- Email: [email protected]
Management of Knowledge Transfer in Networks
ELSEVIER
Copyright © IFAC Automated Systems Based on Human Skill and Knowledge. Goteborg. Sweden. 200~
IFAC PUBLICATIONS www.elsevier.comllocale/ifac
MANAGEMENT OF KNOWLEDGE TRANSFER IN NETWORKS
Christine Nussbaum" and "", Regina Oertel"", Giuseppe Strina" and Christoph Jansen""
"Institutjiir Unternehmenskybernetik e. V. Zeppelinstr. 301,45470 Miilheim, Germany Tel.: +492089925521 .. Fax: +492089925570 [email protected] ""ZLW / lMA der RWTH Aachen DennewartstrafJe 27 52068 Aachen Germany
'''agiplan ProjectManagement GmbH Zeppelinstr.301 45470 Miilheim Germany
This article is about the research project SENEKA and describes which instruments the project coordinators use to try to create the general framework for the transfer of knowledge within the SENEKA network, and what has been experienced so far using these instruments. The use of these instruments and the experiences with them are based on the three phases of network development, the initiation phase, the stabilisation phase, and the consolidation phase. Copvriglll © 2003 IFAC Keywords: Events, Innovation, Knowledge tools, Knowledge transfer, Management
I.
dium which also ongmates from SENEKA (cf. Frank/OerteI2002).
BACKGROUND
The Management of Knowledge Transfer - is that at all possible? Is it even possible to transfer knowledge, let alone to manage it? A general framework could be created, which would motivate people to open up as sources of knowledge and al10w others access to this knowledge when necessary. Access can be made possible either through other people or through the use of technolgy and is subject to the organisational integation in the business, network, etc. In the following article the term Knowledge-Transfer should be used and understood from using background knowledge.
The initiation phase includes the conception and setting-up of the network, as well its critical testing and the process of its formation. Those involved here must cope with extensive coordination tasks in respect to the structure and social organisation of the network. In the stabilisation phase the relationships between those involved are consolidated. In the consolidation phase, the focus is on ensuring the sustainable benefits (both internally and externally) resulting from working in a network, as well as expanding the network and consolidating it over time (cf. Ahrens et aI. 2002).
This article is about the research project SENEKA and describes which instruments the project coordinators use to try to create the general framework for the transfer of knowledge within the SENEKA network, and what has been experienced so far using these instruments. The use of these instruments and the experiences with them are based on the three phases of network development, the initiation phase, the stabilisation phase, and the consolidation phase. They reflect those taken from the Network Compen-
The joint research project SENEKA (ServiceNetworks for Training and Further Education Processes) is one of five leading projects from the leading project initiative "The utilisation of world-wide available knowledge for Training and Further Education and Innovation processes" from the Federal Ministry for Education and Research (BMBF). SENEKA is both an industry as well as a research project and is characterised by the strongly networked collaboration of several businesses and re-
199
help of a Matrix. In the SENEKA Project Matrix in Fig. 2 the interests and activities of the 20 business partners are reflected against the sub-sections of the project TVI-TV5. The work of the six research institutes is combined in the cross-sectional tasks QA 1QA4. The interfaces between business and research have been formed through the collaboration of scientists and business representatives in each particular business project and the sub-project meetings.
search institutes. The aim is to encourage the exchange of knowledge between participants in networks and to develop commonly applicable innovative solutions or products, by making worldwide available knowledge usable by organisations in appropriate situations. This should be supported by the development of knowledge management products which are both internal and external to the organisation, by the building of flexible network structures which support the knowledge management processes and concepts which develop the competencies of knowledge carriers in networks. SENEKA currently consists of 20 companies of various sizes and from various areas of business, six interdisciplinary scientific research establishments as well as 38 national and international associated partners, who work in different industry, services and research areas (cf. Fig. I). SENEKA is a five year long project; and the co-financing by the BMBF will end on 30.04.2004. The entire coordination and management of the research project SENEKA lies with the Centre for Learning and Knowledge ManagementJChair for Information Systems in Engineering (ZLW/lMA) at the RWTH Aachen, which is in turn supported in the coordination of the sub-project by the Management Consultancy agiplan ProjectManagement Gmbh. Both institutes work together as the coordination team in Aachen and Mtilheim an der Ruhr.
