便了团队成员之间的知识共享。     

一种支持软件知识共享的本体模型研究

为了支持分布式环境下项目团队成员之间软件开发知识有效的共享,需要对软件开发知识以及它们之间的关系进行分析和定义。根据软件开发知识的内容、特点以及它们之间的关系,对软件开发知识进行了形式化的表示,并创建了软件开发知识本体和软件开发知识本体规则。通过protégé 和Jena实现对此本体的创建、存储和对此本体规则的SPARQL形式转换,据此形成知识本体库来支持软件开发知识共享。     

基于Agent的团队知识系统计算实验及其应用

团队如何利用自身现有的知识,促进成员之间的知识交流,对于团队能否完成任务并提高竞争力至关重要.从知识管理角度依据复杂自适应系统的相关理论对团队知识系统进行建模,包括团队中个体Agent的属性、行为以及相互之间的交互规则等,并定义了系统的环境和输入输出.在此基础上,结合计算实验理论分析了一个关于团队外部控制条件对团队绩效影响的实例,验证了团队知识系统计算实验的可行性并探讨了其对管理实践的意义.     

为何要做知识管理

很多知识特别是隐性知识,是蕴藏在组织成员中的经验、感觉、洞察力、诀窍、方法等,存放在他们的脑子里,如果这些人员离职或调动,就会造成知识的流失,而新的职员接替由于不具备这种知识,就会重新积累,不仅成本费非常高,关键降低组织的效率。此外同一样工作,有多个团队或多个职员负责,每个团队和个人都去摸索、积累,同样也是浪费,而且由于个人能力不同,因此无法把最好的方法让每一个人掌握。如果把这些团队、个人的经验进行挖掘、提炼,形成知识,被组织共享,这样开展同类工作就不需要重新开始,新员工也可以快速进入工作角色,从而就会组织提高效…     

数字化图书馆知识共享策略研究

数字化图书馆知识共享,有利于提高图书馆的竞争力、促进隐性知识显性化、降低图书的投资成本.促进数字化图书馆知识共享需要多措并举：营造图书馆知识共享的文化氛围,建立图书馆知识共享联盟,搭建有利于知识共享的运作平台.     

虚拟学习社区的知识共享策略研究实证分析——以TalentDigger虚拟学习社区为例

在以虚拟学习社区的知识共享理论和过程分析前提下,以东方标准的TalentDigger虚拟学习社区的知识共享实践为实例,使用描述性统计和回归分析对问卷调查的结果进行了分析,指出影响虚拟学习社区知识共享的主要因素有知识共享主体的态度、社区成员间的信任度、知识本身特点以及社区文化氛围,并针对这些影响因素提出了增强虚拟学习社区知识共享的相应策略。     

程序设计实践教学中的知识共享

将学习团队的教学方式引入Visual Basic(VB)程序设计课程的实践教学,以个体之间的知识共享为基础,加强学生对面向对象程序设计语言的理解及应用,为促进当代大学生的信息素养的培养、提高高等教育质量打下扎实的基础。     

基于Wiki的机房运维知识管理

目前存在的问题是在当前知识爆炸的信息化时代,知识已经成为第一资源要素,通过Wiki知识管理平台收集、整合、管理机房动力及环境运维知识资源,使原本分散的知识内容形成数据库,更有效的实现知识的积累、共享、交流,使部门工作人员充分利用团队的知识力量高效完成实际工作,并对新员工起到培训作用。     

基于知识交易的知识共享仿真系统研究

根据知识向量和不同的主体策略,构建了知识共享网络的基于知识交易的知识共享仿真过程模型.通过仿真分析,发现主体采用利他交易策略的知识共享系统的整体效率要高于采用互惠交易策略的系统整体效率;在知识共享网络规模较小的情形下,系统不存在明显的一个知识水平高峰的特征.     

KMS中用户知识共享行为模型的构建

用户知识共享行为是影响知识管理系统KMS（knowledge management systems,KMS）能否取得预期运行效果的关键因素。现有的一些KMS还不具有根据用户日常的知识活动自动评估用户知识共享行为的功能,限制了KMS在知识共享文化形成中的作用。在此从行为和动作的表示入手,基于BNF的行为表示体系、知识共享行为ontology和行为树映射方法,提出了一个动态、实时、自适应、交互式用户知识共享行为模型,该模型包括基于BNF的行为和动作的表示、知识共享行为ontology、用户知识共享行为树及其动态创建过程等内容,能够实现从数量上对用户知识共享的参与度做出评价,可以作为开发实现该功能的Agent程序的一般框架。     

Tacit knowledge sharing in IT R&D teams: Nonlinear evolutionary theoretical perspective

