General issues of K.M

What is a learning organisation?
Rebecca Cors
University of Wisconsin-Madison | 2003
Submitted by elissaveta

Reflections on the Literature and Practitioner Perspectives
The literature reviewed about learning organizations fell into these categories:
• The "Founders"
• Real-world Definitions and Critiques
• Promoting Continuous Improvement, Innovation, Stakeholder Collaboration
• Organizational Learning and Organizational Outcomes
• Today's Approaches for Building Organizational Learning

PRINCIPII DE GUVERNARE PENTRU NOUA ECONOMIEPRINCIPII DE GUVERNARE PENTRU NOUA ECONOMIE
Serban Ghenea – general director OMNIS Group
http://www.omnis.ro/download/ne/ne02_principii.doc | 2005
Submitted by cristina

On http://www.omnis.ro/ne there is a series of articles reffering to the new economy (meaning knowledge-based economy), with considerations made by a director of a Romanian IT company on the development and responsibilities of stakeholders in the area of knowledge development and knowledge management.

Collaborative climate and effectiveness of knowledge work - an empirical study
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Karl Erik Sveiby and Roland Simons
Journal of Knowledge Management, Vol. 6 No. 5 | 2002
Submitted by nikos

The article suggests that collaborative climate is one of the major factors influencing effectiveness of knowledge work. It discusses the concept of collaborative climate and develops a survey instrument to measure it. It presents results based on data from 8,277 respondents in a wide variety of public and private sector organizations.

Evaluation of tacit knowledge utilization in work units
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Kaj U. Koskinen
Journal of Knowledge Management, Vol. 7 No. 5 | 2003
Submitted by nikos

This article introduces a model with the help of which the management of businesses can evaluate what kind of role tacit knowledge plays in their organizations. At the beginning of the article we can see basic elements from which an individual's competence is derived and described. After that, the model of the structure is discussed. There are four different systems: memory, communication, motivational and situational systems, which all include numerous factors that affect tacit knowledge utilization in organizations.

The paradox of using tacit and eplicit knowledge
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Sajjad M. Jasimuddin, Jonathan H. Klein and Con Connell
www.emeraldinsight.com/research register - Management Decision | 2005
Submitted by terry

From the article one can distinguish that knowledge has both tacit characteristics and is of particular value when considering the knowledge of an organization.

"Ba" as a determinant of salesforce effectiveness: an empirical assessment of the applicability of the Nonaka-Takeuchi model to the management of the selling function.
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Roger Bennett
Marketing Intelligence & Planning 19/3 (2001) 188 - 199 Department Studies, London Guidhall University | 2001
Submitted by terry

The arcitle discusses the role of social and other informan gathering and exchange of salespeople's knowledge of specific customers, selling leads, and lessons learned from past activities. Respondents' perception of matters were cross-refereced with, "inter alia", the natures of companies management systes, organisational factors such as bureaucracy and the degree of
centralisation within a firm, innovativeness, and the ability to accomodate change.

The role of tacit and explcit knowledge in the workplace
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Elizabeth A. Smith
Journal of Knowledge Management, Vol. 5, No. 4 | 2001
Submitted by terry

Knowledge plays a key role in the information revolution. Major challenges are to select all the relevant information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explcit knowledge based on academic accomplishment are both underutilized. Methods to balance the use of tacit and explcit knowledge at work are practical, proven ways to improve the understanding and use of knowledge. Organizations must begin to create worker-oriented environments to encourage the open sharing and use of all forms of knowldege.

Reconfiguring knowldege management - combining intellectual capital, intangible assets and knowledge creation
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Tomi Hussi
Journal of knowledge management, Vol. 8, No. 2 | 2004
Submitted by terry

Intellectual capital, intangible assets and knowledge creation are all concepts that are strongly linked to the phonomena of knowledge management. Yet they have only been parallel to each other. This has resulted in vague definitions of knowledge management. This paper discusses the critical definitions of these concepts. Different concepts focus on different angles of the topic.

