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Collective learning
Conflict between Computerised Collective Memory and the Prescriptive Organisation
Organizational Memory as Process not Object
Collective decision making and knowledge management in oncology
Cooperative work conditions in a satellite control room.
READ MY LIPS....BUT ALSO THE REST
Collective memory from the everyday work.
Visualised co-ordination support in distributed decision making
Knowledge Management for Collective Learning and Organisational Memory
Knowledge graphs
Shifting Perspectives on Organizational Memory
General discussion

Knowledge graphs

Roel Popping
University of Groningen
Social Science Information Technology
Grote Ruzenstraat 15
9712 TG Groningen
The Netherlands
e-mail: R.Popping@ppsw.rug.nl

Summary

One of my research tasks is to work on the development of so called knowledge graphs. Knowledge graphs can be viewed as a particular kind of semantic networks. Such a graph can be used as a partner in the decision process. I have no empirical data regarding how the cooperative aspects here look like. The knowledge necessary for the decision process has an own nature, and probably needs an own representation. I would be happy to get more insight in all this. The graphs fit in the domain the group is working in.

One of the essential differences between knowledge graphs and semantic networks is the explicit choice of only a few types of relations. In semantic networks most attention is given to the representation of the concepts in the network, while in the knowledge graphs most attention is directed to performing inferences on the relations. The construction of knowledge graphs starts with the extraction of information from texts. The result is a list of concepts, labelled points, and a list of typed links between the points. These form the author graph. The most important type of link is the causal relation. The next step is called concept identification, where various author graphs are combined into one graph by identifying points with each other. Here synonyms and homonymns are taken into account. The result is a compiled graph. This graph is further investigated in a procedure concept integration where one tries to find interesting substructures, and in a procedure link integration where new links are inferred from the given ones. The result is called the integrated graph.

In case cooperation for process management is time critical and expertise is distributed (in terms of competence as well as time and place) it should be possible to integrate specific knowledge one has (to be investigated is which knowledge) with the available graph. Complementing knowledge is integrated, knowledge on which disagreement exists is indicated. This representation is returned to the experts (to be investigated is how this can be done best). The experts can use it in their process of decision making. Because there might be several sources of knowledge it might be a good idea to use this all in a CSCW environment (to be investigated). Alternatives for the knowledge graphs might be cause maps and case based reasoning. To be investigated is why the graphs are preferred.

The work is in process and it cannot yet be judged to what extent aknowledge graph may be useful in a dynamic situation.


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