Fig. 2: SENEKA Project Matrix Aim: The Project Matrix should ensure the link between science and practice and provide a formal organisation framework for the different sub-projects within the network.
An executive committee is authorised as the overseeing directive and deciding body over the control of the project. It is supported by an advisory committee which acts as a scientific-recommendatory board.
Rexroth
Bos:::h Gr::atp
VD! VerIog GmbH
The separation of sub-project meetings ends at the stabilisation phase through gradual merging of the meetings, making the initial compiled results from the sub-projects accessible to the entire network and accomodating the increasing integration of partners. In the meantime all project partners are invited to every SENEKA meeting. The project matrix provides the formal framework for organisation for the thematic orientation and the classification of project results.
--~
Fig.l: SENEKA Project Consortium
2.
Experiences: After a first general project meeting with all the project partners, the project matrix stipulated the structure in the initiation phase for the first gathering of those involved including the Kick-OffMeetings alongside the sub-projects as well as the cross-sectional tasks. Within the sub-projects and cross-sectional tasks, as in smaller groups, the objectives should also be finalised. In this phase the coordination team draws upon the tasks in particular, which consolidate the compiled results from the subprojects and for reflection and revision which are passed back again onto the sub-projects. The same is valid for the cross-sectional tasks.
KNOWLEDGE-TRANSFER INSTRUMENTS IN SENEKA
Recommendation for network coordinators: Create a structure in conjunction with the network partners, in which you can consistantly refer to the initiation of knowledge transfer and to the further control of the network for orientation!
2.1 Project matrix In SENEKA the thematic structuring of the interests of those involved has been accomplished with the
200
and to build up a basis of trust and to reduce the fear of sharing Know-How. The joint development of methods and practices in the stabilisation phase has contributed to the formation of a "Virtual Institute Identity", which the core competencies of all participating institutes are part of. The consolidation of the cooperation between the institutes is secured though the joint acquisition of new projects running parallel to SENEKA.
2.2 Project meetings Within SENEKA Project, meetings take place at different stages and with different project partners (cf. Fig. 3). Alongside organisational arrangements the project meetings have in particular the purpose of developing products and processes through the exchange of scientific and practise related concepts and methods. In addition these meetings also have the aim of recirculating the project results from the individual partner firms and research institutes in the entire SENEKA network.
In the Firm Aim: In the project work located at each individual SENEKA partner firm, the firm orientated product development is carried forward with the support of the representatives of the Virtual Institute. At least once a year a planning meeting takes place with representatives of the firms, the representative of the Virtual Institute and a coordination representative, in which the strategy for the next stage is determined. Experierences: The project work on-site contributed fundamentally in the Initiation phase to the formation of sub-networks between those involved. Here the principle "One-face-towards-the-customer" has been followed from the beginning, i.e. for every enterprise there was only one contact person on the VI side and on the coordination team side. The intensive cooperation enabled a more personal relationship between the representatives of the enterprises and the academics. The academics, who are active in different enterprises, play the role of "knowledge brokers" when they recognise that in different enterprises they are working on similar tasks.
Fig. 3: Project meetings in the SENEKA-Network
Coordination Team meetings Aim: The coordination team meets once a week in a team meeting, to make organisational and content arrangements and to ensure the flow of information within the coordination team. The latter is concerned with the "institutionalised" beginning of the meeting by every partner reporting on "Hits and Rops" to do with the SENEKA project work in the last week.
Research groups, Communities und cooperation projects Aim: The research group (AK), Communities (COP) and cooperation projects (KP) offered the partners a forum for specific theme and informal cooperation in smaller groups across the structure of the project matrix.
Experiences: In the initiation phase monthly team meetings took place. The frequency of the meetings was increased to every 14 days during the duration of the project and since June 2000 the meetings take place once a week. In addition the coordination team members from agiplan ProjectManagement spend one day per week at the ZLWf1MA office in Aachen. This has proved worthwhile, as the decision making process has been made faster and the flow of information between the coordination team has been improved.
Experiences: In the initiation phase the coordination team encouraged the formation of smaller forums such as research groups and cooperation projects, in order to promote the building of sub-networks.
