knowledge management; knowledge communication; community of practice; practice turn; natural hazards risk management
Eppler M. und Bischof N. (2013), Wirksame Wissenskommunikation zwischen Forschern und Praktikern, in Wissenschaftsmanagement – Zeitschrift für Innovation
, (02), 32-35.
Eppler M. (2012), What Is an Effective Knowledge Visualization?: Insights from a Review of Seminal Concepts, in Banissi E. e. a. (ed.), Springer,, London, 3-12.
Bischof N. (2011), Klarheit in der Wissenskommunikation: Wie kann man komplexes Wissen vermitteln?, in Wissensmanagement – das Magazin für Führungskräfte
, (8), 30-32.
Eppler M. Bischof N. (2011), Complex to Clear. Managing Clarity in Corporate Communication.
Bischof N. & Eppler M. J. (2011), Caring for Clarity in Knowledge Communication, in Journal of Universal Computer Science
, 17(10), 1455-1473.
Bischof N. (2011), Wandelkommunikation lernen – Ein Blick hinter die Kulissen., in OrganisationsEntwicklung. Zeitschrift für Unternehmensentwicklung und Change Management
Bischof N, Romang H, Brundl M (2009), Integral risk management of natural hazards-A system analysis of operational application to rapid mass movements, in Safety, Reliability and Risk Analysis
, Taylor and Francis, London.
Bischof N. Kienholz H. Eppler M.J., Akteurskonstellationen und Wissenskommunikation im Naturgefahrenmanagement der Schweiz, in Schweizerische Zeitschrift für Forstwesen
Comi A. Bischof N. and Eppler M.J. (, Beyond projection: using visualization in conducting interviews, in Qualitative Research in Organization and Management
Bischof N., Wandel müheloser verankern durch Antizipation möglicher Reaktionen, in OrganisationsEntwicklung. Zeitschrift für Unternehmensentwicklung und Change Management
Professional knowing and knowledge and its communication is crucial for any kind of organization. Not only the acquisition of knowledge, but also its sharing in operational routines is essential. Knowledge communication can be regarded as an essential mechanism to facilitate intra- and inter-organizational knowledge transfer. It designates the interact conveying and co-constructing of insights, assessments, experiences, or skills through verbal and non-verbal means (Eppler, 2007). This research project has focused on empirically investigating problems and solutions of knowledge communication among science and practice a natural hazards community. Specifically, we have conducted two studies in in-situ organizational settings, which are also presented in a dissertation as a final product of this project.The first study has focused on the quality of knowledge communication in organizations and resulted in a guideline for clear knowledge communication in complex settings, including a management approach, problem patterns, improvement heuristics and checklists. The second study reports on an investigation on knowledge communication in a community of practice (CoP), namely the one of natural hazards risk management in Switzerland. In this CoP enormous efforts have been undertaken to improve the management of natural hazards: A strategy for dealing with natural hazards has been developed and implemented, and an online-planning tool has been established. Both elements have been the object of investigation. In both studies, two different theoretical approaches to knowledge management and organizational learning have been applied: the knowledge-based view, which establishes knowledge as the most important resource in an organization, and the social theory of practice, which argues for an actor-centered view and the importance of context, social action and involvement of socio-material objects and practices. By this twofold theoretical paradigm, comparisons and a deep understanding of the processes were gained. The contribution of this research project is fourfold: 1) We have developed a method to improve the quality of knowledge communication by applying the concept of clarity. 2) We have developed a better understanding of the praxis of knowledge communication in a community of practice including its actors and their attitudes (e.g. towards strategic change) and the artefacts in use. Such a deep understanding is a prerequisite to enable effective collaboration in practice. 3) Patterns of perception of strategic change in a community of practice have been found and recommendations for their anticipation have been elaborated. 4) A method to use interactive visualizations in qualitative interviewing as a way to improve knowledge communication is provided.