Jan Ljungberg
Knowledge Management
Box 620
405 30 Göteborg

Viktoriagatan 13
411 80 Göteborg

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The Knowledge Management Hub
Knowledge management has been around for a while now, and there are many views on what it is and isn't. Basically most definitions focus on supporting knowledge processes (creating, sharing, storing, protecting, etc.) with the use of information technology and/or organizational solutions. We view knowledge management as an umbrella term for researchers and practicioners whose basic aim is to understand how organizations function as knowledge systems, and how to make interventions (technical or organizational) to make them work better in this respect.

Coping with these issues relies on much of the traditional work with internal and external information management and communication, but with more focus on the added value for processes of knowledge and innovation. The use of intranets and portals to provide advanced knowledge based services are examples of this.

At the same time the preconditions for organizing is changing. New IT-enabled opportunities come about in the form of new business models and organizational forms, e.g. in the shape of open source movements as Linux and Apache.

The Knowledge management hub do research on IT-applications, organizational forms and business services that leverages knowledge creation and sharing. We apply an organic view on knowledge as an emergent entity that has to be cultivated rather than handled as a storable object. A great deal of our research concerns communities of practice, narrative modes of knowledge and technology as intranets and portals. The research may be divided in two main focus areas:

Research that is organizationally focused: Intra-organizational issues as leveraging organizational knowledge and communication by intranets and innovative applications combined with organizational interventions; as well as extra-organizational issues as knowledge based services aimed at other organizations or end customers.
Research that is focused on larger or other "units" than organizations, e.g. communities, networks and movements that will influences the future of corporations and their business models.

Key words: Knowledge Based Services, Innovation, Communities, Storytelling, Portal Technology

Program Manager Jan Ljungberg, Viktoria Institute.

Project Activities
The project activities have different funding, and differs in topic, aim and methods. Still our aim is that they should contribute to one body of research. News, events and new results will thus basically be reported at the program level and not on the project webs below.

  Competitive KIFs (finished)
  Contact: Jan Ljungberg, jan.ljungberg@viktoria.se

  Internet commerce, organising and new competence
  Contact: Christian Fredriksson, christian@viktoria.se

  Storytelling
  Contact: Jan Ljungberg,

  Open Source
  Contact: Anna Maria Szczepanska, anna@viktoria.se

  Portals for Knowledge Based Services
  A joint project proposal between Viktoria, Centre for Digital Business, Umeå, and
Ångpanneföreningen, Malmö.
  Contact: Dick Stenmark, dick.stenmark@volvo.com

People

Viktoria Institute

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Fredrik Bergstrand
System Developer

Elisabeth Frisk
Researcher

Lalya Gaye
Researcher

Christian Hardless
Senior Researcher

Magnus Holmqvist
Senior Researcher

Maria HÃ¥kansson
Researcher

Mattias Jacobsson
Researcher

Pernilla Jacobsson
Administrative Assistant

Rikard Lindgren
Research Manager, Transport

Sara Ljungblad
Researcher

PÃ¤r Mattisson
Project Manager

Jon MjÃ¶lnevik
Researcher

Urban NuldÃ©n
Senior Researcher

Kalevi Pessi
Senior Researcher

Mattias Rost
Researcher

Ulrike Schultze
Visiting Professor

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Courses
We can provide you with a wide range of courses and presentations ranging from short popular overviews to full Ph.D-courses, e.g.:

For companies:
-Short popular presentations and overviews
-Half day and full day seminars and tutorials
-One or two day tailormade courses

For academia:
-Courses at Ph.D-level
-Industrial Ph.D-courses
-Seminars

Topics we can lecture on:
-Knowledge Management: theoretical and practical aspects;
organizational and technical aspects
-Intranets: search engines, agents, design; organizational and technical issues
-IT & new organizational forms: open source movemments and online organizing
-Storytelling and narrative modes of knowledge
-Portals: designing next generation of organizations
-Research methods: Ethnographic field studies, case studies
-Internet culture
-Interplay between new forms of communication and organization

Courses/events coming up:

Past courses/events
Prospect of two day course given on request

Opportunities

If you have an idea for a master thesis within the
knowledge management area please contact us.

