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The Interplay of Data, Information, Knowledge, and Wisdom in E-Business Technologies

This article explores the critical relationships between data, information, knowledge, and wisdom within the context of e-business technologies. It emphasizes the crucial role of information in transforming raw data into meaningful insights and highlights how IT can enhance knowledge creation and sharing. Additionally, it delves into the importance of feedback loops, stakeholder analysis, and the impact of organizational types on technology implementation. By addressing the balance between technology, people, and processes, the piece provides valuable insights into optimizing IT for competitive advantage.

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The Interplay of Data, Information, Knowledge, and Wisdom in E-Business Technologies

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Presentation Transcript

  1. CCT 355: E-Business Technologies Class 2: Technology in Context

  2. Administratrivia • Networking opportunities • Article analysis scheduling – later today • Case study brainstorming – later today

  3. Data, Information, Knowledge, Wisdom • Data - raw bits (e.g., 0’s and 1’s, many computer controls) • Information - data organized into chunks that have semantic value • Knowledge - Application of information to tasks and goals of value and importance • Wisdom - Ethical and political judgements regarding tasks of importance

  4. What is IT, then? • IT transmits data - but data alone is rather difficult for use to process • Information is generally central role (why IT has an I in it, I guess.) • While knowledge is mostly human domain, IT increasingly supports knowledge communities, making knowledge creation easier • Relation to wisdom?

  5. Input Process Output (IPO) • Data is provided, computer transforms, data is generated • Output data usually then become inputs for other processes (including processes that make us understand data as information) • Garbage in, garbage out (GIGO) - badly formatted inputs break processes, wrong inputs generate incorrect results • What’s garbage? Depends on the problem.

  6. Open Systems • Inputs - various sources of data/information, human resources, money, tech, raw materials • Outputs - Services/products – but also waste and its costs • Process – must deal with available inputs and create desirable outputs as efficiently as possible • Feedback loops – outputs are usually inputs for other processes – coordination of processes is key • Balance – hard to predict – complex systems issues

  7. Competitive Advantage of IT? • IT can increase speed and lower cost of distribution and production of information • IT and the productivity paradox - for years, the above was true, but return on investment (ROI) was stagnant or even negative - why? • Paradox solved - IT now trends positive ROI - why?

  8. Automation • IT to automate scheduled, simple repetitive tasks • Increases efficiency, reduces human error • Implemented for years in manufacturing and logistics management - increasingly common in knowledge work (e.g., tax preparation) • Examples?

  9. A Balance… • IT alone doesn’t do much - it must be used intelligently by intelligent people • People, business process, technology, end objectives, market dynamics, partners and competitors, ethical concerns, legal concerns - all interact to determine success or failure of implementation • IS types/functions blend – create information ecology usually as robust as weakest link • Right balance? Well, that’s where knowledge and wisdom come in.

  10. Cui bono? • Literal translation: who benefits? • Figurative: to what good purpose? • Both excellent questions in any technology implementation • Technology has potential to shape/be shaped by existing social structures in an organization

  11. Stakeholder Analysis • Who stands to win/lose? Whose interests are compromised by corporate action/inaction? • Suppliers, customers, government, shareholders, managers, information workers - all have varying interests - failure to consider usually leads to unbalanced system • Not a technology question – but important in any technology implementation and change management situation

  12. Org Types, Stakeholders and IT • Differing relations among stakeholders in various org. types might enable or frustrate technology projects • On hierarchy, matrix, decentralized organizations • Different technologies fit better with different org. types – examples?

  13. On “ba” • KM framed as managing context – not technology • Ba = “the context where knowledge emerges and is socially constructed.” • Paper looks at different constructions of “ba” – a challenging and contentious concept (why?)

  14. No creation without place • Ba as a contextual space – either physical (e.g., office spaces, watercooler conversations) or virtual (e.g., email, intranets, IM, etc.) • OL as “the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization’s knowledge system” – and “ba” is where it happens

  15. Tacit and explicit knowledge • Tacit – informal, innate, cultural, “how things are done around here” • Explicit – formal, recorded, storable • Tacit and explicit media – examples?

  16. SECI Process • Socialization – transfer of tacit knowledge • Externalization – conversion to explicit knowledge • Combination – integration/synthesis of explicit knowledge • Internalization – reembodiment of new knowledge as standard practice

  17. Four types of “ba” • Originating – where people share stories • Interacting – a more consciously designed structure of social interaction, transfer of tacit stories to explicit knowledge • Cyber/systemizing – role of IT in integrating explicity knowledge • Exercising – synthetic application

  18. An analysis of literature • Social/behavioural • Cognitive/epistemic • Information systems/management • Strategy/structure

  19. Social/Behavioural • Organization norms and culture • Tolerance of difference/diversity/error • Social networks and connections

  20. Cognitive/epistemic • Collection of diverse range of opinions/experiences (e.g., requisite diversity) • Creative integration of different epistemic frames/cultures/communities of practice • Production and sharing of knowledge, both tacit and explicit

  21. Information Systems • Design and implementation of e-business technologies • Simulation, decision support, problem-solving systems, intranets, KM systems, collaboration systems, etc.

  22. Strategy/Vision • Organizational strategy to maximize value of knowledge • Effects of org. structure • Learning/sharing incentives • Supporting knowledge leaders and leadership

  23. Case assignment • Where to get companies of interest? • Who to talk to? • How to approach? • What questions to ask? • Elements of a good narrative? • Proposal in a week – one page of approach, questions and possibilities notes

  24. Article Analysis • Scheduling (don’t move spaces please!) • Sources • Presentation Tips and Mechanics – template up online

  25. Next Week • A look at basic types of e-business technologies

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