Virtual Institute meetings Aim: The Virtual Institute (VI) is an amalgamation of all six research institutes with the purpose of exchanging scientifically proven methods and offering the participating SENEKA partner firms scientific benefits from just one source. The VI meets with all participators quarterly. Within the VI there are four cross-sectional tasks (QA), which are worked on under the responsibility of a particular institute. Those in charge meet monthly at a special VI meeting and the meetings within the cross-sectional tasks are also organised by those in charge. Experiences: In the initiation phase time is invested in informal activities and informal conversations for the creation of personal contacts between academics,
In the stabilisation phase it became increasingly important to pass back the results from working in the research groups etc into the network, which made collective learning possible throughout the entire network. Forums were created by the Communities at the introduction of the consolidation phase, and these were structured so as to be able to run throughout the project duration, making possible an exchange of experiences in everyday company life.
Sub-project -Meetings Aim: The sub-project meetings are used to present the results from activities between the firms on-site
201
2.4 Virtual Platform
and from the research groups, Communities and cooperation projects between all partners. Furthermore the sub-project meetings are used as a controlling instrument for coordinating the alignment of further cooperative work.
The SENEKA Virtual Platform is an internet-based platform and therefore accessible by the SENEKA project partners at any time and at any location. It offers among other things along the project structures storage possibilities for documents such as invitations to project meetings, minutes of meetings and project related compositions such as presentations, publications etc. In addition it contains an events calender with references to events in the knowledge management field, competence development and networks. The partners can place their documents independently in the Virtual Platform and if they wish inform the other partners (through selection of automatic communications functions bye-mail) about the placement of the new document in the platform.
Experience: In the InItiation phase meetings took place seperately for each of the sub-projects after a general first project meeting. In the stabilisation phase these meetings were merged into one large meeting for sub-projects. During the preparation of the meetings it was important that the SENEKA partners were given a forum so they could present their results, and new impulses could be introduced by external contributors to the network, which in turn initiate new networki'1g between partners. In principle the coordination team must make sure that the partners are aware, that they themselves are responsible for creating the network and must make a contribution. It is helpful here, to collectively gather concrete and visual results at these meetings.
~ se"elcCl _
Recommendation for network coordinators: Ensure that the circle of partners at the meetings is not constantly changing (this does not apply to Communities) and that at the meetings something (new) is developed together (i.e. not only results are presented).
vu-me
Fig. 4: The SENEKA Virtual Platform Aim: The aim of the Virtual Platform is to enable the knowledge and information exchange across the boundaries of firms and to construct and to support knowledge orientated work processes between heterogeneous network actors. In addition it serves the feedback and storage of project results for the project network.
2.3 Public Relations Aim: Public Relations within the scope of SENEKA follows the objective, to make available the project results to the entire network (e.g. through regularly appearing newsletters) and to guarantee the transfer of knowledge and science inside the network. This ensures that the project results are presented to a broad specialist public, and a knowledge transfer and exchange also takes place which goes beyond the network (e.g. through the SENEKA Annual General Meeting as well as publications).
Experiences: In the initiation phase the Virtual Platform was used very little. First in the stabilisation phase, after the personal links and cooperation between the partners was strengthened, the Virtual Platform was utilised more often. It is particularly helpful for the project documentation and for the filing of documents, such as invitations to project meetings or minutes of meetings, which should be accessible to all project partner. Furthermore it is used for the exchange of larger data, which cannot be sent by email.
Experiences: In the initiation phase public relations make an important contribution to the formation of a network identity and to the identification of those involved with the network. In particular the SENEKAProduct catalogue (where this catalogue about the products developed in SENEKA is designed as a postcard style hand-out) was helpful in getting an impression across to project members as well as externally, what SENEKA is working towards.
Recommendation to network coordinators: If a technical support tool is implemented, it must support the daily work processes and be integrated into the network! i.e. the user of this tool must experience a direct benefit themselves.
Recommendation for network coordinators: Make the results visible at an early stage. Create "Win-WinSituations", which increase the self motivation of partners to produce their results and to make them accessible to the other partners!
202
3.