jan.ljungberg@viktoria.se

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Links

AERA
American Productivity & quality center
Brint
Delphi Group
Information Mapping
Journal of Systemic Knowledge Management
Knowledge management and Knowledge management Systems
Knowledge Management Consortium
Knowledge Management Magazine
Knowledge Management, The Magazine for professionals
Knowledge sharing
Knowledge Transfer International
KM World
Twin cities knowledge

Ph.D Course in Knowledge Management - Autumn 2000 (Finished)

(This time the course will be teached in swedish)

Kursen "Kunskap och organisering" ger en orientering om frågeställningar i området mellan IT, organisation och kunskapshantering, dvs. kursen handlar i vid bemärkelse om det som populärt kallas knowledge management. Kursen tar upp grundläggande teoribildning men också tillämpningar i IT- och organisationsdesign.

Kursbeskrivning och litteratur

Forskarkurs

Kunskap och organisering

Doktorandkurs, 10 eller 5 poäng

Kursbeskrivning

Kursen "Kunskap och organisering" ger en orientering om frågeställningar i området mellan IT, organisation och kunskapshantering, dvs. kursen överlappar med det som populärt kallas knowledge management.

Kursen tar upp grundläggande teoribildning men också tillämpningar i IT- och organisationsdesign.

Kursen ges i en 10- och en 5-poängsversion. I båda fallen väljs litteratur i samråd med kursledaren. Kursen ges i form av diskussionsseminarier där varje kursdeltagare vid minst ett tillfälle skall presentera någon av den i kursen ingående litteraturen.

Kursen examineras i form av uppsats (paper) och består av fem teman, med en till två träffar per tema:

Kunskap och kompetens
Organisering och kunskapsintensiva företag
Kunskapsdelning, kommunikation och gemenskaper
Knowledge management - ramverk och tillämpning.
Nya ekonomin/kunskapsekonomi

Litteraturen består av ett antal artiklar och böcker. Artiklarna delas ut på kursen. För 5-poängsvariant minskas nedanstående litteraturlista i samråd med kursledaren.

De viktigaste böckerna att skaffa är:

Bengt Molander (1996) Kunskap i Handling. Göteborg: Daidalos.

Axel Targama och Jörgen Sandberg (1998) Ledning och förståelse: Ett kompetensperspektiv på organisationer. Studentlitteratur.

Nonaka and Takeuchi (1995) The Knowledge Creating Company. New York: Oxford University Press. (284 s)

Wenger, E. (1998) Communities of Practice. Learning, Meaning, and Identity. Cambridge: Cambridge University Press.

Choo, C. C. (1997) The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions

Kelly, K. (1999) New Rules for the New Economy

Litteratur

Kunskap och kompetens

Simon H. (1964) Information Processing in Man and Machine. American Scientist, vol. 2, no. 3. Reprinted in Ruggles, R. L. (ed) Knowledge Management Tools, Boston: Butterworth Heinemann, 1997.

Dreyfus H. and Dreyfus (1986)S. Why Computers May Never Think Like People. Technology Review, vol. 89, January. Reprinted in Ruggles, R. L. (ed) Knowledge Management Tools, Boston: Butterworth Heinemann, 1997.

Crevier D. (1993) How Many Bulldozers for an Ant Colony? From How Many Bulldozers for an Ant Colony (281-311) from AI: The Tunultuos History of the Search for Artificial Intelligence, 1993.

Collins H. (1995) Humans, Machines and the Structure of Knowledge. Excert from the book with the same name, in Ruggles, R. L. (ed) Knowledge Management Tools, Boston: Butterworth Heinemann, 1997.

Prahalad, C. K. and Hamel, G. The Core Competence of the Corporation. Harvard Business Review, May-June 1990.

Scarbrough, H. (1998) Path(ological) Dependency? Core Competencies from an Organizational Perspective. British Journal of Management, Vol. 9, 219-232.

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Bengt Molander (1996) Kunskap i Handling. Göteborg: Daidalos.

Axel Targama och Jörgen Sandberg (1998) Ledning och förståelse: Ett kompetensperspektiv på organisationer. Studentlitteratur.

Organisering och Kunskapsintesiva företag

Alvessson, Mats (1993) Organizations as Rhetoric: Knowledge-Intensive Firms and the Struggle with Ambiguity. Journal of Management Studies, Vol 30, Nr. 6.

