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The preservation and curation of music with real-time or live electronics is challenging. The goal is not to preserve a recording of the performance but to keep the work alive by providing the means to re-perform them. The purpose of this paper is to present the theoretical and practical outcomes of the documentation, dissemination and preservation of compositions with real-time electronics (DiP-CoRE) project.

The methodology combines methods stemming from work psychology and ergonomics with conceptual frameworks constructed according to grounded theory. Data were collected during a six months’ creative process. Subsequent interviews were conducted during confrontations with documents, including observational recordings, sketches and technical specifications.

This paper demonstrates the relevance of the proposed documentation methodology for the preservation of contemporary music with live electronics, focussing on the notion of intelligibility. It brings into light the multiple perspective of the documentation of the activity in a multi-agent creative process, which encompasses what was done but also what could have been done.

The DiP-CoRE project bring to light connections between the notion of intelligibility, the thickness of the activity and boundary objects. The paper proposes further directions of research in order to embed the designed framework within digital repositories.

The documentation methodology, designed and tested in this paper, proposes a framework for practitioners, building on video-stimulated recall as well as documents produced during the creative process. This framework requires less expertise (but a more important technical setup) than a traditional interview-based documentation framework. It thus provides opportunities for various size organizations to build methodical documentation processes and to further build on distributed expertise with computer-supported collaborative work.

This paper proposes a new interdisciplinary documentation methodology relevant in the artistic domain, which brings together transmission with objects and by practice. It specifically defines the relation between this proposal and a high-level model for digital curation, namely, the mixed methods digital curation model. It further creates a link between documentation best practice and the ongoing research in the tracking of creative processes.

The traditional methods for process modeling emphasize the process workflow considerations at the cost of the associated process structure and resource communication. In the real process world, however, all these aspects are integrated and appear simultaneously: the workflows are driven by communication across the structure of resources. The aim of this paper is to explore a new approach based on an innovative, two‐dimensional view of the process world in an enterprise, integrating the workflow, the structure, and the communication from the beginning on.

Contrary to the traditional methods, the workflow diagrams are not directly designed by the process modeler, but rather they are automatically generated from the connectivity of specified resource communication. The modular documentation contains text and graphic information about the entire process world (structure of process resources, structure of process workflows, resource communication and interaction, communication through internal/external interfaces).

A new systematic approach to modular, process‐oriented enterprise description has been developed. Its two‐dimensional model allows an integrated visualization of the entire process world. The resulting process documentation is absolutely consistent and of very high quality. The user‐friendly access to information is made possible by clear interdependencies of process‐defining objects embedded in a relational documentation model. An update of the complete documentation can be performed automatically from the common database. The successful software implementation of the prototype application and its use in small customer projects demonstrate the practical feasibility of the two‐dimensional approach.

The two‐dimensional process modeling (2DPM) is a new systematic approach to modular process‐oriented enterprise description. A software implementation based on the underlying model together with professional programming tools and principles would be necessary to arrive at a marketable product.

Quality management standards (e.g. ISO 9001) lead to process conformance in the realization of quality goods and services; however, they can be rather document intensive. This paper investigates documentation practices used for aligning “light-weight” Scrum methods with ISO 9001 in a leading healthcare software firm.

The authors investigated how “light-weight” Scrum approaches fit with organizational documentation practices for ISO 9001 compliance in one leading healthcare software development firm. Three investigative rounds were conducted with software professionals having different Scrum roles to understand their challenges in maintaining process documentation with Scrum methods.

ISO standards stipulate certain mandatory documentation as evidence that certain pre-defined processes are followed in the build-up of quality goods and services. However, this may result in “heavy-weight” document driven approaches that interfere with “light-weight” Scrum methods. Case study findings reveal tensions faced by software professionals in maintaining the ISO 9001 documentation. That is, while some level of documentation is considered useful, software professionals consider certain other documentation tasks to be excessive and cumbersome. Further, many operational documents were written retrospectively for administrative compliance, leading to reduced, incomplete and ambiguous descriptions.

