This is a first try of publishing OER through the Creative Common . This is a power point slide of chapter 1 of the book , Knowledge Management Systems: Concepts, Technologies And Practices. Author: Shabahati Husain and Jean-louis Ermine, !st Edition 2021, Emerald Publishing Limited.

Community is key to open education, with an often-overlooked aspect of community management and evolution being how knowledge is stewarded within such networks. We from We Are Open in collaboration with participate are running a series of workshops called "Community Conversations" where we talk about different aspects of community management. This one is our fourth Community Conversations session and it was timed to coincide with Open Education Week, an initiative of OE Global.

This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and support them so they can be shared throughout the organization. This process, referred to as knowledge sharing, is the exchange of information, skills, or expertise among employees of an organization that forms a valuable intangible asset and is dependent upon an organization culture that includes knowledge sharing, especially the sharing of the knowledge and skills that are acquired through informal workplace learning; performance support to promote informal workplace learning; and knowledge management to transform valuable informal workplace learning into knowledge that is promoted, captured, and shared throughout the organization.

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The course focuses on skills managers need to adapt to current sweeping changes in the nature of work and the workforce, in business organizations and their roles in society, and in the institutions that interact with work, particularly the labor market, community and family-centered groups. This year’s teaching will be the basis for a workshop session at the Sloan School’s 50th Anniversary Convocation.
The course will involve a mix of on-campus and off-campus students taking the course via distance learning, and professionals from a variety of organizations who will participate in specific modules of interest to them. One session will be linked to colleagues at Cambridge University in England where a parallel course is being offered.
Managerial issues addressed are associated with managing changes and innovations occurring in the nature of work and organizations and the role of the corporation in society. Topics covered include the changing social contract at work, integrating work and family, managing diversity, managing strategic labor-management partnerships, and managing relations between the firm and its multiple stakeholders. Subject is open to distance learning as well as on-campus students and to industry participants.

This single instrumental qualitative case study explores and thickly describes job performance outcomes based upon the manner in which self-directed learning activities of a purposefully selected sample of 3 construction managers are conducted, mediated by the use of Web 2.0 technology. The data collected revealed that construction managers are concerned with the performance expected of them, in addition to how well they perform their work-related activities (orientation to learning), indicating that organizations should provide guidelines on the use and expected outcomes of self-directed learning in addition to providing the tools, resources, and time (environmental factors) to match performance needs; construction managers feel that work-related activities expected of them, how well the work-related activities are performed, and consequences for poor performance at work are determining factors in selecting Web 2.0 technologies; while construction managers understand the need for rules restricting the use of Web 2.0 technologies in performing their jobs, they feel these rules do hinder their performance because access to specific information they need to answer a question, solve a problem, or research to learn something new is sometimes restricted; and successful performance outcomes are determined by compliance to expected performance behaviors of others, such as answering a question or solving a problem an architect or superintendent have presented, as well as expectations construction managers have set for themselves. The following are appended: (1) Call for Participation--Web 2.0 Technology Project; (2) Informed Consent Letter and Form/Template; (3) Semistructured Interview Guide; and (4) Permission to Conduct Research Study.