1. Christine Kunzmann, Andreas Schmidt
The MATURE Model
for Analyzing
Motivational Aspects
Revisited
MATEL 2012
September 19, 2012
http://mature-ip.eu
Saarbrücken

2. Current situation
▪ Motivational aspects have been realized as important
factors in knowledge management activities
• failures of technology-driven or top-down initiatives
• change of individual value systems
• and we have a large share of knowledge workers
▪ But there is hardly any clue how to do it systematically
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3. Context
▪ Results of four years research as part of the MATURE
project
▪ Goal: how to systematically include motivational
aspects into knowledge maturing support (i.e.,
collaborative knowledge development)
▪ Socio-technical perspective:
how to intervene into socio-technical environments?
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4. General approach taken
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5. General approach taken (II)
▪ Empirical analysis of real-world practices
• Ethnographically informed studies
• Large-scale expert interview studies
• In-depth case studies
▪ Design activities
• Iterative and participatory design
▪ Evaluation activities
• Formative and summative evalution activities
▪ Consulting activities
• Applying concepts and approaches in practices
• Outside the frame of the research project
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6. Key characteristics
▪ An analytical framework
▪ Designed to be easy to understand and relevant to
workplace reality
▪ Focuses in the first place on observable barriers
▪ But is linked to possible measures
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8. Measures: Individual Factors
▪ Interests, Values, Needs
• Interests: create room for pursuing individual interests
• Values: align organizational actions with individual value
systems
• Needs: take needs (such as experiencing autonomy,
competence, and social relatedness) into account when
introducing new tools
▪ Capability
• Whole range of human resource development, such as training,
support for peer learning, job rotation/enrichment etc.
• Design tools that respond to the current capabilities
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9. Measures: Interpersonal Factors
▪ Cooperative Factors
• Create incentive structures influencing the economics of
cooperation
• Create transparency to establish a trust culture
• Better understanding of own‘s one role
▪ Affective factors
• Hard to tackle at the workplace
• Possibly
• Team building
• Getting to know each other‘s environments
• Group coaching
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10. Measures: Work Environment
▪ Infrastructure
• Provide the right tools: shared folders, communication tools,
blogs, microblogging, wikis etc.
• Make them usable
• Align private and professional IT usage (integration, BYOD)
• Appropriate introduction and support
▪ Organizational Factors
• Development of organizational culture through fostering
• Mutual trust and empathy
• Accessibility of opportunities for helping others
• Allowing for mistakes
• Openness & transparency
• Appreciation of ideas and proactiveness
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11. And it matters which kind of
knowledge we develop!
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12. Conclusions
▪ Initial analytical model has remained stable, but we
clarified several aspects
• Gathered a lot of empirical evidence
▪ We have moved from pure analysis to guidance for
interventions
• But context matters!
▪ Now we move from science to practice
as part of a European consulting network
http://knowledge-maturing.com
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13. http://knowledge-maturing.com 13
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14. Outlook & Contact
Knowledge Maturing Consulting Network
http://knowledge-maturing.com
Christine Kunzmann
Researcher and Consultant
Kompetenzorientierte Personalentwicklung
http://consulting.knowledge-maturing.com
ck@knowledge-maturing.com
Andreas Schmidt
Professor for Enterprise Social Media & Mobile Business
Scientific Coordinator MATURE
Karlsruhe University of Applied Sciences
andreas_peter.schmidt@hs-karlsruhe.de
http://andreas.schmidt.name
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