Knowing More about Knowledge Management at ESA

Roberta Mugellesi Dow

, Damiano Guerrucci

, Raul Cano Argamasilla

, Diogo Bernardino

and Siegmar Pallaschke

European Space Agency, Robert Bosch Strasse 5, Darmstadt, Germany

Terma GmbH, Europaplatz 5, Darmstadt, Germany

Serco GmbH, Robert Bosch Strasse 7, Darmstadt, Germany

Keywords: ESA, Competency Management, Knowledge Capture.

Abstract: During the last years, ESA has gathered an extensive experience in Knowledge Management (KM). As a

knowledge intensive organization, ESA pursues the efficient management of its expertise and know-how. In

particular, it was decided to start a corporate KM project consisting of several pilot projects. The selected

approach was built on pillars summarized in these four keywords: “integrated” (interconnection of its parts),

“pragmatic” (concrete solutions compatible with the corporate culture), “business” (linked to the core

business) and “open” (input and best practices gathered inside and outside the Agency). This paper presents

the activities carried out within the set of pilots and the relations among them. These pilot projects are:

iKnow Portal, Competency Management Tool, Expertise Directory, Knowledge Capture and Handover, KM

Officer and Lessons Learned Harmonization. The future of KM in ESA is a challenge aiming at proposing

integrated solutions in an environment with different cultures and several existing individual solutions. The

achievement of it will certainly provide a better leverage for the institutional KM.

1 INTRODUCTION

Knowledge Management is a key pillar for the

efficient evolution of knowledge-intensive

organisations such as the European Space Agency

(ESA).

ESA is in charge of promoting, developing and

operating space missions (see www.esa.int). The

Agency has five establishments: HQ at Paris,

satellite development at Noordwijk (NL), Earth

observation programme at Frascati (I), operations at

Darmstadt (D) and astronomy at Villafranca (E). It

employs about 2000 permanent staff. The operations

are carried out at the European Space Operations

Centre (ESOC), Darmstadt. The coexistence of

research, development and operations programmes

makes ESA a knowledge intensive organization.

Since a few years ESA has recognised the crucial

role of Knowledge Management as a tool not only to

primarily preserve and share information and know-

how, but also to help guarantee its own cost-

effective and qualitative evolution. In order to

achieve this objective, a corporate strategic approach

to KM, in support to both the transversal and the

local nature of the Agency’s operations, has been

defined and implemented.

This paper introduces the knowledge processes

and tools which have been launched in different

areas and identifies key challenges and opportunities

to move ESA's knowledge agenda forward in a

phased manner.

2 BACKGROUND

The KM topic has gained momentum at ESA thanks

to a number of KM support initiatives undertaken by

– and localised in – different Directorates.

Since the debate on the matter started, major

steps have already been achieved in the area of

knowledge management in ESA:

 At a general level managers and employees

are conscious of the importance of KM, not

only as a learning and development issue

but also as a strategic and business related;

 A wide set of KM and communication

technologies have already been developed;

281

Mugellesi Dow R., Guerrucci D., Cano Argamasilla R., Bernardino D. and Pallaschke S..

Knowing More about Knowledge Management at ESA.

DOI: 10.5220/0004522802810289

In Proceedings of the International Conference on Knowledge Discovery and Information Retrieval and the International Conference on Knowledge

Management and Information Sharing (KMIS-2013), pages 281-289

ISBN: 978-989-8565-75-4

 2013 SCITEPRESS (Science and Technology Publications, Lda.)

 Some important KM practices such as

lessons learned are to some extent applied

to space missions;

 Operative knowledge is shared within some

individual Divisions.

However, some outstanding issues are still not

solved:

 Even if the importance of KM is evident, a

culture of sharing and re-use it is not

completely adopted in people’s mind and in

business processes;

 The institutional knowledge base may

shrink as individuals retire;

 New staff are immersed into new programs

and expected to start working without a

substantial introduction to the ESA history

and processes;

 Knowledge explicit categorisation is

missing and the evolution of competencies

reflecting the objectives is developed in the

heads of managers without adopting a

systematic process and appropriate tools;

 Knowledge is often lost when staffs move

to different projects/programmes without a

proper knowledge handover process in

place.

3 ESA KM STRATEGY

The ESA Knowledge Management strategy focuses

on three major objectives:

 Capture, preserve and help evolving

knowledge across missions and projects in

order to increase efficiency, minimize the

risks and avoid loss of expertise;

 Facilitate knowledge sharing to increase

collaboration, synergies and, eventually,

innovation;

 Set up methodologies and tools for people

to find, organize, and share knowledge.

