Alive by Meeting: A Solution to the Paradox of Meetings Based
          on the Pyramid of New Collaboration

Bettoni, Marco C.; Obeng, Eddie

doi:10.34190/ejkm.18.02.006

Cited by 3 publications

(9 citation statements)

References 14 publications

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“…These meetings are critical for any organisation, but most people hate them (so-called "paradox of meetings"). Fortunately, New Collaboration also applies to problem-solving meetings and has recently been proposed as a solution to the paradox of meetings (Bettoni and Obeng, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…Thanks to this, it can function as a basis for accomplishing the shared task on which the group is working and can also be seen as a control unit regulating the interaction, a bridge between shared and unique knowledge (interaction bridge), an essential condition for the possibility of successful collaboration. In our Pyramid Model of New Collaboration (Bettoni and Obeng, 2020), Knowledge Sharing is placed immediately below it, at level six, as the fundamental activity which enables New Collaboration (the highest level). It is here where collaborators construct and maintain the Joint Knowledge Base.…”

Section: Joint Knowledge Basementioning

confidence: 99%

“…These intrinsic obstacles allow us to recognise something very important for collaboration: that plain conversation is an intrinsically limited resource when it comes to constructing a JKB. We know this very well from conventional meetings: they are very often not only unproductive and a waste of time (Kello, 2015) but also last too long, mostly because the collaboration and knowledge sharing are not working as they could and should when the meeting only uses plain conversation and debate (Bettoni and Obeng, 2020). Thus, as a next step, we need to solve this problem with the intrinsic limits of conversation.…”

Section: Knowledge Sharing Obstaclesmentioning

confidence: 99%

“…In order to be successful in this new world, collaboration must adapt and change. In previous work, we proposed a knowledge-based and community-oriented understanding of collaboration which we called New Collaboration and described based on three models: a system model (Bettoni et al, 2016), a presence model (Bettoni et al, 2018) and a hierarchical process model (Bettoni and Obeng, 2020) called the "Pyramid of New Collaboration". This pyramid model of collaboration requires the individual knowledge of the collaborators to be integrated into a shared knowledge structure, a so-called "Joint Knowledge Base" (JKB).…”

Section: Introductionmentioning

confidence: 99%

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New Collaboration through Artefact-Mediated Interaction with a Joint Knowledge Base

Bettoni¹,

Obeng²

2021

EJKM

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Collaboration is changing and increasingly emerging as what we call “New Collaboration”, a knowledge-based and community-oriented way of working together (especially digital, online collaboration). Unfortunately, organisations use only a small percentage of the potential of New Collaboration. One main reason for this is that they do not understand that New Collaboration is based on knowledge sharing and requires the individual knowledge of the collaborators to be integrated into a shared knowledge structure, a so-called Joint Knowledge Base (JKB). This concept of a Joint Knowledge Base as the tacit knowledge structure which is constructed, shared and maintained during collaboration, emerged during the course of our previous work and became more and more prominent as a key to collaboration. When a group interacts, the JKB functions as an interaction bridge, and this is why it is a key to collaboration. In this paper, we will revise and elaborate in more detail our concept of a JKB and explain its role in artefact-mediated interaction. First, we will explain the main characteristics of New Collaboration and summarise them based on a concise definition. Secondly, we will introduce the concept of a Joint Knowledge Base, explore the role of social negotiation in constructing it, define the JKB as a distributed knowledge structure, discuss the problem of obstacles which hinder its development and suggest how to solve it by means of gaining deeper insight into the complexity of the involved processes (communication, interaction). And next we will further develop this solution by introducing the concept of boundary artefacts and describing their implementation as tools for artefact-mediated interaction by means of a systematic approach. Finally, we will explain this systematic approach and show how boundary artefacts and artefact-mediated interaction work in practice during meetings performed on a commercially available collaboration platform where they contribute to the construction of a JKB.