Blackler, Frank (1995) Knowledge, Knowledge, Knowledge Work and Organizations. Organization Studies, 16/6, 1995.

Drucker, P. (1988) The Coming of the New Organization. Harvard Business Review, January-February.

Kogut B. and Zander U. (1992) Knowledge of the Firm. Organizational Science, Vol. 3, No. 3.

Sandberg, Jörgen (1999) Konstruktioner av socialkonstruktionism. I Sjöstrand, Sandberg och Tyrstrup (red) Osynlig företagsledning. Lund: Studentlitteratur.

Sjöstrand, Sven-Erik och Mats Tyrstrup (1999) Synlig och osynlig företagsledning. I Sjöstrand, Sandberg och Tyrstrup (red) Osynlig företagsledning. Lund: Studentlitteratur.

Södergren, Birgitta och Söderholm, Johan (1999) Sifferledning och kunskapsledarskap. I Sjöstrand, Sandberg och Tyrstrup (red) Osynlig företagsledning. Lund: Studentlitteratur.

Starbuck W.H. (1992) Learning by Knowledge-Intensive Firms. Journal of Management Studies, Vol. 29.

Spender, J-C. (1996) Organizational knowledge, learning and memory: three concepts in search for a theory. Journal of Organizational Change Management, Vol. 9, No. 1.

Tsoukas, H. (1996) The Firm as a Distributed Knowledge System: A Constructivist Approach. Strategic Management Journal, Vol. 17, 11-25.

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Douglas, Mary (1987) How Institutions Think. London:Routledge & Keagan Paul.

Nonaka and Takeuchi (1995) The Knowledge Creating Company. New York: Oxfor d University Press. (284 s)

Kunskapsdelning, kommunikation och gemenskaper

Boland, R. Perspective Making and Perspective Taking in Communities of Knowing.

Brown J.S. and Duguid, P. (1991) Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning and Innovation. Organization Science, Vol. 2, No. 1.

Brown J.S. Organizing Knowledge. California Management Review

Nonaka The Concept of Ba. California Management Review

Orr, J. E. (1990) Sharing Knowledge. Celebrating Identity: War Stories and Community Memory in a Service Culture. Middleton, D. S. & Edwards, D. (Eds.): Collective Remembering: Memory in Society. Beverly Hills: Sage Publications.

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Asplund, J. (1991) Essä om Gemeinschaft och Gesellschaft. Korpen.

Wenger, E. (1998) Communities of Practice. Learning, Meaning, and Identity. Cambridge: Cambridge University Press.

Knowledge Management — Ramverk och tillämpning

Earl, M. J. (1994) Knowledge as Strategy: Reflections on Skandia International and Shorko Films. In C. Ciborra and T. Jelassi (eds) Strategic Information Systems: A European Perspective, Wiley and Sons Ltd..

Earl, M. J. and Scott, I. A. (1999) What is a Chief Knowledge Officer. Sloan Management Reviews, Winter.

Nonaka , I. (1994) A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5, 14-37.

Ulrike Schultze (1999) "Investigating the Contradictions in Knowledge Management". In Larsen, T.J. , Levine, L. & De Gross, J.I. (eds) Information Systems: Current Issues and Future Changes. IFIP, Laxenberg, 1999, pp.155-174.

m.m. …

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Choo, C. C. (1997) The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions

Kunskapsekonomi

Barlow, J. P. Cybereconomics: Toward a theory of information economy. Meryll Lynch Forum. www.ml.com/woml/forum.

Browning, J. & Reiss, S. Encyclopedia of the new economy.

Day, J. & Wendler, J. 1998. The new economics of organization. McKinsey Quarterly. No. 1.

Malone, T. & Laubacher, R. J. 1998. The E-lance economy. Harward Business Review. September-October.

Toffler, A. The Electronic Cottage.

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Castells, M. (1996) The Rise of Netwok Society. Blackwells. (556 s)

Kelly, K. (1999) New Rules for the New Economy

Fri litteratur

Ca XXX sidor litteratur väljs i samråd med examinator (omfattning beroende på poäng).

Referenslitteratur

Leonard, D. Wellsprings of Knowledge

Cortada, J. W. (ed, 1998) The Rise of the Knowledge Worker. Boston: Butterworth Heinemann.

Davenport, T. and Prusak, L. (1999) Working Knowledge.