The first objective focuses on securing the

gathered experience (i.e. Lessons Learned, Best

Practices) and make it available to the community so

that the proper knowledge is available at the

appropriate place and time within work processes.

Maintaining the existing knowledge provides the

foundations to evolve with less efforts towards the

new knowledge needed for future endeavours.

There is a large amount of knowledge generated

during the day-to-day work from formal documents,

reports, presentations to the less formal knowledge,

such as information exchange between colleagues

that represents a significant and valuable part of the

knowledge generated and accumulated. Actually, in

most cases this knowledge remains in a tacit form,

retained in the heads of the staff. When not

formalized or made explicit, this knowledge

naturally tends to be dispersed and eventually loses

its value for ESA and its stakeholders.

The second objective focuses on facilitating the

sharing of knowledge in order to increase the

collaboration between individuals and teams. This

heavily contributes to create a more fertile

environment for continuous learning and for the

search for innovative solutions. An effective

knowledge sharing depends on how efficiently and

effectively the knowledge is managed internally and

how quickly it capitalizes on the skills and

experiences gathered in the different functional areas

of the organization.

Findings from interviews and brainstorming

sessions with staff indicate that they need information

technology to act on:

· Search capability. Documents such as reports or

other types of information should be electronically

searchable. Staffs want to be able to find a particular

knowledge product with keywords and to be able to

trust that it is the current version.

. Ease of use. Staff want knowledge to be well

organized, to some extent summarized, easy to locate

and easy to retrieve.

. Access. Staffs want to be able to access the

information from the office or home.

. Sharing. Staff want to be able to exchange easily

with colleagues information and knowledge products

Box 1: Staff expectations.

The third objective focuses on helping people to

access the information and resources they need to

complete their tasks by providing the right KM

tools, resources and methodologies. The way to find

out which elements could build this objective was

mostly the direct input of the people and

brainstorming sometimes. Box 1 offers a insights on

this.

A localised initiative started in the ESA

Operation Center (ESOC), where a KM Core Team

faced initial activities for the local achievement of

the previous objectives. After some accomplishment,

this team realised soon the benefits of introducing

knowledge management ESA-wide. In view of

maximising its positive impact for the users, it was

important to minimise the effects of a too sudden

methodological change. A solution to it was a

KMIS2013-InternationalConferenceonKnowledgeManagementandInformationSharing

282

phased approach, taking into account the actual

needs of the users and having pilot projects before

any solution was proposed for application at

corporate level. Moreover, if a local solution was

already found available, the idea was to study its

possible integration into a larger system without

imposing structural changes to localised successful

processes.

4 KM PILOT PROJECTS

In order to face the problem addressed above, ESA

decided an approach based on two phases. The first

one consisted on the analysis of the ESA as-is

situation in terms of KM, in order to propose a set

of pilot projects that would build the corporate KM

system. The second phase was the effective

implementation of the selected pilots from the

previous phase.

The framework of KM selected projects and

activities which have undertaken and launched

consists of the projects listed in the next sections. A

short summary of the objectives and goal is provided

for each of them, whereas a more detailed

description is dedicated to the KM Portal and the

Competency Management.

In parallel to pilot projects, transversal activities

were carried out with the goal to be informed of the

state-of-the-art platforms and methodologies which

would enable ESA to have a modern KM, serving its

goals efficiently. To that purpose, it was strengthen

the participation in KM groups (e.g. KM for Space -

Google Group, Knowledge Managers from CNES

and NASA), the contribution to the investigation of

new methodologies (via collaborating in paper

studies or creating their own research) and

benchmarking new ideas for implementation with

companies working on KM tools and methodologies.

4.1 iKnow Portal

The focus of this pilot was to improve a Knowledge

Management portal (called iKnow) resulted from a

localised ESOC work in response to the feedback

from the user community. The areas identified for

improvements were: interface look & feel and ease

of use; performance; functionality extension by

adding video transcriptions, search engine

integration and mail to post mechanism.

4.2 Competency Management Tool

The scope of this pilot was to consolidate a

previously drafted competency management process

and design a tool to support it. The result of this

activity has been the presentation of a competency

management process (supported by a tool), which

covers the following objectives:

 Guarantee the availability of the current and

future ESA competencies (knowledge,

skills, and abilities) in regards to the ESA

tasks that constitute ESA (critical) strategic

capabilities and services.

