This paper seeks to identify factors that contribute to improving the way the Asian Development Bank (ADB) understands and responds to the knowledge needs of its developing member countries (DMCs). The COVID-19 pandemic and continuing uncertainties highlighted the importance of knowledge management in helping governments in DMCs make well-informed decisions to respond to the crisis and work for recovery. As ADB’s DMCs are at various stages of development, it is essential to identify, differentiate and manage knowledge that can advance these countries to achieve development objectives and part of that the Sustainable Development Goals (SDGs). ADB’s Strategy 2030 aims to strengthen its country-focused approach using the Country Partnership Strategy (CPS) as the main platform to provide lending and knowledge to its DMCs. An important part of the CPS is the country knowledge plan (CKP) that outlines how ADB is supporting the country’s knowledge needs over the CPS period. This paper discusses the significant enhancements introduced to make the CKP process ‘dynamic’, client-driven while supporting national knowledge agendas. From ADB’s perspective, knowledge is an investment and an asset, and it is important to ensure that its DMCs are getting the most return from this capital.

In an increasingly interconnected world, there is a need to prepare students to become more knowledgeable of different cultures and global matters. Furthermore, in a time which is characterized by disinformation, information literacy becomes more important than ever before. By taking into account transnational perspectives in learning these topics, e-learning provides us with the opportunity to connect students who otherwise would not have the chance to meet and get into knowledge related discourse with each other. In this context, the project „Intercultural perspectives on Information Literacy“ (IPIL) aims to realize a transnational learning community in which students from different countries engage in knowledge building discourse to foster intercultural learning and information literacy. The first IPIL course was conducted in winter term 2019/2020. Since then multiple transnational courses and workshops have been carried out. The last course took place in the winter semester 2021/2022. The didactical structure of IPIL follows a constructivist socio-cultural approach of knowledge building and knowledge creation in which learners from different higher education institutions with diverse cultural backgrounds engage in learning related discourse on topics related to information literacy. To enable such learning, the learning environment is structured into three levels (community, learning cycles, group learning task) …

In an increasingly interconnected world, there is a need to prepare students to become more knowledgeable of different cultures and global matters. Furthermore, in a time which is characterized by disinformation, information literacy becomes more important than ever before. By taking into account transnational perspectives in learning these topics, e-learning provides us with the opportunity to connect students who otherwise would not have the chance to meet and get into knowledge related discourse with each other. In this context, the project „Intercultural perspectives on Information Literacy“ (IPIL) aims to realize a transnational learning community in which students from different countries engage in knowledge building discourse to foster intercultural learning and information literacy. The first IPIL course was conducted in winter term 2019/2020. Since then multiple transnational courses and workshops have been carried out. The last course took place in the winter semester 2021/2022. The didactical structure of IPIL follows a constructivist socio-cultural approach of knowledge building and knowledge creation in which learners from different higher education institutions with diverse cultural backgrounds engage in learning related discourse on topics related to information literacy. To enable such learning, the learning environment is structured into three levels (community, learning cycles, group learning task) …

With an increasing flood of data and at the same time changing requirements, making the relevant information available in the right context to a customer and within the company for the respective development-, technical- and service-departments is a key success factor for many companies and at the same time an enormous challenge. The problem with folders and filing data in tree structures is that information about an object is scattered across different aspects. Access to this information is only possible if the respective aspects are known. In a semantic network, each object exists only once, all information about this object comes together at this point and it can still be accessed within different contexts. Such a network can be changed at any time and further aspects can be added as needed: semantic machine learning, in order to be able to react flexibly to new requirements. Semantic networks combine functions of ontologies, topic maps, taxonomies and thesauri. They model complex relationships and directly transform large amounts of structured and unstructured content into networked units of knowledge. In this way, computer-readable and computer-usable knowledge bases are created. The creation and maintenance of semantic networks is demand-driven and interactive between humans and computers. …

With an increasing flood of data and at the same time changing requirements, making the relevant information available in the right context to a customer and within the company for the respective development-, technical- and service-departments is a key success factor for many companies and at the same time an enormous challenge. The problem with folders and filing data in tree structures is that information about an object is scattered across different aspects. Access to this information is only possible if the respective aspects are known. In a semantic network, each object exists only once, all information about this object comes together at this point and it can still be accessed within different contexts. Such a network can be changed at any time and further aspects can be added as needed: semantic machine learning, in order to be able to react flexibly to new requirements. Semantic networks combine functions of ontologies, topic maps, taxonomies and thesauri. They model complex relationships and directly transform large amounts of structured and unstructured content into networked units of knowledge. In this way, computer-readable and computer-usable knowledge bases are created. The creation and maintenance of semantic networks is demand-driven and interactive between humans and computers. …

The Bosch Group is a leading global supplier of technology and services. It employs roughly 402,600 associates worldwide (as of December 31, 2021). The company generated sales of 78.7 billion euros in 2021. Its operations are divided into four business sectors: Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology. At 128 locations across the globe, Bosch employs some 76,100 associates in research and development, of which more than 38,000 are software engineers. Juergen Ebmeyer joined Bosch in 2005 and is the Corporate Process Owner of the Bosch Experts Organization. He managed change projects to create divisional Centers of Competence and coordinates the Bosch-wide Centers of Competence. Lothar Maier works for Bosch since 2005 and is the IT Infrastructure Application Owner of the Bosch Experts Organization. He additionally supports the Bosch organization with further KM tools and methods as e.g. Expert Debriefing moderation.