Douglas, M. (1987) How Institutions Think. London: Routledge & Kegan Paul. (146 s)

Klein, D. A. (ed) (eds, 1998) The Strategic Management of Intellectual Capital. Boston: Butterworth Heinemann.

Myers, P. S. (ed, 1998) Knowledge Management and Organizational Design. Boston: Butterworth Heinemann.

Neef, D., Siesfeld, G. A. and Cefola, J. (eds, 1998) The Economic Impact of Knowledge. Boston: Butterworth Heinemann.

Prusak, L. (ed, 1997) Knowledge in Organizations. Boston: Butterworth Heinemann.

Ruggles, R. (ed, 1997) Knowledge Management Tools. Boston: Butterworth Heinemann.

Shafritz, J. M. & Ott, J. S. (eds) (1996) Classics of Organization Theory. 4^th edition, Fort Worth: Hartcourt Brace College Publishers. (617 s)

Stewart, T. Intellectual Capital

Zuboff, S. (1988) In the Age of the Smart Machine. Basic Books

Part 1 Knowledge Management Framework

Proj. leader Tomas Hellström, FD (Fenix)

The aim for this part of the project is to conduct a considerate literature study of central and essential work within the Knowledge Management literature, to document this in an accessible way and to participate in conceptual discussions with the rest of the project members.

Knowledge Management (KM) has until recently especially dealt with information management and IT-solutions for knowledge intensive firms and thereof often become an activity associated with IT consultants and software producers. Lately however, the field has "matured" into a very complex "hybrid-discipline" that involves representatives from i.e. philosophy, anthropology, linguistics, psychology and business economy. A central question for these newcomers has been: -"which assumptions about practical knowledgesharing (actual behaviour) are made in the IT-solutions for KM that are sold by consultants?"

It is important to note that this is not a pure academic question. Practicians as well as academics collaborate in a very natural way within the frame for this hybrid-discipline to clarify the basic condition for KM. The academics see the consultants KM-solutions as real experiments where knowledge theory assumptions can be tested in the organisations and the KM-practicians can refine their methods effectively and with theoretical refinement through acquire reflections from a wider prospective than before. Because of these reasons the KM-literature has grown fast and has been given great accessibility on the WWW.

The aim for this part of the project is to provide an valid international frame of reference for project participants, practicians and other researcher who are active in the main project (prevent that "the reinvention of the wheel ") and to give conceptual support continuously to different project activities.

Part 1 will be in process continuously during the main project and will mainly focus on conceptual questions. In this case it means that with the background of common discussions between industry representatives and academics build a conceptual and methodological framework for the mainproject and to develop an understanding for what the field Knowledge Management is about today. Thus this project activity contains two tasks:

Project activity 1 will primarily support conceptual development and critical discussions about the existing nomenclature within Knowledge Management for the whole project and its total duration. This includes besides critically discussing the existing framework for Knowledge Management, also the support of the project development of new conceptions and models. For this purpose seminars will be arranged for the project members (industrialists and academics) and open seminars will be held where anyone who is interested can participate. Internationally active within the field will also be invited to discuss questions related to the project. The material for this study will be searched for both on organisations and interest groups homepages on the WWW, in newsgroups and via more traditional media such as academic- and business literature.
Within the frame for part 1 of the project a state-of-the-art study on the field Knowledge Management will be conducted partly for the purpose of initially validating an international durable frame of reference for all of the participants in the project (prevent the "reinvention of the wheel") and partly for the purpose of continuously giving support to the different project activities in terms of specific knowledge foundations. This assignment will be especially intensive during the projects first part when it is important that all of the members start off with a common understanding of what the problem area has to offer in terms of questions and answers.

The projects specific results will be:

Active participating in the main project activities and in the project parts.
Review papers which summaries the results in terms of the knowledge management field 's different circumstances to action and renewal in organisations.
A set of State-of-the-art reports which summaries the field of Knowledge Management.

Part 2: IT-studio

Proj. leader Tomas Hellström, FD (Fenix)

The IT-studio is a support project in which products are tested by installing and evaluating them. This is done both for the administration of the project it self and for the other part of the project. This includes Knowledge Management products, web- and Intranet solutions, Notes, Exchange etc. Adjustment of software and prototype development can also be managed in this project. Currently is an agent prototype implemented for search of competence on intranets.