 Provide a management support process and

tool for identifying competency gaps,

training opportunities and development

plans on both short and long terms.

 Support the definition of the strategic

objectives of the directorate.

 Allow an efficient maintenance and up-to-

date overview of the related competencies.

4.3 Expert Directory

The aim of this pilot was to create a network

between the ESA professionals, contractors and

industry. The way to achieve that was the

development of a platform that, interfacing with the

competency management database, would provide a

catalogue of people with their expertise.

4.4 Knowledge Capture and Handover

This pilot was selected to assess and propose

possible mechanisms to be used to guarantee an

effective capture of knowledge, tacit and explicit, in

case of staff leaving for retirement or other

assignment. The scope of the pilot is also to define a

Handover Procedure.

The steps that were done:

 Analysis of KC events with respect to

methodology and visual aspects.

 Proposal for capturing of experience.

 Proposal of a new way to present the KC

events.

 Proposal of a Handover sequence.

4.5 KM Officer

This pilot was born with the objective to define the

role, responsibilities and the functioning model of

the KM Officer that could become the pivot of the

knowledge management processes inside and

outside the projects.

The actions taken regarding that were:

 Collection and assessment of the possible

KMO tasks.

KnowingMoreaboutKnowledgeManagementatESA

283

 Summarize the aspects of integration into

the project.

4.6 KM Awareness

The scope of the KM Awareness Campaign was to

promote a Knowledge Management culture and to

communicate in a smart way the KM initiatives. The

deliverables have been:

 Communication Plan to choose topics to

communicate, the media and the tone of

voice.

 Video and Posters to promote KM.

4.7 Lessons Learned

The objectives of this pilot project were the analysis

of mechanisms and tools for the collection of

Lessons Learned (LL) and also the dissemination of

the Best Practices and Lessons Learned into the

project database (with respect to efficiency and

anomaly aspects) and across projects. To this

purpose, the following has been achieved:

 Analysis of current ESA LL systems

together with a comparison.

 Analysis concerning the collecting,

managing and archiving of LL (compliant

to the formal ESA process) with emphasis

on description, transferability and

sustenance.

5 MAJOR PROJECTS

This section describes on a deeper detail those

activities related to the pilots which have a larger

reach, that is to say, affecting the biggest possible

amount of users.

5.1 iKnow Portal

The iKnow was born to be the back bone of all the

information at ESOC, more or less like an enhanced

multimedia library, with forums, events, news and

all relevant materials. Moreover, as the user is the

one that creates most of the content, this portal is

inspired by a “Web 2.0” approach for the knowledge

management in ESOC.

The information that can be accessed from

iKnow can be of very different nature, like relevant

news, collaborative articles or any document and file

indexed by the search engine or a link to an existing

tool.

One of the main characteristics of this portal is

that every piece of content (article, forum post, etc.)

is assigned according to the group or community

that it belongs to and also, to the tags that the author

considered more descriptive (“free tagging”

principle). So both methods are set by the user. Due

to this, the content is categorized by the person that

uses it and really knows what it is about, which

guarantees that the knowledge is where it is

expected to be.

In the context of this corporate KM project, the

functionalities described in the next sub-sections

were added to the platform.

5.1.1 ESOC Search Engine

A commercial search engine has been running in a

testing phase for a few months and now is

implemented as an operational tool in ESOC

premises. It is able to index a wide range of

repositories without any customization of the tool.

In support to the idea of providing a single entry

point to information, the search engine functionality

has been integrated in the iKnow portal (Figure 1).

The user can now enter a search request directly on

the portal and get the results back from either the

portal or all the other repositories indexed by the

search engine.`

Figure 1: iKnow search engine functionality.

5.1.2 Video Transcriptions

The video functionality was enhanced in iKnow to

allow everyone to upload videos and optionally a

transcription of them, such that they will be

synchronized while the video is running.

KMIS2013-InternationalConferenceonKnowledgeManagementandInformationSharing

284

In combination with the search engine, this is a

powerful way of extracting the knowledge from

videos. Once the transcriptions are indexed, the

information will also appear in the search results.

5.1.3 Mail2post

This is a new feature in iKnow, made to facilitate the

knowledge sharing by allowing the user to publish

contents just by sending an email to a particular

address.

With this functionality, users can easily share all

the valuable information that otherwise would

remain buried in the email box.

