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Abstract—The vast majority of knowledge management initiatives fail because they do not take sufficiently into account the emotional, psychological and social needs of individuals. Only if users see real value for themselves will they actively use and contribute their own knowledge to the system, and engage with other users. Connection dynamics can make this easier, and even enjoyable, by connecting people and bringing them closer through shared experiences such as playing a game together. A higher connectedness of people to other people, and to relevant knowledge assets, will motivate them to participate more actively and increase system usage. In this paper, we describe the design of TENTube, a video-based connection tool we are developing to support competence development. TENTube integrates rich profiling and network visualization and navigation with agent-enhanced game-like connection dynamics. Index Terms—competence development, connection dynamics, connection games, intelligent social agents, knowledge management, learning networks, network visualization, virtual communities. I.

coordinating the various parts of this research. We thank David Alberts, Raymond

Effective collaboration dynamics are at the core of learning, knowledge exchange and innovation processes. Nevertheless, in today’s global environment, a large number of collaboration initiatives fail to deliver the value expected, as complexity is increased by the diversity and the distributed nature of the people, groups, and knowledge sources and by the knowledge integration processes involved. Effective collaboration competencies are hence emerging as a key condition for productive and sustainable value creation at the individual, team, organizational and inter-organizational level. L2C- Learning to Collaborate- is an ongoing research project addressing the design of effective immersive simulation-based learning experiences su pporting the development of collaboration competencies both at the individual and organizational level. The key characteristic of such advanced learning tools consists in the integration of psychological, motivational, cognitive, organizational, cultural and technological factors affecting the success or failure of collaboration into the modeling of a set of virtual characters with whom learners can interact dynamically within a challenging and realistic collaboration scenario. This paper provides an overview of the conceptual basis, key design principles and expected pedagogical impact of this new type of immersive simulation-based learning experience.

Innovation is a key driver of organizational renewal and success. However, providing the right environment for innovative ideas to emerge and develop is not easy. This is further complicated by the fact that the professional environment is increasingly virtual as globally dispersed organizational and inter-organizational teams collaborate on innovative projects, making effective information and communication technologies indispensable. While many organizations have knowledge management (KM) systems, most of these have not been developed with the aim of supporting the innovation process, and many do not even succeed in their primary aim, i.e. supporting knowledge exchange, as they do not take into consideration the emotional, psychological and social needs of individuals. In order to address these issues, we have developed a video-based connection tool, InnoTube, which makes full use of social network ties and Web2.0 technologies to support collaborative innovation. InnoTube provides a showcase for innovation-related ideas and their inceptors, as well as proactively encourages the development of social connections and the brainstorming of cross functional globally dispersed teams. Results of a successful initial pilot study in the automobile industry are also presented.

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Since Kogut & Zander (1992) argued that a firm’s ability to transfer knowledge is its raison d'être, research on knowledge sharing has become one of the most promising areas of research in knowledge management. From a HRM perspective, knowledge sharing phenomena can be better analysed by shedding light on the factors that can impact on employees ’ (un)willingness to engage in knowledge sharing activities. While a growing body of HRM research has underscored the primacy of people management issues within the broader KM agenda, little progress has been made in understanding the interrelationships between HR practices and processes, and intra-organisational knowledge sharing. The aim of this paper is to contribute theoretically to the debate on the emergent role of HR practices in intra-organisational knowledge sharing within knowledge-intensive environments. In particular, the paper proposes an alternative theorising of the knowledge sharing process and its implications for HRM theory and practice. Viewing knowledge as a socially constructed phenomenon and the knowledge-intensive firm as a distributed knowledge system, the paper draws upon social capital theory and places to the forefront of the discussion the catalytic –

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Community has traditionally been anchored in local, neighborhood interactions and enshrined as a code word for social cohesion. “Community ” usually connotes people socially and cognitively encapsulated by homogeneous, broadly embracing groups (Hillery, 1955; Wellman, 2001a; Wellman, 2002; Wellman & Leighton, 1979). People in group-based societies deal principally with fellow members of the few groups to which they belong: at home, in school, in the neighborhood, at work or in voluntary organizations. They work in a discrete work group within a single organization; they live in a household in a neighborhood; they are members of one or two kinship groups; and they participate in structured voluntary organizations: churches, bowling leagues, unions, and the like. There have been fears since the Industrial Revolution that traditional group-based community has been “lost”. From the early 1960s, the balance of analysis swung away from bewailing this purported loss of community to using ethnographic and survey techniques to discover the persistence of neighborhood communities. In the 1970s, analysts began realizing

Computational Analysis of Social and Organizational Systems. To my wife, Libby, and to my family, whom I love beyond words… Computational methods combined with traditional empirical techniques offer a powerful new approach to the study of human performance. Scholars engaged in the study of work group and organizational behavior are increasingly calling for the use of integrated methods in conducting research, including the wider adoption of computational models for generating and testing new theory. In this collection of three studies, I first review the state of modern computational modeling and find a steady increase in the incorporation of dynamic, adaptive, and realistic behaviors of agents in social network settings. However, my analysis suggests areas that can be addressed in the next generation of organizational simulation systems. I compare 28 models according to more than 200 evaluation criteria, ranging from simple representations of agent demographic and performance characteristics, to more richly defined instantiations of behavioral attributes, interaction with non-agent entities, model