Support Technologies based on Bi-Modal Network Analysis. H. Ulrich Hoppe. Virtuelles Arbeiten und Lernen in projektartigen Netzwerken

Transkript

1 Support Technologies based on Bi-Modal Network Analysis H.

2 Agenda 1. Network analysis short introduction 2. Supporting the development of virtual organizations 3. Supporting the development of compentences of individuals

3 Social Network Analysis Social Network Analysis usually deals with Actors and their direct relations Actors and their affiliations (in case direct relations are missing) Generates measures (weighted links) in person-person networks Elaborate analytic methodology for two mode (affiliation) networks missing!

4 An Extension of Social Network Analysis Social Network Analysis

5 Ontology Facilitated Network Analysis Network of team activities FreeStyler Ontology-Plugin

6 Recommending partners for UDuisburg Zooming into an ontology supported team network

7 Recommendation Tentative Evaluation Example results (UDE s ego network ) half of the teams had already been contacted - but explicit overview is useful and shows the relevance of the analysis an additional 25% appears to be a good complement to our own research the remaining 25% just shares administrative tasks

8 Trendspotting An Application of Social Navigation Trendspotting Important means to orientate oneself (as an actor) for future developments Can be done by observing either actors and their current activities observing activities over time (identify hot spots )

9 Trendspotting via trusted authorities 1. Select an authority whom you trust to be a trend setter, or an actor of great impact in the social network 2. Identify the actor it in the network 3. Examine its surrounding activities 4. Evaluate/ assess associated topic

10 Trendspotting Temporal Developement Kaleidoscope s Activities Year 2 to Year 3

11 Supporting Freelancer s competency development Freelancers Need decision support for self-directed learning Consider the dynamics of the job market (no static job profiles) Want to pursue their individual interests and career goals (no stereotypical employee profiles) Have to consider social costs of their decisions

12 Job Market Analysis Market level considering the dynamics of the job market

13 Competencies vs. Skills Competency level considering dependencies and relations of knowledge and learning

14 Social Competency Development Network Social level considering social costs and personal interests

15 SNA based Competency Development Model

16 Conclusion Technology potential: A new type of job profiling tool including - a layered model of competence - market trends / dynamics - social cost of profile change Could be delivered - as a decision support tool (for freelancers) - as a recruiting support tool for companies (-> erecruiting?)