REFERENCES
SUMMARY
Ahrens, D., S. Frank, M. Franssen, M. Riedel, und M. Schmette (2002). Phasen der Netzwerkentwicklung und des Netzwerkmanagements. In: Das Netzwerk-Kompendium - Theorie und Praxis des Netzwerkmanagements (Frank, S. and R. Oertel (Ed.» 5. Version. S. 14-21. Aachen. Frank, S. and. R. Oertel Ed.) (2002). Das NetzwerkKompendium - Theorie und Praxis des Netzwerkmanagements. 5. Version. Aachen. Henning, K., R. Oertel, and J. Sauer (2002): Vemetzung von Wissenschaft und Wirtschaft. Netzwerkmanagement am Beispiel des heterogenen Industrie- und Forschungsprojektes SENEKA. In: Erjolgreiche Leitung von Forschungsinstituten. Hochschulen und Stiftungen (Studer, T. (Ed.», Verlag Dashofer, Hamburg. Oertel, R., Pieper, M., Nussbaum, C. and Kagelmann, D.: Uber das Leitprojekt SENEKA. In: Henning, K., Oertel, R. and Isenhardt, I. (Ed.): Wissen - Innovation - Netzwerke. Wege zur Zukunftsfahigkeit. Berlin, New York (Springer), 2003, pp. 1337.
In the initiation phase of the network, the Coordination must support the building of sub-networks in particular, by creating different forums and processes for cooperation in smaller, organisation comprehensive groups.
In the stabilisation phase the coordination must ensure that the results from the first phase of the entire network are made transparent, to provide links to further networking in this way to the other partners. In the consolidation phase the coordination must gather the results and administrate their transfer into the network environment. In particular in the case of SENEKA they must initiate processes which enable a self-organised survival of the network beyonu the end of the project. Fig. 5 once again summarises the significance of the knowledge transfer instruments in relation to the network phases. To sum up: the principal task of management of knowledge transfer in a network, is to bring people together who can learn from each other. To what extent this actually works depends very much on personal will and commitment of every individual. Conclusion: If you want to transfer knowledge you must be able to bring people together!
.---~ le<
Project motrtx
PTojecl_on location
Wo
..-Ings Publk:
_Ions
VIrtuIlI Platform
•
_1:
_2:
initiation
S_I_
_3:
Consolidation
•• •• •• •• • • • • • • • • • • 1999
2004
Fig. 5: The importance of the instruments based on the network phases (Oertel et aI., 2003)
203
Copyright © IFAC Automated Systems Based on Human Skill and Knowledge. Goteborg. Sweden. 200~
IFAC PUBLICATIONS www.elsevier.comllocale/ifac
MANAGEMENT OF KNOWLEDGE TRANSFER IN NETWORKS
Christine Nussbaum" and "", Regina Oertel"", Giuseppe Strina" and Christoph Jansen""
"Institutjiir Unternehmenskybernetik e. V. Zeppelinstr. 301,45470 Miilheim, Germany Tel.: +492089925521 .. Fax: +492089925570 [email protected] ""ZLW / lMA der RWTH Aachen DennewartstrafJe 27 52068 Aachen Germany
'''agiplan ProjectManagement GmbH Zeppelinstr.301 45470 Miilheim Germany
This article is about the research project SENEKA and describes which instruments the project coordinators use to try to create the general framework for the transfer of knowledge within the SENEKA network, and what has been experienced so far using these instruments. The use of these instruments and the experiences with them are based on the three phases of network development, the initiation phase, the stabilisation phase, and the consolidation phase. Copvriglll © 2003 IFAC Keywords: Events, Innovation, Knowledge tools, Knowledge transfer, Management
I.
dium which also ongmates from SENEKA (cf. Frank/OerteI2002).
BACKGROUND
The Management of Knowledge Transfer - is that at all possible? Is it even possible to transfer knowledge, let alone to manage it? A general framework could be created, which would motivate people to open up as sources of knowledge and al10w others access to this knowledge when necessary. Access can be made possible either through other people or through the use of technolgy and is subject to the organisational integation in the business, network, etc. In the following article the term Knowledge-Transfer should be used and understood from using background knowledge.
The initiation phase includes the conception and setting-up of the network, as well its critical testing and the process of its formation. Those involved here must cope with extensive coordination tasks in respect to the structure and social organisation of the network. In the stabilisation phase the relationships between those involved are consolidated. In the consolidation phase, the focus is on ensuring the sustainable benefits (both internally and externally) resulting from working in a network, as well as expanding the network and consolidating it over time (cf. Ahrens et aI. 2002).