5.1.4 Expert Directory

In order to build a network of professionals closer to

each other and to facilitate the identification of the

necessary competencies, it was decided to create a

directory of experts that would be validated by a

formal authority inside ESA.

Therefore, it was agreed that the Expert

Directory should use the Competency Appraisal

database as its primary source of data. This database

can be considered as a verified resource by Human

Resources. The tool should only be able to explore

the database or search through it for a member that

has enough competences and present its data. No

editing features were needed or had to be developed.

Though this started as an independent pilot, a

module was developed and integrated in iKnow.

After a successful development, any user could

perform searches per competencies or knowledge

areas. This module also provides with a view of the

employee profile which would help, among other

things, to design a training plan.

5.2 Competency Management

The Competency Management (CM) pilot project

aims to develop a comprehensive and validated

process that provides ESA a view as well as insight

into the current and future required competencies.

The process is expected to benefit different

stakeholders such as Workforce Management and

Training and Development programs.

The major objectives of CM have been reflected

in activities included in the process and supported by

the tool:

 Provide visibility of current and future

competencies with respect to the roles that

constitute ESA’s strategic capabilities and

services in general, and in particular.

 Make individual expertise better accessible

within the organization. For this purpose,

the focus is on staff specific competencies,

i.e. competencies acquired by a person and

not necessarily relevant for their current

role(s).

 Allow the identification of competency

gaps. For example, managers can get an

accurate picture of the competency

strengths and weaknesses of the staff under

their responsibility and therefore assess

potential competency gaps, criticality and

competency coverage.

 Provide a way for an efficient competency

maintenance and up-to-date overview, i.e.

the workforce needs to be shaped and

modelled to cope with desired future

directions of the Agency, changes in

technology, etc.

The process needs to be supported by a CM Tool

structured such as to guide the different actors in the

fulfilment of their relevant CM activities. Figure 2

illustrates this process.

Figure 2: CM process.

At each cycle of the process, an iteration with the

KM team will be also considered for addressing

future management needs and process

improvements.

The tool will support sequentially the different

steps allowing the different actors to interact through

the tool at the common goal of providing the current

picture of the organisation and at the same time

highlighting the area where improvements or actions

are necessary. The same tool will provide high

KnowingMoreaboutKnowledgeManagementatESA

285

management with summary report for an overall

analysis of matching between objectives and current

assets identifying possible gaps.

Once the process was consolidated, the main

requirements for the tool were clear:

 Maintain a central repository of the CM

related data, including both the definition

and management of competencies and

roles, and the information from the

assessment. The repository will store

historical information in order to keep track

of the evolution over time.

 Support efficient introduction of data by

users, manually using forms, and

automatically from batch files or other

formats.

 Offer a web based interface for multiple

access with customized dashboard per user

role.

 Automate the generation of the reports

required as output of the different steps of

the process.

 Implement the logic for the analysis of

competence gaps, and proposal of

mitigation actions.

 Offer a training plan specifying who needs

training, what are the competences to be

trained and the urgency of training.

Responding to the mentioned requirements, a

market analysis has been conducted before starting

any development. Since the CM process was still not

stable and very likely to change as effect of this

same pilot, the analysis suggested to take the

approach allowing the highest flexibility and lower

cost in performing modifications. In house

implementation was selected, also facilitated by the

existence in the Agency of a previous suitable tool

already developed, though for other purposes (BIRF

- Business Intelligence and Reporting Framework -

built over Java Enterprise Edition platform). The

existing tool based on a multi layered design could

be strongly reused in the following generic

components:

 The Extraction, transformation and loading

(ETL) process responsible for the batch

loading of the input data files (e.g. Excel)

in the Data Warehouse, performing

necessary adaptations.

 The Data Warehouse as a central data

storage based on a relational database

management system.

 Web browser based clients, which allow

users to access the application from any

location and device through the network

 The web interface for providing the user

level functionality, and divided itself into

three layers:

• Third party components, providing

general purpose functionality by

integration of open source libraries (e.g.

web framework, chart libraries,

reporting library, etc).

• Data analysis and reporting framework,

providing generic application level

components supporting all the required

functionality (e.g. dashboards, report

generator, security, data querying, etc.).

• CM customization, implementing the

adaptation of the reporting framework

to the CM process (e.g. adaptors, data

model, user interface layout, etc.).