Motivation, Knowledge Transfer, and Organizational Form
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Margit Osterloh and Bruno S. Frey
Institute for Empirical Research in Economics - University of Zurich | 1999
Submitted by terry

Employees are motivated intrincisally as well as extrinsically. Intrinsic motivation is crucial when tacit knowledge in and between teams must be transferred. Organizational forms enable different kinds of motivation and have different capacities to generate and transfer tacit knowledge. Since knowledge generation and transfer are essential for a firm's sustainable copetitive adtantage, we ask specifically what kinds of motivation are needed to generate and transfer tacit knowledge, as opposed to explcit knowledge.

Measuring Knowledge Management Effectiveness in Communities of Practice
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Martin Smits and Aldo de Moor
Center for Research on Information Systems Management School of Economics, Tilburg University | 2004
Submitted by terry

This paper outlines an approach to determine key performance indicators and metrics for knowledge management in communities of practice. The approach is based on analysis of the KM literature on types of knowledge, processses of knowledge development and social learning and metrics for KM, such as from the Intellectual Capital Method. The Knowledge Governance Framework is introduced which combines knowledge resources, KM, and organizatonal objectives. Successful KM in organizations requires the linking of knowledge resources to organizational objectives.

WHAT IS A VALUABLE RESOURCE?
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Professor Cliff Bowman and Dr. Véronique Ambrosini
Strategic Management Society conference, Puerto Rico, | 2004
Submitted by terry

Our aim here is to clarify the notion of ‘Valuable’ resources. The argument that valuable, rare, inimitable and imperfectly substitutable resources can be source of superior performance is appealing to most executives, however the application of this principle is difficult. Here, by first arguing that unit margin could be used to define ‘valuable’, and then that there are two main value creation processes with the firm: those activities that reflect the firm as a supplier of new use values to its customers and those that reflect the firm as a customer of use values from its suppliers. Some suggestions about how valuable resources can be identified and mentioned in this paper.

Enhancing Organisational Creativity Through Socialisation
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Meliha Handzic and Mark Chaimungkalanont
The Electronic Journal of Knowledge Management Volume 2 Issue 1, | 2004
Submitted by terry

The objective of this study was to empirically examine through an industry survey, the impact of socialisation on organisational creativity. The results of the study show a strong and significant positive relationship between informal as well as organised forms of socialisation and creativity. The results also indicate that informal socialisation had a stronger positive effect on creativity than organised socialisation. These findings confirm the value of socialisation in innovative organisations, and suggest the need for strategies that would provide for its encouragement.

Knowledge Value Chain: Implementation of new Product Development System in a Winery
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Hung Kun Wong
School of Accounting and Information Systems, University of South Australia, | 2004
Submitted by terry

The paper discusses the positive influence that knowledge creation exerts over organizational performance in regard to collaborative learning environmental and quality uncertainty. The paper shows the Knowledge Value Chain (KVC) would be the best means of expressing the environment and quality condition into corporation rather than the normal value chain and the former is thus becoming more important and significant method of implementation. The Knowledge Value Chain (KVC) will be worked as a model of the knowledge management framework. In a sense, KVC will provide more details how being incorporated with the environmental factors to success the corporation requirements. Eventually, KVC will also discuss how it enabled the corporation improve and develop the most competitive advantage position. As such, it will be widely used worldwide in future as an effective means of corporation management and sustainable development.

European Guide to Good Practice in Knowledge Management
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Mounib Mekhilef, Dominic Kelleher, Annie Olesen
European Guide to Good Practice in Knowledge Management | 2002
Submitted by terry

This document forms chapter one of the European Guide to Good Practice i Knowledge Management. It covers the core KM terminology that European private and public sector executives, particularly in small and medium size enterprises (SMEs) will need to know in order to have a proper understanding of KM.

Guide to KM Implementation in SMEs
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Regina Oertel, Annie Joan Olesen
ZL W-IMA der RWTH Aachen, A9 Consulting | 2003
Submitted by terry

This paper presents guidelines, checklists, questions and answers, models, and tools based on common needs. It also attempts to identify items which are partly customisable to meet specific business requirements and needs, particularly of fast-growing companies. The work builds on currently available guides to good practice, lessons learned, problem solving histories and experiences, and input provided by SME representatives.