This article is about the research project SENEKA and describes which instruments the project coordinators use to try to create the general framework for the transfer of knowledge within the SENEKA network, and what has been experienced so far using these instruments. The use of these instruments and the experiences with them are based on the three phases of network development, the initiation phase, the stabilisation phase, and the consolidation phase. They reflect those taken from the Network Compen-
The joint research project SENEKA (ServiceNetworks for Training and Further Education Processes) is one of five leading projects from the leading project initiative "The utilisation of world-wide available knowledge for Training and Further Education and Innovation processes" from the Federal Ministry for Education and Research (BMBF). SENEKA is both an industry as well as a research project and is characterised by the strongly networked collaboration of several businesses and re-
199
help of a Matrix. In the SENEKA Project Matrix in Fig. 2 the interests and activities of the 20 business partners are reflected against the sub-sections of the project TVI-TV5. The work of the six research institutes is combined in the cross-sectional tasks QA 1QA4. The interfaces between business and research have been formed through the collaboration of scientists and business representatives in each particular business project and the sub-project meetings.
search institutes. The aim is to encourage the exchange of knowledge between participants in networks and to develop commonly applicable innovative solutions or products, by making worldwide available knowledge usable by organisations in appropriate situations. This should be supported by the development of knowledge management products which are both internal and external to the organisation, by the building of flexible network structures which support the knowledge management processes and concepts which develop the competencies of knowledge carriers in networks. SENEKA currently consists of 20 companies of various sizes and from various areas of business, six interdisciplinary scientific research establishments as well as 38 national and international associated partners, who work in different industry, services and research areas (cf. Fig. I). SENEKA is a five year long project; and the co-financing by the BMBF will end on 30.04.2004. The entire coordination and management of the research project SENEKA lies with the Centre for Learning and Knowledge ManagementJChair for Information Systems in Engineering (ZLW/lMA) at the RWTH Aachen, which is in turn supported in the coordination of the sub-project by the Management Consultancy agiplan ProjectManagement Gmbh. Both institutes work together as the coordination team in Aachen and Mtilheim an der Ruhr.
Fig. 2: SENEKA Project Matrix Aim: The Project Matrix should ensure the link between science and practice and provide a formal organisation framework for the different sub-projects within the network.
An executive committee is authorised as the overseeing directive and deciding body over the control of the project. It is supported by an advisory committee which acts as a scientific-recommendatory board.
Rexroth
Bos:::h Gr::atp
VD! VerIog GmbH
The separation of sub-project meetings ends at the stabilisation phase through gradual merging of the meetings, making the initial compiled results from the sub-projects accessible to the entire network and accomodating the increasing integration of partners. In the meantime all project partners are invited to every SENEKA meeting. The project matrix provides the formal framework for organisation for the thematic orientation and the classification of project results.
--~
Fig.l: SENEKA Project Consortium
2.
Experiences: After a first general project meeting with all the project partners, the project matrix stipulated the structure in the initiation phase for the first gathering of those involved including the Kick-OffMeetings alongside the sub-projects as well as the cross-sectional tasks. Within the sub-projects and cross-sectional tasks, as in smaller groups, the objectives should also be finalised. In this phase the coordination team draws upon the tasks in particular, which consolidate the compiled results from the subprojects and for reflection and revision which are passed back again onto the sub-projects. The same is valid for the cross-sectional tasks.
KNOWLEDGE-TRANSFER INSTRUMENTS IN SENEKA
Recommendation for network coordinators: Create a structure in conjunction with the network partners, in which you can consistantly refer to the initiation of knowledge transfer and to the further control of the network for orientation!
2.1 Project matrix In SENEKA the thematic structuring of the interests of those involved has been accomplished with the
200
and to build up a basis of trust and to reduce the fear of sharing Know-How. The joint development of methods and practices in the stabilisation phase has contributed to the formation of a "Virtual Institute Identity", which the core competencies of all participating institutes are part of. The consolidation of the cooperation between the institutes is secured though the joint acquisition of new projects running parallel to SENEKA.
2.2 Project meetings Within SENEKA Project, meetings take place at different stages and with different project partners (cf. Fig. 3). Alongside organisational arrangements the project meetings have in particular the purpose of developing products and processes through the exchange of scientific and practise related concepts and methods. In addition these meetings also have the aim of recirculating the project results from the individual partner firms and research institutes in the entire SENEKA network.