The study provides much value for practitioners in adapting their documentation with ongoing operational processes. Further, the critique on current ISO 9001 implementations in Agile environments has implications for future documentation practice.

The empirically drawn findings showcase some of the challenges in maintaining ISO 9001 documentation within Scrum projects. The study has contributed to both theory and practice in relation to the co-existence of ISO drawn standards with Agile approaches used for software development.

The purpose of this paper is to examine innovation from a knowledge‐based view by exploring the effect of knowledge processes and knowledge intensity on innovation performance.

First, a theoretical model of the connections between knowledge processes, knowledge intensity and innovation performance is presented. The posited hypotheses are then tested statistically, using a survey dataset of 221 organizations.

The result shows that while all knowledge processes have a beneficial impact on innovation, knowledge creation impacts innovation the most and fully mediates the impact of knowledge documentation, intra‐organizational knowledge sharing and external knowledge acquisition on innovation performance. Furthermore, knowledge intensity increases all knowledge processes. Knowledge intensity also moderates the relationship of documentation and knowledge sharing with knowledge creation. The interaction effect is negative, meaning that firms in less knowledge‐intensive conditions will benefit more from documentation and knowledge sharing for their knowledge creation purposes, and ultimately innovation.

The data are limited to companies from Finland, Russia and China.

To promote innovation, managers should pay close attention to knowledge creation processes in organizations. Furthermore, knowledge creation can be facilitated by ensuring efficient documentation procedures, and internal and external knowledge sharing and acquisition practices. Documentation and knowledge sharing are especially effective means to promote knowledge creation for non‐knowledge intensive firms.

This paper makes a contribution to the existing literature by building and testing a knowledge‐based model of firm innovation and articulating the inter‐relations of knowledge processes and knowledge intensity with innovation performance.

A survey of the current state of documentation practice in museums is presented. This concentrates on the broad themes of the practice, making comparisons with analogous library procedures, where appropriate. A brief introduction to museums and their organizational framework within the United Kingdom is given. With this as background, the methods of documentation used by museums are reviewed, and a survey presented of current developments on an international and national scale.

The purpose of this paper is to first articulate and then illustrate a descriptive theoretical model of documentation (i.e. document creation) suitable for analysis of the experiential, first-person perspective.

Three models of documentation in the literature are presented and synthesized into a new model. This model is then used to understand the findings from a phenomenology-of-practice study of the work of seven visual artists as they each created a self-portrait, understood here as a form of documentation.

A number of themes are found to express the first-person experience of art-making in these examples, including communicating, memories, reference materials, taking breaks and stepping back. The themes are discussed with an eye toward articulating what is shared and unique in these experiences. Finally, the themes are mapped successfully to the theoretical model.

The study involved artists creating self-portraits, and further research will be required to determine if the thematic findings are unique to self-portraiture or apply as well to art-making, to documentation generally, etc. Still, the theoretical model developed here seems useful for analyzing documentation experiences.

As many activities and tasks in contemporary life can be conceptualized as documentation, this model provides a valuable analytical tool for better understanding those experiences. This can ground education and management decisions for those involved.

This paper makes conceptual and empirical contributions to document theory and the study of the information behavior of artists, particularly furthering discussions of information and document experience.

Process documents are important and widely used process analysis tools. Although scores of studies draw attention to their merits, only few have focused on them. By providing guidelines for effective process documentation, this paper intends to make a contribution to this under researched area.

Qualitative research was undertaken in this study. Based on the findings from the process improvement and knowledge management literatures, background information about process documents and a step‐by‐step procedure for developing a process document were provided.

There are three important findings of this study. First, process mapping is gaining precedence over process flowcharting/diagramming. Second, process analyzers should be aware of the tacit knowledge of process participants and know how to acquire it. Third, different needs of different organizations require different approaches to documentation.