The design of the tool is taking into account

future integration with other ESA platforms, in order

not to duplicate information and realise better

synergies. In this case, examples are: Workforce

Management software, eLearning platforms, or

Expert Directory.

Figure 3: CMT Validation Units.

A validation of this pilot is being carried through

one department of the organization. In ESA a

department is divided in divisions and each division

in sections (see Figure 3). A bottom-up approach has

been chosen to validate the tool, starting from

sections and aggregating the information until

reaching a department level. For the time being one

division composed by three section has been

completed where few interesting conclusions were

taken, as an example, what are the most

predominant skills inside each unit. In the meantime

the validation in other divisions started but still not

completed.

KMIS2013-InternationalConferenceonKnowledgeManagementandInformationSharing

286

5.3 Knowledge Capture

Knowledge Capture is not a new activity; it was

already followed up during the past three years with

about a dozen of events. Two methods were

considered, the expert debriefing and the interview.

They are not oriented to factual results of project

phases but to personal experience gained by a staff

within a long duration (either at the termination of a

task or at the end of a position).

In brief words, the knowledge capture procedure

consists of four parts: the review of the status

(knowledge, expertise), the planning and the conduct

of the expert debriefing / interview and the

documentation. The expert debriefing is a kind of

forum / workshop in order to allow the expert to

explain the specialized knowledge for a selected

range of topics to a larger group of participants. The

goal of the expert debriefing is twofold, the

expression of the underlying expertise in a verbal

interaction with the audience and the recognition of

the expert’s merit. The participation in the

interviews would be very limited, i.e. the expert, the

moderator and a few members.

5.3.1 Knowledge Capture Procedure

In some more details, the knowledge capture

procedure consists of (Mugellesi Dow, 2010):

Step 1: Review of status with an inquiry. The

objective is to assess the important knowledge

subjects of the leaving staff as well as the knowledge

demand required by the group and the successor. For

the identification of the essential knowledge items to

be captured different viewpoints (e.g. different role)

should be adopted in addition to the chronological

review of the supported projects. The quality aspects

could be another perspective such as best and worst

practices, contribution of the success and mistakes

leading to a possible failure.

Step 2: Plan for debriefing and interview. This

includes the sequence of knowledge subjects for the

debriefing / interviews and its structure.

Step 3: Conduction of the Debriefing /

Interviews with the goal of capturing the tacit

knowledge and to facilitating its documentation. The

various viewpoints mentioned for the first step

above has to be adopted for the conduct of the expert

debriefing and the interviews as well.

Step 4: Documentation (including the

transcription) of tacit knowledge.

5.3.2 Knowledge Capture Events

Knowledge capture events are video-recorded, last

about 90-120 min. and comprise several sub-topics

followed directly by a question and answer session.

The sub-topics should not explain explicit

knowledge (easily found in text books) but should

go more into the direction of experience or

knowledge not easily found in literature.

Some more explanations should be added for the

better understanding of the capture events at ESOC.

 The duration for the expert debriefing is

limited to two hours. This seems to be

adequate as the expert debriefing is

additional to the standard handover

procedure. Furthermore about four to five

subjects are selected. Another reason for

the short duration lies in the assumption

that with increasing duration the interest in

participation will decrease.

 The choice of the four subjects depends on

the relevance of the gained experience for

the department / organisation. Normally

two topics concerning specialized

knowledge and two concerning experienced

knowledge are selected.

 The group of the participants is decided

from case to case depending on the topics

and the envisaged subsequent discussions.

In case of detailed discussions the group of

participants should be limited as the

intensity of the discussion will decrease

with increasing participation.

5.3.3 Capturing Experience (Erlach, 2008;

Katenkamp, 2010; Pallaschke, 2011)

Recently, the handling of the experience was further

investigated. Since more than a decade the value of

storytelling for the transfer of knowledge by

experience has gained in importance. Stories can

better describe the complexity of reality then any

theoretical explanations. Stories are important as

humans think in narrative structures and often better

remember facts in story form. The application of

storytelling in knowledge management gains more

and more in importance. Several companies have

tested this method and use it. Knowledge by

experience is considered as a central resource for the

conduction of organizational processes. The four

steps (as mentioned above for the capture procedure)

will also remain for the case of storytelling.

Knowledge by experience cannot easily be

discovered with the help of the appraisal results.