In the Firm Aim: In the project work located at each individual SENEKA partner firm, the firm orientated product development is carried forward with the support of the representatives of the Virtual Institute. At least once a year a planning meeting takes place with representatives of the firms, the representative of the Virtual Institute and a coordination representative, in which the strategy for the next stage is determined. Experierences: The project work on-site contributed fundamentally in the Initiation phase to the formation of sub-networks between those involved. Here the principle "One-face-towards-the-customer" has been followed from the beginning, i.e. for every enterprise there was only one contact person on the VI side and on the coordination team side. The intensive cooperation enabled a more personal relationship between the representatives of the enterprises and the academics. The academics, who are active in different enterprises, play the role of "knowledge brokers" when they recognise that in different enterprises they are working on similar tasks.
Fig. 3: Project meetings in the SENEKA-Network
Coordination Team meetings Aim: The coordination team meets once a week in a team meeting, to make organisational and content arrangements and to ensure the flow of information within the coordination team. The latter is concerned with the "institutionalised" beginning of the meeting by every partner reporting on "Hits and Rops" to do with the SENEKA project work in the last week.
Research groups, Communities und cooperation projects Aim: The research group (AK), Communities (COP) and cooperation projects (KP) offered the partners a forum for specific theme and informal cooperation in smaller groups across the structure of the project matrix.
Experiences: In the initiation phase monthly team meetings took place. The frequency of the meetings was increased to every 14 days during the duration of the project and since June 2000 the meetings take place once a week. In addition the coordination team members from agiplan ProjectManagement spend one day per week at the ZLWf1MA office in Aachen. This has proved worthwhile, as the decision making process has been made faster and the flow of information between the coordination team has been improved.
Experiences: In the initiation phase the coordination team encouraged the formation of smaller forums such as research groups and cooperation projects, in order to promote the building of sub-networks.
Virtual Institute meetings Aim: The Virtual Institute (VI) is an amalgamation of all six research institutes with the purpose of exchanging scientifically proven methods and offering the participating SENEKA partner firms scientific benefits from just one source. The VI meets with all participators quarterly. Within the VI there are four cross-sectional tasks (QA), which are worked on under the responsibility of a particular institute. Those in charge meet monthly at a special VI meeting and the meetings within the cross-sectional tasks are also organised by those in charge. Experiences: In the initiation phase time is invested in informal activities and informal conversations for the creation of personal contacts between academics,
In the stabilisation phase it became increasingly important to pass back the results from working in the research groups etc into the network, which made collective learning possible throughout the entire network. Forums were created by the Communities at the introduction of the consolidation phase, and these were structured so as to be able to run throughout the project duration, making possible an exchange of experiences in everyday company life.
Sub-project -Meetings Aim: The sub-project meetings are used to present the results from activities between the firms on-site
201
2.4 Virtual Platform
and from the research groups, Communities and cooperation projects between all partners. Furthermore the sub-project meetings are used as a controlling instrument for coordinating the alignment of further cooperative work.
The SENEKA Virtual Platform is an internet-based platform and therefore accessible by the SENEKA project partners at any time and at any location. It offers among other things along the project structures storage possibilities for documents such as invitations to project meetings, minutes of meetings and project related compositions such as presentations, publications etc. In addition it contains an events calender with references to events in the knowledge management field, competence development and networks. The partners can place their documents independently in the Virtual Platform and if they wish inform the other partners (through selection of automatic communications functions bye-mail) about the placement of the new document in the platform.
Experience: In the InItiation phase meetings took place seperately for each of the sub-projects after a general first project meeting. In the stabilisation phase these meetings were merged into one large meeting for sub-projects. During the preparation of the meetings it was important that the SENEKA partners were given a forum so they could present their results, and new impulses could be introduced by external contributors to the network, which in turn initiate new networki'1g between partners. In principle the coordination team must make sure that the partners are aware, that they themselves are responsible for creating the network and must make a contribution. It is helpful here, to collectively gather concrete and visual results at these meetings.