Problem issues:

State-of-the-art: What technology is available for KM today?
State-of-the-art: What technology is available for KM today?
Prototype development
Test and evaluation

Participants:

Viktoria Institute, chalmers IT department

Results:

State of the art reports with mapping of the market for KM-tools
Criteria for how to choose and evaluate KM-tools
Installed software
Prototypes
Conference papers

Part 3: Competence - mapping, management and effect.

An essential competitive factor for many companies, consultants as well as larger industrial companies, are to be able to optimize the use of competence within the organization. To be able to take advantage of the competence within a company the requirement is partly that it is known and partly that there is incitement for being able to use it. A problem today is that many companies "do not know what they know and what they are capable of".

To be able to match competence with customer problems and the market need, and to support manning of projects with the right competence, one needs to know how the company's "competence map" looks like. This implies that companies need to work with their competence as a main resource in a more active way. There are many different ways to approach this problem: competence mapping, competence exchanges, competence markets and markets are some of the phenomena that have been tested. In the future one can imagine that participants in a project is gathered from their competence need with the help from different types of competence descriptions like i.e. "CV-databases", competence- and interest profiles etc. In case of a lack of resource one can clearly identify what competence that is missing and by this create incitements to build competence for individual members. This implies a focus on the questions about competence, use of competence and the relation between existing competence and desired/inquired competence. How can incitement be created to generate competence and to "direct" it towards future requirement? How will effective competence development be accomplished on the basis of the co-workers daily work? Which instruments are available to follow up the quality of competence development?

A big challenge for most companies is how to increase the effect/benefit of the co-workers competence. The engine in every knowledge-based organization is the co-workers and their ability to exploit their own and others competence. How can one preserve the occurring possibilities in the interaction between co-workers? How do one create value-adding interactions? How can one strengthen the individual co-worker's ability to accomplish complex assignments? How can one increase the ability to successfully handle new assignments?

Problem issues:

How describe, represent and visualize competence in organisations (knowledge mapping)? How facilitate effective competence searching?
How to manage competence development (knowledge management)? What mechanisms and incitements can be used to manage competence development towards future requirements? How can one make competence development more efficient? How can one shorten the time of development in competence?
- How to strengthen the ability of the competence worker (knowledge empowerment)? How create a culture where it is obvious to share ones knowledge? What incentives can be used to accomplish active knowledge sharing and interaction between knowledge workers?

In this part of the project methods, forms of work and IT-solutions will be studied and developed for the problems above. What is state-of-the-art? How does it work in reality? How do the problems differ between different types of organisations?

Experience within the project:

EMW: "Knack", competence stock exchange
Guide: "kompetenstorget", Guide intranet, Guide Knowledge Management Network, competence compass
Frontec: the compass
Volvo: Agents with definable profiles of competence and interest.

Method:

Workshops with exchange of experience
Literature studies
Case studies
Prototype development

Participants:

Viktoria, Volvo, EMW, Guide, Frontec

Results:

State-of-the-art reports with examples of best practice
Methods and models for competence development
Work practice for active knowledge management
IT-support for mapping and exposing of competence, design guidelines
IT-prototypes for competence searching
Conference papers

Part 4: The Future of Knowledge Organizations

Information technology plays an important role as a changing force in the knowledge intensive organizations of today and tomorrow. The way knowledge intensive activities are organized will change and take on new forms. Some organizational forms we already can identify are clusters, networking organizations and small and dynamic entrepreneurs.

A cluster can be defined as a group of independent but related industries/companies that both cooperate and compete with each other. Clusters can be geographically situated in a region (like Silicon Valley or Karlskrona/Ronneby). The companies and organizations in the cluster contribute to a common welfare for the region by establishing channels for export of goods and services outside the region. Cooperation can be both formal and informal.

In a way the relationship between producer and subcontractors can be viewed as a kind of cluster liaison. The whole chain from supplier to product in a broadly defined branch of industry is represented in the cluster. Also infrastructure, supportive industries and services - like education, research, finance and administration, is a part of the cluster.

Successful clusters are typically developed in an organically, bottom-up style. They are based on an idea or some companies that have worked as a catalytic converter, and attracted more companies and people. At the same time there are important top-down processes, like political aspirations as well as local culture and communication technologies that could support the emergence of clusters.