European Knowledge Management (KM) Framework
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Peter Heisig, Paul Iske
Fraunhofer Competence Center, KnocoM & ABN AMRO Corporate Finance | 2003
Submitted by terry

The European KM Framework is designed to support a common European
understanding of KM, show the value of this emerging approach and help
organisations towards its successful implementation. The Framework is based
on empirical research and practical experience in this field from all over Europe
and the rest of the world. The European KM Framework addresses all relevant
elements of a KM solution and serves as a reference basis for all types of
organisations which aim to improve their performance by handling knowledge
in a better way.

Building Successful Knowledge Management Projects
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Thomas H. Davenport, David W. De Long, Michael C. Beers
Center for Business Innovation Working Paper | 1997
Submitted by terry

As knowledge management transitions from concept to practice, attention has turned to the ways in which practitioners can operationalize the growing body of theory. This paper contributes to this process by reporting on the results of research focused squarely on how knowledge gets managed in organizations—the knowledge management project.

The knowledge-creating theory revisited: knowledge creation as a synthesizing process
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Ikujiro Nonaka and Ryoko Toyama
Advanced Instituet of Science & Technology, Ishikawa, Japan | 2003
Submitted by terry

This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are synthesized through dynamic interactions among individuals, the organization, and the environment. With the view of a firm as a dialectic being, and strategy and organization should be re-examined as the synthesizing and selftranscending process instead of a logical analysis of structure or action. An organization is not an information-processing machine that is composed of small tasks to carry out a given task, but an organic configuration of ba. Ba, which is conceptualized as a shared context in motion, can transcend time, space, and organization boundaries to create knowledge.

Measuring Knowledge Management in the Business Sector
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OECD (Organization for Economic Co-operaton and Development Statistics Canada)
OECD | 2003
Submitted by terry

This paper focuses on knowledge mangement practices on measurement of knowledge practices, managing knowledge in practice, Management of knowldege in the German industry, the promotion and implementation of knowledge management - A Danish Contribution, Knowledge management, innovation and productivity, and methodological aspects

An overview of Empirical Reports about knowldege management
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Jose Maria SARRIEGI DOMINGUEZ, Adriana Maria ORTIZ LAVERDE, Osane LIZARRALDE and Begoña ARREGUI
European Knowledge Management Summer School | 2003
Submitted by terry

A summary of the content of some reports on Knowledge Management is presented structured in five sections: what the companies understand about Knowledge Management, practical developments, obtained results, difficulties and
conclusions.
The article explains what companies consider important topics in Knowledge Management, which are the improvement opportunities they observe, in which functions of the company the responsibility is located, the characteristics of the undertaken initiatives, the companies implication level in different projects, the
obtained results and which are the difficulties the companies have identified.

Knowledge Creation within Industrial Systems
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FABIO CORNO, PATRICK REINMOELLER and IKUJIRO NONAKA
Journal of Management and Governance | 1999
Submitted by terry

The paper develops a theoretical frame of four kinds of district ba that support four knowledge processes. Organizational networks within and between different district ba are conceptualized. The creation of knowledge within district ba is used to analyze different levels of interaction between firms in the same or different districts and in the same or different industries. The case study of the JETRO local-to-local program between Ishikawa prefecture in Japan and Como and Varese in Italy is used to illustrate the theoretical concepts. District ba are used to analyze the knowledge creation dynamics within and between districts and to identify possible strategies for district governance.

CONTEXTUAL KNOWLEDGE ANALYSIS-UNDERSTANDING KNOWLEDGE AND ITS RELATIONS TO ACTION AND COMMUNICATION
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Göran Goldkuhl & Ewa Braf
The 2nd European Conference on Knowledge Management. | 2001
Submitted by terry

The paper explores an approach for contextual knowledge analysis. This approach incorporates a conceptualisation of organisational knowledge by the use of knowledge diagrams, and has been applied in a case study within home care. It is believed that contextual knowledge analysis is important when developing KM oriented information systems, as well as for other kinds of organisational change and development.