Juliane Dieckmann, Head of Knowledge Management in the Otto Group Holding, is responsible in the Digital & Consulting division for the group-wide transfer of knowledge and the development of KM products specifically aimed at collaboration in organisational units. She focuses with continuing enthusiasm on the task of making Knowledge Management in the Otto Group fit for the path to digital transformation and putting people at the centre of this. The Otto Group is a globally active trading and services group with around 52,000 employees and a turnover of 15.6 billion euros. With 30 major corporate groups it is present in more than 30 countries. Global group activities and strategic partnerships provide the Otto Group with excellent conditions for know-how transfer and the use of synergy potential. Every day, in the course of its business activities, it deals with the core issues of a modern society, including the future of work, value-oriented action, and the opportunities and challenges of the present.

In 2018, voestalpine High Performance Metals decided to significantly invest in Knowledge Management to foster their strategy to expand into new markets. After conducting a thorough global feasibility study involving different stakeholders at multiple locations, a hybrid KM strategy was proposed creating networks of experts and identifying valuable content for re-use supported by a KM Service Portfolio. Members of pilot “communities of Practice” (CoP) were involved in the co-design of KM Services and testing of IT platforms. Once the global IT platform was established, the global roll-out of the CoP’s started. Simultaneously, a global governance structure was designed and implemented as well as a 3-tier measurement approach conceptualized and tested. Today, CoP’s focusing on different topics, are conducting dozens of meetings every month and have identified about a thousand documents to be accessed via their electronic “home base” on Sharepoint. A training program to raise awareness and enable understanding of KM has been initiated on a global scale. The implementation of the KM board brought an important boost in participation and professionalism. To further foster and sustain the world-wide participation in the knowledge-network is the challenge we are facing until knowledge management has become an integral undisputed part of the …

Ed Rogers served as Chief Knowledge Officer with NASA Goddard Space Flight Center from 2003 to 2020. He holds a PhD in HRM from Cornell University and teaches a different universities like University of Alabama, George Washington University and Indian School of Business. Since 2020 he is the principal owner of Mayjer Enterprises (Palmyra, Virginia).

Engineering offices are knowledge companies. Systematically maintaining and developing the existing knowledge in and as a company is therefore an essential task of corporate management. Knowledge management at ZM-I includes a training system (ZM-I Campus), a digital knowledge database (intranet) and workshops. For a systematic analysis and evaluation of the company's intellectual capital, a bi-annual certified intellectual capital report is carried out. For this purpose, employees from all divisions and locations come together to systematically analyse and evaluate the intellectual capital in the company. The intellectual capital statement is thus a fundamental management tool at ZM-I. ZM-I is an independent, medium-sized civil engineering company organised as a partnership for demanding projects. Based in Munich, the group has grown continuously and is now active throughout Germany. As a structural engineering company with a focus on statics, ZM-I offers consulting, planning, testing and assessment services in the field of civil engineering.

This presentation deals with motivational ideas and initiatives for knowledge sharing in the field of tax and legal consulting. Sharing knowledge at all levels and in all formats is often difficult or even impossible due to the need to respect confidentiality and data protection laws. However, the example of PwC Switzerland shows how it is still possible to be a knowledge organization, to create a lively and popular exchange between employees and not to reinvent the wheel every day. We will also shed light on what a well-positioned knowledge management can enable in a crisis situation and how it has moved from behind the scenes to the stage. PwC Switzerland is the leading audit and advisory company in Switzerland. We’re a network of firms in 156 countries with over 295,000 people who are committed to delivering quality in assurance, advisory and tax services. PwC Switzerland has over 3,380 employees and partners in 14 locations in Switzerland and one in the Principality of Liechtenstein.

New standards (ISO 30401 and DIN SPEC 91443) provide new momentum for knowledge management initiatives. Certification becomes a priority to demonstrate KM-proficiency on an organizational level to external partners (customers, suppliers, future employees) as well as to create a sense of urgency within organizations, in particular among organizational leadership. In this workshop, a joint working group of two independent communities and a research organisation, the Association of Knowledge Management for German speaking countries and the Federal Association of Intellectual Capital Statements e.V. presents the framework of DIN SPEC 91443 which was designed specifically for SMEs to operationalize the KM requirements of ISO 30401. The general objective of the workshop is to reflect on suitability of various instruments of KM, in particular the Intellectual Capital Statement – Made in Germany, to deliver on the standards requirements. Looking at some practical cases, an early-stage concept of auditing structures and procedures will be discussed. As a result of the workshop, the organizers aim to propose an auditing framework to certify knowledge management systems as a follow up.

How can Knowledge and Information management professionals contribute to co-creating sustainable climate resilience in society? What are the sustainable climate-resilient futures we want to see take place in a global, interdependent world, and what is the Knowledge and Information management professionals’ role in making these scenarios happen? K&I Management professionals have essential roles to play in addressing the crises, risks, and urgency that our environment is facing. Their work as teachers, researchers, and experts in processing data and knowledge are crucial to how our world will develop in the incoming decades. In this interactive workshop called knowledge Huddle – developed by GRASP Network – participants are stimulated in a creative way with the use of art to reflect on the above-mentioned questions. Art helps us to imagine alternative futures, and new scenarios, but not only. It also connects to our feelings and emotions and speeds up creative processes. With this creative approach, the workshop tries to grasp what actions are needed. From individual behavior to organizational, national, and international climate actions, all levels are interwoven and interdependent. In this scene starting from the personal/individual is essential. What can each of us individually do but also how can we collectively make …