* The social lives of human beings in highly developed societies are influenced by individualisation processes. While the forms of life have become pluralised, the lives of human beings have become more flexible. This circumstance is particularly evident in the connection between education processes and paid work. The catchword “lifelong learning” is omnipresent, learning has become a permanent task. This fact is accompanied by the programmatic demand for self control of learning processes of adults.
* Particular attention should be paid to the heterogeneity of educational, professional and life biographies by computer-based learning arrangements in further training. Important aspects are communication, interaction as well as feedback from tutors and other students. Feedback measures are used as a tool to support individual learning. Feedback has the potential for an individual and efficient acquisition of knowledge in computer-based learning environments.
* The dissertation project deals with this issue and – based on a concrete further education measure – intends to develop a model by using theoretical and practical reference lines, which can be used for finding ways of creating scenarios of individualised further training.
* The past years have seen a variety of knowledge management initiatives. Some of them have been successful, while others have not come up to expectations. The causes are complex, ranging from problems in respect of infrastructure to competence deficits of staff and structural barriers preventing knowledge from being passed on.
* A central reason for the difficulties of knowledge management in large organisations lies in a centralistic approach. Staff members frequently do not feel represented by these initiatives.
* During the past years new software tools have been introduced in companies, which are considered suitable to provide a solution for the dilemma as described above. These developments are characterised by such catchwords as “Web 2.0” and “Social software”.
* Demographic surveys have shown changes in age distribution resulting in a large number of company staff retiring and taking their knowledge and experience with them. Companies in merger and acquisition processes and subjected to increasingly aggressive recruiting methods are confronted with the “Leaving Experts problem”.
* Due to company employees retiring or leaving the company for other reasons, the company loses specific knowledge, which may result in large knowledge gaps. As a consequence, the knowledge of Leaving Experts should be made transparent and provided to relevant target groups, or the competencies of Leaving Experts should be further tied to the company.
* It will be necessary that competence management and knowledge management act together and that concepts and methods are developed which take into account micro levels (eg cooperation between the Leaving Expert, his/her successor, and the application of individual knowledge, etc.).