SavedAdd your journal

Journals / International Journal of eBusiness and eGovernment Studies / 2026 / Cilt: 4 Sayı: 1

REFLECTION AND REFRACTION FOR KNOWLEDGE MANAGEMENT SYSTEMS

Tunc D. Medeni
I. Tolga Medeni
Pages
55–64
Publication Date
2012-06-01
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

In the paper, accordingly, first theories on reflection, second conceptualizations of refraction, and based on these two a framework on reflection and refraction applicable to the interplay between learning, knowing, practicing and managing are presented

📌 3 Key Takeaways

🎯
Objective & Hypothesis:As a well-established and important concept for management of knowledge, reflection can be complemented with a new conceptualization of refraction.
📊
Key Findings & Data:Refraction can then be comprehended as more cross-cultural, creative and critical types of reflection, learning and knowledge management.
💡
Conclusion & Impact:In the paper, accordingly, first theories on reflection, second conceptualizations of refraction, and based on these two a framework on reflection and refraction applicable to the interplay between learning, knowing, practicing and managing are presented
🔬Design:Review & Systematic Survey
📍Scope:Comprehensive Sample
⚙️Variables:Reflection · Refraction · Learning Theories

Abstract

As a well-established and important concept for management of knowledge, reflection can be complemented with a new conceptualization of refraction. Refraction can then be comprehended as more cross-cultural, creative and critical types of reflection, learning and knowledge management. This work then aims to bring together different aspects and improve the general comprehension and applicability of a reflection-refraction framework, benefiting from literature review of different disciplines. In the paper, accordingly, first theories on reflection, second conceptualizations of refraction, and based on these two a framework on reflection and refraction applicable to the interplay between learning, knowing, practicing and managing are presented

🔖

Cite This Article

Medeni, T. D., Medeni, I. T. (2012). REFLECTION AND REFRACTION FOR KNOWLEDGE MANAGEMENT SYSTEMS. International Journal of eBusiness and eGovernment Studies, Cilt: 4 Sayı: 1, 55–64. https://ajindex.com/articles/1651414

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (26)

  1. Checkland, Peter. (1999), Systems Thinking, Systems Practice. Chichester: John Wiley & Sons.
  2. Eldred, Michael (2007) Dialectic of Self and Other: Wrestling with Plato, Hegel,
  3. Heidegger http://www.arte-fact.org/untpltcl/dlctcslf.html [Accessed 7.12.2011]
  4. Goel, Sanjay (2011), An Overview of Selected Theories about Student Learning
  5. Indo-US Workshop on Effective Teaching and Learning at College/University Level, IIIT Delhi, http://sites.iiitd.ac.in/indo-us/papers/Paper_Sanjay%20Goel.pdf Habermas, J. (1972), Theory and Practice, Boston, MA: Beacon Press
  6. Habermas, J. (1973), Border Crossings. Boston: Beacon Press
  7. Kolb, D. & Rubin, I. M. (1991), Organizational Behavior: An Experiential
  8. Approach. Prentice Hall, Englewood Cliffs, NJ Koops, M.C. (2010), The Serious Gaming Lemniscate Model for Acquiring
  9. Knowledge through Simulation Games ISAGA 2010
  10. Medeni (2008) Educating Managers for the Global Knowledge Economy:
  11. An Action Research into International Masters Program in Practicing Management doctorate thesis submitted to JAIST, Japan Medeni, T. (2004), Reflective Management Learning Practice Model in BAI, March, 2004, Taiwan
  12. Medeni, T, Elwell, M., Cook, S (2008), “Immersing ‘Digitally Deaf’ into Games for Learning: Towards a Theory of Reflective and Refractive Space-Time for
  13. Knowledge Management”. Journal of Knowledge Economy and Knowledge Management (III): I, pp. 83-98. Medeni, T. & Medeni, İ. T. (2004), An Experience-Based Tacit-Explicit
  14. Knowledge Interaction Model of Action & Learning in NITE 2004, October, Turkey
  15. Medeni, T., Medeni İ.T., Balci, A., Dalbay, Ö. (2009), “Suggesting a Framework for Transition towards more Interoperable e-Government in Turkey: A Nautilus
  16. Model of Cross-Cultural Knowledge Creation and Organizational Learning.” International Journal on eGovernment and eBusiness Studies, (I):2, pp. 1-13
  17. Mezirow, J. (1990) “How Critical Reflection Triggers Transformative Learning” in J. D.
  18. Mezirow (ed.) Fostering Critical Reflection in Adulthood: A Guide to Transformative and Emancipatory Learning, Oxford: Jossey-Bass Mumford, A (1998), How Managers Can Develop Managers. Gower Pub. Co
  19. Nonaka, I & Takeuchi, H. (1995), The Knowledge-creating Company. Oxford
  20. University Press, Oxford Nonaka, I., Toyama R. (2004), “Knowledge Creation as a Synthesizing Process” in H.
  21. Takeuchi and I. Nonaka (Eds.) Hitotsubashi on Knowledge Management pp. 91-124
  22. Singapore: John Wiley & Sons (Asia) Reynolds, M. (1998), “Reflection and Critical Reflection in Management Learning”
  23. Management Learning Vol. 29:2 pp. 183-200
  24. Willner, M., Hero, G., Weiner, J. (2006), Global History Volume I: The Ancient
  25. World to the Age of Revolution Barron’s.
  26. An Action Research into International Masters Program in Practicing Management doctorate thesis submitted to JAIST, Japan Medeni, T. (2004), Reflective Management Learning Practice Model in BAI, March, 2004, Taiwan