Visual representations in knowledge management: framework and cases

Eppler, Martin J.; Burkhard, Remo

doi:10.1108/13673270710762756

Cited by 169 publications

(154 citation statements)

References 17 publications

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“…We have chosen these systems particularly because they are representative of certain key examples cited in the visual management literature, which stress the role played by visual devices in the accomplishment of cooperative and often multidisciplinary work (Eppler and Burkhard 2007;Ewenstein and Whyte 2009;Whyte 2013). We begin with consideration of a manual whiteboard used to control aspects of healthcare within an intensive care unit (Icu) of an australian general hospital.…”

Section: Literature Reviewmentioning

confidence: 99%

Making sense of visual management through affordance theory

Beynon‐Davies

Lederman

2016

Production Planning & Control

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a cardiff Business School, cardiff university, cardiff, uK; b computing and information Systems, university of Melbourne, australia ABSTRACT Visual management is much used within operations management practice, particularly in association with process improvement initiatives in diverse areas such as production and healthcare. The practitioner literature abounds with suggested best practice. However, there is little attempt to theorise about why the design and use of 'visual' devices for such process improvement works in practice. Within this paper we describe a novel theory of operation which highlights the role that material and visual artefacts proposed by visual management practitioners play within particular ways of organising work. We develop an innovative way of employing the theory of affordances to explain how first-and second-order affordances, situated around the visual devices at the heart of visual management, connect three domains of action, which we refer to as articulation, communication and coordination. Our analysis of three cases from healthcare, clothing manufacturing and software production help ground the theorisation discussed.Everything that one can see in an organization sends a message, even a blank wall. (Liff and Posey 2004)

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Section: Literature Reviewmentioning

confidence: 99%

Making sense of visual management through affordance theory

Beynon‐Davies

Lederman

2016

Production Planning & Control

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“…We therefore find it useful to revisit the differences between data, information and knowledge visualisations as illustrated by van Biljon and Renaud (2015) in Table 1. Eppler and Burkhard (2007) structure the visualisation formats into seven main groups, namely: structured text/tables, mental (non-material) visualisation and visual storytelling, heuristic sketches, conceptual diagrams/concept maps, visual metaphors, knowledge maps, and graphic interactive environments. Taking cognisance of the variety of visualisation formats is important towards grasping the potential for knowledge creation, representation and transfer.…”

Section: Knowledge Information and Data Visualisationmentioning

confidence: 99%

Facilitating Knowledge Visualisation as Communication and Knowledge Transfer Mechanism in Postgraduate Learning

Biljon

Renaud

2015

Communications in Computer and Information Science

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Abstract. Advances in technology and subsequent access to inexpensive software have made visualisation, as a method of knowledge creation and transfer, more accessible. Visualisations have been used to support knowledge representation and transfer in teaching but the focus has primarily been on creating visualisations for learner consumption. The idea of students becoming active participants in producing visualisations, as part of knowledge creation and learning, has largely been overlooked.The study reported here investigated the use of visualisation for summarising knowledge at postgraduate level. The student's need to assimilate and organise knowledge is an important part of their learning. We suggest that it would be useful for students to learn how to produce knowledge visualisations as part of this activity. The production is an act of knowledge creation, which can improve their comprehension of the research literature.Producing visualisations is not necessarily straightforward and it is therefore advisable to scaffold the process. We propose a faded-struts learning process that gradually removes scaffolding as the learner masters the principles and becomes more adept. The contribution of this research is to present the idea of providing worked examples and faded examples to support postgraduate learning. This helps postgraduates to craft knowledge visualisations so that they can slowly become more proficient and independent. Due to the ubiquity of mobile devices we propose providing this support on these devices, incorporating their unique constraints and affordances in our learning process. This is essentially a proof of concept paper, suggesting how the idea could be realised. Further work is necessary to test the idea with students and to extend the repertoire of mobile learning (m-learning) visualisation tasks.

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“…As described by Valente et al (2017), based on an overall assessment of 37 visual management devices in Company A,a classification of the visual devices was proposed according to the functions performed and type of information displayed, similar to what Eppler and Burkhard (2007)suggested. It was possible to observe that a large number of the visual devices identified in the Company A had basic functions, being used just to identify (30%), to inform something (25%) or to assist an activity's execution(17.5%) in a static way of representation.…”

Section: Research Findings Analysis Of Vm Best Practicesmentioning

confidence: 99%

Understanding the Effectiveness of Visual Management Best Practices in Construction Sites

Brandalise¹,

Valente²,

Viana³

et al. 2018

26th Annual Conference of the International Group for Lean Construction

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Visual Management (VM) is a strategy for information management strongly related to one of the core concepts of Lean Production Philosophy, the increase of process transparency. VM is especially important to support continuous improvement and it relies on the effective transmission of information at different hierarchical levels. However, there are some challenges in the implementation of VM in construction: each construction project is unique, site layouts are dynamic environments, and the construction itself might become a visual barrier. This paper aims to analyse the role of a set of VM best practices to support production management, understanding the features that distinguish these practices as advanced ones, i.e. the reasons behind the effectiveness of some VM systems. It is based on two case studies carried out in leading companies in the implementation of Lean Construction in Brazil. Differently from previous studies on VM, this investigation explored the integration of those practices in managerial processes that might use a set of visual devices; whether visual devices are used dynamically in order to support decision-making, especially in collaborative processes. Another contribution of this paper is concerned with classifying VM best practices according to the degree of integration to the managerial routines.

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Visual representations in knowledge management: framework and cases

Cited by 169 publications

References 17 publications

Making sense of visual management through affordance theory

Making sense of visual management through affordance theory

Facilitating Knowledge Visualisation as Communication and Knowledge Transfer Mechanism in Postgraduate Learning

Understanding the Effectiveness of Visual Management Best Practices in Construction Sites

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