The MATURE Motivational Model Revisited

Christine Kunzmann, Andreas Schmidt

The MATURE Modelfor Analyzing Motivational

Aspects Revisited

MATEL 2012September 19, 2012

Saarbrücken

http://mature-ip.eu

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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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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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General approach taken

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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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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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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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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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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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And it matters which kind of knowledge we develop!

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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 practiceas part of a European consulting networkhttp://knowledge-maturing.com

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http://knowledge-maturing.com

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Outlook & Contact

Knowledge Maturing Consulting Networkhttp://knowledge-maturing.com

Christine KunzmannResearcher and ConsultantKompetenzorientierte Personalentwicklunghttp://[email protected]

Andreas SchmidtProfessor for Enterprise Social Media & Mobile BusinessScientific Coordinator MATUREKarlsruhe University of Applied [email protected]://andreas.schmidt.name

The MATURE Motivational Model Revisited

Business

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