Clusters centered on high technology and knowledge intensive organizations, face specific challenges in that they have to attract well educated contributors to the cluster. Another problem is how to create an atmosphere of trust and reliance in order to make the companies unafraid of sharing knowledge, resources and competence when, at the same time, being competitors in a certain field of business. How is knowledge managed and valued commercially and legally among the members of a cluster? How does one compete and collaborate at the same time? How are networks developed and organized?

Geographical connectedness is a main feature in many forms of clusters. Clusters are located in a region. This is, however, not the case when virtual networking organizations are considered. At the most extreme one can only reflect on the extremely loose organization that created the Linux operating system. The whole process - from specifications to development and implementation - is organized as a virtual distributed development process with programmers working on a non-profit basis and with a minimum of centralized coordination and control. Coordination is instead based on the community and its ideals, core values and front figures (such as Linus Torvalds). Status is related to the ability to reach acceptance within the community by being an owner of a project or make some crucial contributions to ongoing development projects. As a result of these new ideals and practices, new business models are developed. Symbolic values are converted to financial values in ways that are constructed around a complicated logic of a certain field.

From a business point of view this raises different kinds of questions: How can a traditional company meet this new kind of non-profit competition? How are new business models shaped (like Red Hat)? How can conventional companies gain from incorporating a Linux organization model?

Finally entrepreneurs, in the form of small companies (not more than 10 employees) with a great potential for development, are an interesting form of knowledge intensive business. Entrepreneurs develop their activities in a fast and dynamic way without being held back by bureaucracy and other constraints that normally accompany bigger companies. Small corporations consisting of hard working, well-educated enthusiasts has rapidly taken over the market for web design and development while the bigger consultancy bureaus are slower in recognizing signals form the market as well as restructuring resources and recruit personnel with the right competence (since these people often are entrepreneurs). Small game-companies are a typical business in this area where knowledge development is interwoven in the actual development of games. Additional competence development is therefore not needed.

How can bigger companies take on some of the openness for dynamics and the swiftness in which activities are redirected like in the small entrepreneurs, and at the same time add some of the solidity that comes from being a major actor in a market segment? How do entrepreneurs package their knowledge? How are expectations created based on knowledge and business concept?

Areas of investigation:

Is it possible to design clusters, or is it just possible to mature the soil for them?
What are the mechanisms behind attracting the right competence?
What are the incitements for sharing knowledge between different companies in the cluster?
How is cooperation/sharing of knowledge achieved between companies and customers/partners where there is competition involved?
What are the commercial and juridical aspects of knowledge sharing?
What kind of clusters will evolve in the near future? Where will they be located?
How are active meeting places, virtual as well as physical, created?
How can companies grow and yet keep the dynamics of a small company?
How are conditions for informal meetings created as companies grow?
What interaction and relation is there between the above mentioned areas?

Partners:

Viktoria institute, EHPT, Astrakan, Ericsson Mobile Data Design

Method:

Future scenarios
Literature survey
Design oriented case studies (identifying clusters, identifying areas where competitors can meet, share knowledge a cooperate) to some extent based on ethnography (interviews, observations)
Experiment: building a cluster and study how it works. Creating meeting places for knowledge dissemination
Doing web-archeology (studying vertical portals and communities where much of the interaction of virtual networking organizations goes on, e.g. Slashdot.org)
Historical overviews of interesting examples

Expected results:

Conference papers
Reports
Workshops and conferences
Knowledge dissemination
New ways of working achieved by IT
New forms of organizations
New services
Clusters/meeting places/new kinds of organizational interaction
Unholy alliances and surprising meetings

HOME Newsarchive about projects people publications courses partners opportunities mailing list

Company	Contact
AstraZeneca	Elof Dimenäs
Adera/Astrakan	Patrick Olnäs
Chalmers dataavdelning	Jan-Martin Löwendahl
Ericsson Mobile Data Design (EMDD)	Ingrid Brander Löf
Ericsson Microwave Systems (EMW)	Arne Filipsson
Inst. för Innvoationsteknik, Chalmers	Thomas Hellström
Frontec	Anette Cullberg
Guide Konsult AB	Jan Magnusson
Högskolan Uddevalla-Trollhättan	Ulrika Snis
Viktoria Institutet	Jan Ljungberg
Volvo IT	Maggie Sörensen