Roland Traunmüller, Professor
University of Linz, Austria
Maria Wimmer, Professor
Institute of IS Research, University of Koblenz-Landau, Germany
Christine Leitner, Professor
Danube-University Krems, Austria
Andreja Pucihar, Assistant Professor
University of Maribor, Slovenia
Paula Swatman, DAIS/Fuji Xerox/State Library of SA Professor of Business Information Management
and Professor of Information Systems
University of South Australia, Australia
Mirko Vintar, Professor
University of Ljubljana, Slovenia
Denisa Žiláková, Director General for Information Society
Ministry of Transport, Post and Telecommunications, Slovak Republic
Dianne L. Wigand, Professor
Institute of Government, University of Arkansas at Little Rock, USA
Best Practice has become a key word and competitions are a usual way to find high quality candidates to be used as such best practice case model. In Europe, famous competitive awards in eGovernment are the eEurope Awards - so 2003 in Como and 2005 in Manchester or e.g. the Speyer Quality Awards (competition of Public Administrations in Germany, Austria and Switzerland). Best cases are identified as by an independent panel of experts. Such competitions need a lot of effort but are sure to get visibility and recognition.
Another way of collecting cases on good practice is the Good Practice Framework of MODINIS , a programme launched by the European Commission. Within this framework, several topics are addressed: good practice cases in general, in interoperability, in security and ID management etc.
Selecting and presenting case studies is only the starting point; the real proof, however, is usage.
Here, a big rift opens - publicity and visibility of Best Practice and actual usage are quite often not matching. Main hindrance is that applying Best Practice is more than copying of applications – or to say it with other words: Best Practices from other organizations cannot simply be replicated.
Thus Knowledge Transfer via Best Practice is not easy. It targets an impact exerted on the whole organisations. Incorporating in the own institution the knowledge created elsewhere is hard work, it is a troublesome exercise in organisational learning. Each project is a pioneer voyage and so knowledge transfer means real entrepreneurship. Another issue is that knowledge taught by others is not the same as experiencing knowledge by practicing and trial and error learning. New ways of learning and transferring knowledge from one case to another context are needed.
A lot of questions arise: finding suitable model cases; awareness of the systemic factors; initiating a proper learning process; using supplementary transfer mechanisms; obstacles at the course of innovation.
The panellists will dig into the various questions and will discuss how the knowledge from best practice awards and competitions can be elaborated in order to facilitate transfer. Also, ways of bench-learning and praxis-oriented learning from good practices shall be challenged during the panel discussion.