Tacit knowledge sharing influences the performance of IT R&D teams. However, information regarding the mechanism of tacit knowledge sharing is limited. Accordingly, we develop a nonlinear dynamic model to explore the influence of structural changes on tacit knowledge sharing behavior in an IT R&D team, particularly in response to gradual changes in payoff structures. The following results were observed：(1) Certain situations and a traditional correlation analysis confirmed that the current contradictions in the influence of reward systems on knowledge sharing behavior are unified. (2) Under special conditions, the influences of several critical factors (e.g., reciprocity, penalty of social reputation, and supervising mechanism) lose efficacy. As an alternative, managers can only enhance the reward system or reduce sharing cost. The effectiveness of knowledge sharing substantially improves only once it reaches certain critical thresholds. (3) During a catastrophe, a team’s behavior may become immune to the deterioration of payoff structures. However, sudden jumps (i.e., from sharing to hiding knowledge) may occur when another threshold is reached. In summary, once team members experience a sudden jump, retrieving the previous cooperative status becomes difficult.     

Exploring the effects of trust,task interdependence and virtualness on knowledge sharing in teams

The sharing of knowledge within teams is critical to team functioning. However, working with team members who are in different locations (i.e. in virtual teams) may introduce communication challenges and reduce opportunities for rich interactions, potentially affecting knowledge sharing and its outcomes. Therefore, using questionnaire‐based data, this study examined the potential effects of different aspects of virtuality on a knowledge‐sharing model. Social exchange theory was used to develop a model relating trust to knowledge sharing and knowledge sharing to team effectiveness. The moderating effects of virtuality and task interdependence on these relationships were examined. A strong positive relationship was found between trust and knowledge sharing for all types of teams (local, hybrid and distributed), but the relationship was stronger when task interdependence was low, supporting the position that trust is more critical in weak structural situations. Knowledge sharing was positively associated with team effectiveness outcomes; however, this relationship was moderated by team imbalance and hybrid structures, such that the relationship between sharing and effectiveness was weaker. Organizations should therefore avoid creating unbalanced or hybrid virtual teams.     

基于演化博弈的领先用户知识共享行为激励机制

针对用户创新社区中未考虑企业激励机制对领先用户知识共享行为影响的问题,提出一种基于演化博弈的领先用户知识共享行为激励机制。首先,将企业和领先用户作为博弈主体,分别构建企业未采取激励措施和企业采取激励措施条件下的演化博弈模型;其次,分别对两个模型进行局部稳定性分析,以探讨系统的动态演化过程与演化稳定策略;最后,通过计算机模拟仿真,对比两种条件下领先用户知识共享行为的演化结果,分析领先用户知识共享行为的影响因素及最佳激励策略。实验结果表明,企业采取激励措施可以有效促进领先用户的知识共享行为,并且将激励分配系数控制在一定范围内时系统将达到最佳的稳定状态;最佳激励分配系数大小由知识共享成本、知识搜索成本及额外成本共同决定;知识共享成本、知识搜索成本以及激励分配系数会显著影响领先用户知识共享行为的水平。     

Perceived barriers to effective knowledge sharing in agile software teams

While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in‐depth multi‐case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge‐sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge‐sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally.     

Research on the mechanism of knowledge and intelligence sharing in enterprises under big data: From the perspective of status‐striving motivation and opinion dynamics

Knowledge sharing is the process of individual knowledge interaction in the team. To understand the social psychological mechanism in the process of knowledge sharing, this article combines status‐striving motivation with opinion dynamics to study the decision mechanism and evolution law of employee knowledge sharing behaviour. A multiagent simulation method is used to design the decision‐making model of employee knowledge sharing behaviour. The influence of the network structure, number of people, and the proportion of employees with different statuses on knowledge sharing performance is considered. The simulation software is used to convert the theoretical model into a parametric experiment, and the sensitivity analysis is also employed. The results show that the knowledge of individuals with high status will increase initially, but the upward trend will eventually slow until reaching a steady state. The steady‐state status of employees is positively correlated with their initial knowledge volume.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Distributed recommender for peer-to-peer knowledge sharing

A novel model of distributed knowledge recommender system is proposed to facilitate knowledge sharing among collaborative team members. Different from traditional recommender systems in the client-server architecture, our model is oriented to the peer-to-peer (P2P) environment without the centralized control. Among the P2P network of collaborative team members, each peer is deployed with one distributed knowledge recommender, which can supply proper knowledge resources to peers who may need them. This paper investigates the key techniques for implementing the distributed knowledge recommender model. Moreover, a series of simulation-based experiments are conducted by using the data from a real-world collaborative team in an enterprise. The experimental results validate the efficiency of the proposed model. This research paves the way for developing platforms that can share and manage large-scale distributed knowledge resources. This study also provides a new framework for simulating and studying individual or organizational behaviors of knowledge sharing in a collaborative team.