Advances in Learning Software Organizations: Third by Klaus-Dieter Althoff, Raimund L. Feldmann, Wolfgang Müller

By Klaus-Dieter Althoff, Raimund L. Feldmann, Wolfgang Müller

The significance of construction and use of top quality software program continues to be becoming, as a growing number of companies depend upon info know-how. good informed, hugely expert, and skilled staff represent the location in so much businesses within the constructed nations. more and more they interact in transitority networks with geographically allotted workplaces. utilizing and constructing their wisdom is a key factor in gaining aggressive benefits. now we have realized in the course of fresh years that the trade and improvement of data (which we name studying) calls for loads of human interplay. even though, it really is well known that details platforms will, in lots of instances, permit the sharing of expertise throughout disbursed enterprises and act as an information repository. A studying software program association (LSO) will flip highbrow Capital into marketplace stocks and revenue, because it establishes the potential to regulate its wisdom. The LSO workshop sequence used to be created in 1999 to supply a verbal exchange discussion board that addresses the questions of organizational studying from a software program viewpoint and builds upon present paintings on wisdom administration and Organizational studying. It goals at bringing jointly practitioners and researchers for an open trade of expertise with successes and screw ups in organizational studying. correct from the start, fostering interdisciplinary ways and offering a chance to benefit approximately new principles has been a valuable factor of the workshop sequence. The suggestions that we've got received in recent times has inspired us to proceed our paintings for a greater knowing of the setup and working of studying software program Organizations.

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Extra resources for Advances in Learning Software Organizations: Third International Workshop, LSO 2001 Kaiserslautern, Germany, September 12–13, 2001 Proceedings

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Gabler, Wiesbaden/Germany (1998) 20. : Motivation, Knowledge Transfer, and Organizational Forms. Organization Science, 11 (5) (2000), 538-550 21. : Figuring Out Your Competence Configuration. European Management Journal, 10 (4) (1992), 422-427 22. : Wissenstransfer in multinationalen Unternehmen. Gabler, Wiesbaden/Germany (2000) rd 23. : The management of innovation. , London (1971) 24. : Wissenstransfer in der Softwareentwicklung: Eine ökonomische Analyse. M. ): Software-Management, Proc. V. G.

However, this may be done while leveraging methodological knowledge such as experiences concerning object-oriented analysis and design, software inspections etc. If this holds true, the general correlation between intended effects and organization forms of knowledge transfer still stays valid. But some software companies may implement organic and mechanistic forms of knowledge management at the same time, each with respect to different dimensions of knowledge. For example, a central knowledge unit may document methodological experiences, while decentralized units strive to build up technical expertise.

E. new knowledge has to be crated. Assuming complex tasks, it is widely accepted that different perspectives foster innovative solutions [25]. These perspectives stem from the different experiences of individuals respectively their distinct knowledge bases. Therefore knowledge transfer 30 R. Trittmann leading to innovation effects might be better described as an exchange and discussion of ideas than as a process of request, communication, interpretation and usage of knowledge. Developing software on the basis of unclear, customer-specific requirements or developing a visionary new standard application are examples of tasks requiring innovative transfers or exchanges.

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