Разработка метода идентификации экспертов в университетах
Цель данной работы заключается в разработке метода идентификации экспертов в университетах, позволяющего решать широкий спектр проблем за счет тонкой настройки в соответствии с запросом и использования нескольких релевантных источников. Исследование носит качественный характер и использует методологию Design Science Research (DSR).
Для достижения этой цели были поставлены следующие задачи:
• определить основные процессы в университетах, которые могут быть улучшены путем внедрения метода идентификации экспертов;
• перечислить и проанализировать известные методы и приемы процесса идентификации экспертов и оценить их применимость к процессам, выявленным на предыдущем этапе;
• разработать метод идентификации экспертов, применимый к любому высшему учебному заведению на основе существующих методов и приемов;
• продемонстрировать этот метод на экспертах определенного университета и подтвердить корректность и точность результатов.
В рамках исследования был разработан метод идентификации экспертов, который позволяет более гибко настраивать процесс определения местоположения экспертизы, решать широкий спектр проблем, имеющих отношение к академической среде, повышать эффективность значительной доли внутренних процессов, поддерживать принятие стратегических решений и управление человеческими ресурсами посредством отображения общей экспертизы организации. Предложенный метод учитывает особенности академической среды и был применен для создания профилей экспертизы нескольких экспертов Высшей школы менеджмента СПбГУ.
TABLE OF CONTENTS
TABLE OF CONTENTS 2
INTRODUCTION 4
CHAPTER 1. THEORETICAL BACKGROUND OF EXPERTISE LOCATION PROCESS 6
Knowledge mapping 6
Expertise location systems 15
CHAPTER 2. RESEARCH GAP AND METHODOLOGY 21
Research gap 21
Research goals and objectives 22
Design science research methodology 22
Data collection methods 24
CHAPTER 3. METHOD DESIGN AND DEVELOPMENT 25
Purposes of expertise location and valid sources of expertise 25
Requirements for the method of expertise location 26
General concepts of the method of expertise location 28
Method for expertise location 30
CHAPTER 4. METHOD DEMONSTRATION 34
Description of organization and environment 34
Identifying relevant goals of expertise search 35
Gathering primary data 36
Data processing and intermediate results 39
Query-based final stage of data processing and visualization 42
DISCUSSIONS 45
Benefits and limitations of the method 45
Suggestions for further research 46
CONCLUSION 47
REFERENCES 48
Appendix 1 54
Appendix 2 56
Appendix 3 58
Appendix 4. 59
In current rapidly changing environment with growing complexity of all processes and products it is becoming crucial to manage knowledge assets both for individuals in order to be able to solve challenging problems and increase personal effectiveness and for organizations to gain competitive advantage, assess and mitigate risks caused by concentration of knowledge within several experts by capturing this knowledge and making it easily accessible throughout the company, to determine knowledge gaps to further increase overall organization effectiveness by educating employees to internalize potentially important knowledge, to understand and describe organization core competences and capabilities.
. Knowledge management as a field of study has existed for more than 30 years. The concept of knowledge primarily was related mostly to the academic field, but now it has become a crucial element of organizational life (Kapur, 2020).
Knowledge management aims to develop tools, practices and frameworks to find, extract and effectively manage knowledge, which is also developing rapidly and gaining more attention lately. One of important problems that knowledge management tries to solve is that a great deal of knowledge is tacit and either is not formally described or is impossible to be extracted, being accessible only through reaching for a suitable expert.
Knowledge mapping is a powerful method enabling company to connect experts, access knowledge in time, identify knowledge assets and flow, identify existing knowledge resources and knowledge gaps. It also can be utilized to show the important stages to build up a specific capability (Faisal et al., 2019).
Main tools that are most widely used in knowledge mapping require participation of several experts, which takes time and lays restrictions upon the possible frequency of updating the map. At the same time keeping knowledge map as relevant as possible is crucial, since relying on outdated map can lead to negative consequences such as impossibility to get access to knowledge or wrong decisions in terms of managing HR (e.g. developing outdated competences or irrelevant skills), which undermine the whole concept.
Another problem is that proper knowledge map has to be perfectly balanced between simplicity and sufficiency of detail, so that it could be easily grasped at organization level and at the same time useful at operation level. In order to achieve this, we have to design the map for the particular organization and for the particular purposes. We suppose that there are ways that allow educational organizations to identify experts in specific fields by analyzing their publications, participation in conferences or some other activities that can be automatically gathered and processed to create and update at least some types of knowledge maps without need to conduct personal interviews consuming significant amount of time and effort.
But in order to draw a map, showing where knowledge is created, located and describing how it flows throughout organization we have to identify experts first. That means we need to assess expertise of each potential expert in each domain of knowledge relevant for a specific organization.
Moreover, expertise location system might be helpful even without further integration of its results into knowledge maps. People often prefer to consult with an expert when they face a problem they do not know how to solve so providing them with a useful tool to do that is a good application of plain expertise location system.
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