KnowingMoreaboutKnowledgeManagementatESA

287

Knowledge by experience requires in addition

interviews with the leaving staff, the superior and

the group. The aim of the narrative interviews is to

explore how the experience was developed and how

it was applied. Of course, the outcome of the

interviews needs to be analysed with the help of

associations for identifying the underlying

experience. Structured interviews could follow for

the better understanding of the experience. Whereas

the planning (step 2) will remain unchanged, the

actual conduct of the event (step 3) will include

narrative methods. Narration cannot be compared

with explanations (rational descriptions), they are

feedback-oriented dialogues, the audience needs to

conduct its own reflection for drawing the

conclusions.

6 PROJECTS PILLARS

The individual pilots provide powerful solutions on

the scope they have been designed for. Moreover,

there is a more holistic view to regard the project as

the integration of its parts. One of the principles on

which the corporate KM project was built was the

“Integrated” approach, that is the whole project has a

meaning when observed as a unity instead of as

many subsystems.

Each of the pilots is connected in some form or

another to the rest in a way that if this connection

would not be available, the functionality of each of

them will be significantly decreased.

Figure 4: Integration among pilot projects.

Just to quote some examples extracted from

Figure 4: the Competence Management tool

provides the input to the Expert Directory. At the

same time, the Knowledge Management Officer can

use this information to either request help for a

project or to propose a Knowledge Capture event

based on the available experts. The KM team would

take care of this event and once this is performed

and processed, the videos and materials would be

uploaded to the KM Portal. Finally, through the

awareness campaign the people would know that the

portal includes such information and would be

inspired to share more.

The “Pragmatic” approach is currently the main

way at reaching goals in the KM at ESA. The

resources available are very limited and only by

implementing concrete and simple solutions the end

of a pilot is reached. The adoption of this approach

is often characterised by the need of simplifying or

tailoring the solution, in parts that shall not limit the

scope of the pilot. The simplification taken are

tracked so to be later considered in case of a future

corporate complete solution.

Every time a pilot is started, the “Business”

approach has driven the activities at identifying first

a concrete local interest without forgetting the need

of a scalable design to make it suitable for future

extension at corporate level. The local interest

ensures the reaching of a good level of maturity

since derived by a real case study with a clear and

short time need. Later on the collected real data,

facilitate the leverage at making it corporate.

The last, but not the least, pillar is to be “Open”.

The KM team shall always work in collaboration

with users and must minimise impact to processes,

especially to the successful ones. Input and best

practises are the input to any KM activities, since

those are the key for addressing real and practical

need and later on to be well received when

presenting solutions and support.

7 CONCLUSIONS

Achieving the knowledge management objectives is

pivotal to the Agency's efforts to reach its goal of

cost effectiveness and risk minimization. Knowledge

management is an ESA-wide initiative that requires

strong leadership and commitment at every level,

effective incentive mechanisms, ownership by all

departments, offices, units, and active participation

by all staff. Moreover, it requires a change in how

ESA knowledge is perceived and supported.

The benefit of implementing the KM framework

of projects presented in this paper will be the overall

improvement of processes and mechanisms for

KMIS2013-InternationalConferenceonKnowledgeManagementandInformationSharing

288

capturing, sharing and storing information, leading

to an increased operational efficiency and

facilitating innovation.

The project here presented sets a milestone on

the history of KM for ESA since it comprises the

first Knowledge Management system developed at

corporate level. There are two remarkable facts: the

first one is that the pilots comprising the system are

covering areas of very different nature,

demonstrating the big spread of KM in an

organization; the second one, is the fact that the

integration of the different parts into a single

framework is perceived more efficient by managers

and easier to be used by the individuals.

REFERENCES

Mugellesi Dow, R., et al., 2010. Managing Knowledge for

Spacecraft Operations at ESOC, Journal of

Knowledge Management, Vol.14, No.5.

Erlach, Ch., 2008. Passing-on of knowledge using

narrative methods at changes of posts, Conference of

applied economic psychology.

Katenkamp, O., 2010. Implicit Knowledge within

Organisations, Doctoral Thesis, Dortmund.

Pallaschke, S., et al., 2011. Capturing of Experience. IAC-

12, D5,2,3, Naples, IT.

Mugellesi Dow, R., et al., 2011. Corporate Knowledge

Management, IAC-11, D5,2,1, Cape Town, SA.

Guerrucci, D., et al., 2012. Technological Aspects of the

KM System in ESA, 4

International Conference on

KM, Toulouse SpaceShow 2012, Toulouse.

KnowingMoreaboutKnowledgeManagementatESA

289