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Section: Discussionmentioning

confidence: 99%

Section: Joint Knowledge Basementioning

confidence: 99%

Section: Knowledge Sharing Obstaclesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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New Collaboration through Artefact-Mediated Interaction with a Joint Knowledge Base

Bettoni¹,

Obeng²

2021

EJKM

Self Cite

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“…Murphy ( 2004)'s modified collaboration model can be described as analogous to other selected models produced by Frey et al (2006), Du Chatenier et al (2009), Faraj, Jarvenpaa and Majchrzak (2011 and Bettoni and Obeng (2020). For example Faraj, Jarvenpaa and Majchrzak (2011) considered KC as activities which can be viewed with similarities to Murphy (2004)'s modified collaboration model such as: 1) to Share (analogous to providing technical assistance, social presence and articulating individual perspectives), 2) to Transfer, (analogous to accommodating or reflecting the perspectives of others), 3) to Accumulate and to Transform (analogous to co-constructing shared perspectives and meanings), and 4) to Co-create (taking to the outside such as applying the knowledge, building shared goals and producing shared artefacts).…”

Section: Kc In Communitiesmentioning

confidence: 99%

Knowledge Collaboration Among Fashion Designers: An A Priori Conceptual Model

Bhalla,

Bahar,

Kanapathy

2023

EJKM

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Whilst collaboration from the branding and marketing perspective for the fashion industry is well documented, little is known about the knowledge collaboration (KC) of fashion designers, and how information and communication technology (ICT) is involved within their Communities of Practice (CoPs). This paper proposes an a priori conceptual model to enable the examination of KC among fashion designers within their CoPs. It aims to interlink the concepts of KC, CoPs, and ICT to understand fashion designers in their social learning reality. In that regard, the a priori conceptual model addresses three broad research questions: 1) How do fashion designers collaborate? 2) How do they participate within their professional communities? And 3) Does ICT play a role? The concepts used in the a priori conceptual model will be interlinked with specific indicators extracted from past studies. Since past studies had not focused on this area of research before, future studies can benefit from the a priori conceptual model by applying it to examine KC within CoPs of fashion designers or other groups.

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Joint Knowledge Base: A Key to Knowledge Sharing and Collaboration

Bettoni,

Obeng

2023

IJMSBA

Self Cite

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Knowledge sharing is a key to successful collaboration (online or in presence), and since collaboration is changing due to the increasingly emerging so-called “New Collaboration,” knowledge sharing should adjust accordingly: we call this New Knowledge Sharing. Organizations wishing to exploit the potential of New Collaboration need to understand how the new knowledge sharing and collaboration are related and, in particular, how they proceed, the very steps of their interwoven process. During our previous work, the concept of a Joint Knowledge Base (abbreviated to J.K.B.) emerged and became increasingly prominent as a key to knowledge sharing. Thus, in this paper, we will first revise and elaborate our concept of a J.K.B. in more detail. We will see how, on the one hand, when working on a shared task, each collaborator contributes to its construction and how, on the other, the J.K.B. functions as an interaction bridge, which is why it is a key to knowledge sharing. Secondly, we will describe different opportunities for partners in an interaction (team meeting, workshop, creative session, etc.) to contribute to the creation of a J.K.B. using so-called “Distributed Contribution Tools” (D.C.T.), which are standardized artifact-mediated interaction methods developed by E. Obeng. In particular, this second part will present 6 such D.C.T.s and explain how they contribute to the J.K.B. by means of a socially distributed production.

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Alive by Meeting: A Solution to the Paradox of Meetings Based on the Pyramid of New Collaboration

Cited by 3 publications

References 14 publications

New Collaboration through Artefact-Mediated Interaction with a Joint Knowledge Base

New Collaboration through Artefact-Mediated Interaction with a Joint Knowledge Base

Knowledge Collaboration Among Fashion Designers: An A Priori Conceptual Model

Joint Knowledge Base: A Key to Knowledge Sharing and Collaboration

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