Documenting a process is a very resource demanding process. The step‐by‐step procedure proposed in this paper will help organizations to use their resources effectively.

This study is the first to look at the process documentation issue from different perspectives stemming from the different needs of organizations. It is also the first to mention about the role of the type of process participant's knowledge in developing a process map/flowchart. This paper should be of considerable interest to practitioners.

Employees, as the most important assets of an organization, acquire a great deal of experience, skills and knowledge throughout the time period they work for the organization. If their skills and technical knowledge are not documented properly, these will be lost once the employees leave the organization. Therefore, documentation is necessary for preserving this invaluable knowledge, avoiding duplication and preventing repeated mistakes that occurred in the past and, providing the junior staff with experiences gained by their predecessors. Thus, this research aims to elaborate on the role of organizational knowledge management (KM) as an essential tool for turning tacit knowledge into explicit knowledge and sharing the gained experiences with others.

This research is developmental applied research with qualitative approach and it was conducted using thematic analysis method. This method includes a semi-structured interview with 18 researchers conducting research projects at the Satellite Research Institute under the supervision of the Iran Space Agency.

The projects contain knowledge that is a combination of “know why”, “know what”, “know who” and “know how”. A large amount of this knowledge is, indeed, the tacit knowledge. Most of this tacit knowledge is not reflected in the project documents. Generally, the documents contain results only and they do not include experience, technical details, methodology, analysis and mistakes that were made during research activities. Documentation challenges fall into three major types: technical, human resources and administrative.

Considering the necessity of documentation within the knowledge transfer process and its important role in KM; and, with respect to the lack of technical knowledge and experience transfer observed in the documents of Satellite Research Institute, this research proposes some steps that need to be taken to turn the knowledge sharing into an organizational culture.

Artificial intelligence (AI) is currently one of the most disruptive technologies and can be applied in many different use cases. However, applying AI in regulated environments is challenging, as it is currently not clear how to achieve and assess the fairness, accountability and transparency (FAT) of AI. Documentation is one promising governance mechanism to ensure that AI is FAT when it is applied in practice. However, due to the nature of AI, documentation standards from software engineering are not suitable to collect the required evidence. Even though FAT AI is called for by lawmakers, academics and practitioners, suitable guidelines on how to document AI are not available. This interview study aims to investigate the requirements for AI documentations.

A total of 16 interviews were conducted with senior employees from companies in the banking and IT industry as well as with consultants. The interviews were then analyzed using an informed-inductive coding approach.

The authors found five requirements for AI documentation, taking the specific nature of AI into account. The interviews show that documenting AI is not a purely technical task, but also requires engineers to present information on how the AI is understandably integrated into the business process.

This paper benefits from the unique insights of senior employees into the documentation of AI.

Many business process improvement efforts emphasize better integration, yet process integration can mean many things. The purpose of this paper is to emphasize the importance of information flows to modern business processes, and draw upon recent organizational and information systems literature to characterize process integration and to derive four principles of process integration: accessibility, timeliness, transparency, and granularity of information flows.

Using a field study, the four principles of process integration are applied to analyze ten different business processes across five organizations.

In total, 18 generalized activities are identified that describe non‐integrated behavior, and “keying in known data” was found to be the most common. Among other findings, analysis highlights the importance of documentation to modern business processes, especially for coordination roles, and the paper describes three different purposes for documentation found in the data: content, process validation, and posterity.

The articulation of “business process integration” offers a foundation for future research in this area. Findings are limited in generalizability to various levels of processes, as well as possible instrument‐related biases.

The principles of process integration provide a lens through which practitioners can analyze processes. Empirical findings stress the role of documentation, forms of documentation, and types of non‐integrated work.

The paper characterizes process integration in relation to other commonly‐used constructs such as organizational integration, data integration, and application integration. Principles are derived from the literature that can guide future inquiry and practice associated with business process improvement.