~ se"elcCl _
Recommendation for network coordinators: Ensure that the circle of partners at the meetings is not constantly changing (this does not apply to Communities) and that at the meetings something (new) is developed together (i.e. not only results are presented).
vu-me
Fig. 4: The SENEKA Virtual Platform Aim: The aim of the Virtual Platform is to enable the knowledge and information exchange across the boundaries of firms and to construct and to support knowledge orientated work processes between heterogeneous network actors. In addition it serves the feedback and storage of project results for the project network.
2.3 Public Relations Aim: Public Relations within the scope of SENEKA follows the objective, to make available the project results to the entire network (e.g. through regularly appearing newsletters) and to guarantee the transfer of knowledge and science inside the network. This ensures that the project results are presented to a broad specialist public, and a knowledge transfer and exchange also takes place which goes beyond the network (e.g. through the SENEKA Annual General Meeting as well as publications).
Experiences: In the initiation phase the Virtual Platform was used very little. First in the stabilisation phase, after the personal links and cooperation between the partners was strengthened, the Virtual Platform was utilised more often. It is particularly helpful for the project documentation and for the filing of documents, such as invitations to project meetings or minutes of meetings, which should be accessible to all project partner. Furthermore it is used for the exchange of larger data, which cannot be sent by email.
Experiences: In the initiation phase public relations make an important contribution to the formation of a network identity and to the identification of those involved with the network. In particular the SENEKAProduct catalogue (where this catalogue about the products developed in SENEKA is designed as a postcard style hand-out) was helpful in getting an impression across to project members as well as externally, what SENEKA is working towards.
Recommendation to network coordinators: If a technical support tool is implemented, it must support the daily work processes and be integrated into the network! i.e. the user of this tool must experience a direct benefit themselves.
Recommendation for network coordinators: Make the results visible at an early stage. Create "Win-WinSituations", which increase the self motivation of partners to produce their results and to make them accessible to the other partners!
202
3.
REFERENCES
SUMMARY
Ahrens, D., S. Frank, M. Franssen, M. Riedel, und M. Schmette (2002). Phasen der Netzwerkentwicklung und des Netzwerkmanagements. In: Das Netzwerk-Kompendium - Theorie und Praxis des Netzwerkmanagements (Frank, S. and R. Oertel (Ed.» 5. Version. S. 14-21. Aachen. Frank, S. and. R. Oertel Ed.) (2002). Das NetzwerkKompendium - Theorie und Praxis des Netzwerkmanagements. 5. Version. Aachen. Henning, K., R. Oertel, and J. Sauer (2002): Vemetzung von Wissenschaft und Wirtschaft. Netzwerkmanagement am Beispiel des heterogenen Industrie- und Forschungsprojektes SENEKA. In: Erjolgreiche Leitung von Forschungsinstituten. Hochschulen und Stiftungen (Studer, T. (Ed.», Verlag Dashofer, Hamburg. Oertel, R., Pieper, M., Nussbaum, C. and Kagelmann, D.: Uber das Leitprojekt SENEKA. In: Henning, K., Oertel, R. and Isenhardt, I. (Ed.): Wissen - Innovation - Netzwerke. Wege zur Zukunftsfahigkeit. Berlin, New York (Springer), 2003, pp. 1337.
In the initiation phase of the network, the Coordination must support the building of sub-networks in particular, by creating different forums and processes for cooperation in smaller, organisation comprehensive groups.
In the stabilisation phase the coordination must ensure that the results from the first phase of the entire network are made transparent, to provide links to further networking in this way to the other partners. In the consolidation phase the coordination must gather the results and administrate their transfer into the network environment. In particular in the case of SENEKA they must initiate processes which enable a self-organised survival of the network beyonu the end of the project. Fig. 5 once again summarises the significance of the knowledge transfer instruments in relation to the network phases. To sum up: the principal task of management of knowledge transfer in a network, is to bring people together who can learn from each other. To what extent this actually works depends very much on personal will and commitment of every individual. Conclusion: If you want to transfer knowledge you must be able to bring people together!
.---~ le<
Project motrtx
PTojecl_on location
Wo
..-Ings Publk:
_Ions
VIrtuIlI Platform
•
_1:
_2:
initiation
S_I_
_3:
Consolidation
•• •• •• •• • • • • • • • • • • 1999
2004
Fig. 5: The importance of the instruments based on the network phases (Oertel et aI., 2003)
203