1. “ Add your company slogan ”
Knowledge and
Complexity
perspective of Human
Capital Management
Amjad Fayoumi
Pericles Loucopoulos
School of business and economics,
Loughboroguh University
LE11 3TU, Leicestershire , UK
The 10th IAMB 2011 Conference June 20 -
22, 2011, Istanbul, Turkey
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2. Contents
1 Research Scope
2 Knowledge Management
3 Complexity Approach
4 Social Network Analysis
5 Comparison

3. Research Scope
 Organization studies applied different
methodologies trying to understand
organizational and social behavior.
 Complexity science have been applied to
organizational behavior studies.
 Knowledge management is cross functional
paradigm, currently widely adopted and
accepted from academic and industrials
practitioners.
The goal is to understand the optimum configuration of
organization, allow maximizing competitive
advantages.

4. Complexity Perspective
 In [ McKelvey B, 1999] proposal of four
driving forces of complexity: Adaptive
tension, Self-organization,
Interdependency effects, and Multilevel
coevolution.
 The “melting” zone (Kauffman, 1993). His
spontaneous order creation begins when three
elements are present:
 (1) Heterogeneous agents;
 (2) Connections among them; and
 (3) Motives to connect .

5. Agent abstraction
Environment
Role Agent
Group
Rules
.. Ontology
…
… Process
… Goal

6. Knowledge management (KM)
 Knowledge management defined as: the
Management function responsible for the
regular selection, implementation and
evaluation of goal-oriented knowledge
strategies that aims at improving an
organization’s way of handling knowledge
internal and external of the organization in
order to improve organizational
performance (Maier R., 2006).

7. KM Perspective
 The social dimension covers many sub
sections such as: Culture, People and
Leadership.
Knowledge can be implicit or explicit, individual or
collaborative.
No matter what the definition of knowledge is, the most
important aspects that organizations should take into
account are:
 General Knowledge of each and every process or activity that takes place
in the company or organization.
 The status of these activities in the business and when do they become
best practices of the business?
 Data linked to the company that can be transferred to useful information
and then to knowledge.

8. KM has Different Processes
Process 1 Process 2 Process 3
Nonaka’s Mod., 1995. KM Lifecycle Alavi, M., Decision Execution
and Leidner E., Cycle (DEC),
1- Socialization (Firestone, 2000).
D., 2001)
(tacit to tacit) 1- Knowledge
2- Externalization Creation 1- Monitoring
(tacit to explicit) 2- Knowledge 2- Evaluating
3- Combination: Storage 3- Planning &
(explicit to explicit) 3- Knowledge Decision Making
4- Internalization Sharing 4- Acting
(explicit to tacit) 4- Knowledge
Utilization

9. Social Network Analysis
 Social network analysis (SNA) is the mapping
and measuring of relationships and flows
between people, groups, organizations,
computers, URLs, and other connected
information/knowledge entities.
 both micro and macro structures of social
networks
 analyze relationships between individuals,
positions, groups, communities or
organizations.

10. Grouping Perspectives in SNA
1 2 3
Structured order Categorical order Personal order
This perspective is used to This perspective is used to This perspective is used to
interpret the individual interpret the intended interpret the individual
behavior as an action behavior as a social behavior as depending on
appropriate for the position stereotype of class, race, personal relationship to
that individual holds. In ethnic group etc. other individuals and
knowledge management moreover, on the
this perspective stands for “transitive” relationships
the formal structural which these “other
organization. individuals” have in turn,
this can directly be applied
to knowledge management.

11. KM related scenario network
analysis
Advice networks
Competition
network
Trust networks
Communication
networks

12. Knowledge complexity
Knowledge
interaction model
flow
External environment & global
adaptation and evolving rules
Internal Evolving
rules for creating
Organizational Social system
wisdom and
system distributed Agents &
Organizational intelligence Their cultural
structure, culture background
and behavior. Roles
Task requirements Capacity
Task complexity Performance
Management style Modes
Leadership Motivation
Constraints Relations
Information systems
To support knowledge lifecycle of creating, storing, sharing and applying the
knowledge needed from particular agent to perform specific task

13. Comparison
Main
Characteristics
CS KM
- Agent Oriented -Process Oriented
- Distributed - Organizational
Intelligence learning
- Self-organizing -Learning
- Adaptive tension -Collaboration
- Emergent - Knowledge lifecycle is
- Agent as a focus the focus

14. Future Work
Comprehensive Model
Critical Success Factors
Future
Work Integrated Methodology
Case Study
Evaluation & Communication

15. “ Add your company slogan ”
Q&A
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