Does A Learning Organisation Facilitate Knowledge Acquisition And Transfer?
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Deborah Blackman and Steven Henderson
Deborah Blackman and Steven Henderson | 2002
Submitted by terry

Knowledge is seen by many as a key source of competitive advantage and innovation in organisations. It follows from this central role of knowledge, that learning is crucial to creating and disseminating knowledge throughout the organisation. The literature describes the learning organisation as an entity that deliberately and continuously acquires, processes and disseminates knowledge in order to transform itself. Since all functioning organisations do these things to a degree, advocacy of the learning organisation rests upon the assumption that learning processes can be understood and accelerated without causing dysfunctions. This paper attempts to critically assess the degree to which these learning processes are amenable to manipulation and enhancement. The paper begins by considering the nature of the knowledge gathering and dissemination processes, and argues that it is generally constructivist and selfreferential.

Knowledge Management & New Organization Forms: A Framework for Business Model Innovation
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Yogesh Malhotra, Ph.D.
Information Resources Management Journal | 2000
Submitted by terry

The concept of knowledge management is not new in information systems practice and research. However, radical changes in the business environment have suggested limitations of the traditional information-processing view of knowledge management. Specifically, it is being realized that the programmed nature of heuristics underlying such systems may be inadequate for coping with the demands imposed by the new business environments. New business environments are characterized not only by rapid pace of change, but also discontinuous nature of such change. The new business environment, characterized by dynamically discontinuous change, requires a re-conceptualization of knowledge management as it has been understood in information systems practice and research. One such conceptualization is proposed in the form of a sense-making model of knowledge management for new business environments. Application of this framework will facilitate business model innovation necessary for sustainable competitive advantage in the new business environment characterized by dynamic, discontinuous and radical pace of change.

Agents, Artifacts, and Transformations: The Foundations of Knowledge Flows
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Brian Newman
The Knowledge Management Handbook | 2002
Submitted by terry

This paper presents the foundations for a basic understanding of knowleege flows, agents, artifacts and transformations critical toany examination of knowledge processing. In doing so, it attempts to bridge the gap between a conceptual understanding of how knowledge contributes to corporate objectives, and the practical issues of knowledge management and knowledge engineering. Through an examination of how knowledge enables actions and decisions and the supporting knowledge flow behaviors, it examines the role played by ontologies, the importance of semantic analysis, and the functions knowledge performs in knowledge utilization.

A Framework for Characterizing Knowledge Management Methods, Practices, and Technologies
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Brian D. Newman and Kurt W. Conrad
The Knowledge Management Forum and Kurt W. Conrad | 2002
Submitted by terry

Knowledge management is not one single discipline. Rather, it an integration of numerous endeavors and fields of study. This paper provides a framework for characterizing the various tools (methods, practices and technologies) available to knowledge management practitioners. It provides a high-level overview of a number of key terms and concepts, describes the framework, provides examples of how to use it, and explores a variety of potential application areas.

Working Knowledge How Organizations Manage What They Know
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Thomas H. Davenport & Laurence Prusak
Harvard Business School Press, | 1998
Submitted by terry

Recently, many firms have come to understand that they require more than a casual (and even unconscious) approach to corporate knowledge if they are to succeed in today’s and tomorrow’s economies. A company truly is a collection of people organised to produce goods, services or some combination of the two. Their ability to produce depends on what they currently know and on the knowledge that has become embedded in the routines and machinery of production. The material assets of a firm are of limited worth unless people know what to do with them. This paper discusses what information and what its management is, and how to store and use the different kinds of knoweldge that exist.

TAP into Learning
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Technology Assistance Program
Volume 2, Issue 3, Volume 3, Issue 1 | 2000
Submitted by terry

In this fall issue of the Technology Assistance Program a number of subjects concerning learning and knowledge are covered. It contains various articles on knowledge that is under construction, a framework on constructivism, implications for teaching and learning, how technology can help in the developmental process, children's way of learning and the evolution of the personal computer, and finally a classroom example of the trial of Julius Caesar's Murderers and court case website. There is also a small article on HyperMedia which allows the user to navigate through a series of linked elements such as text-to-graphics, and graphics-to-video.

Informed choice: understanding knowledge in the context of screening uptake
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Susan Michiea,b, Elizabeth Dormandya, Theresa M. Marteaua,
Psychology and Genetics Research Group, King’s College London, Thomas Guy House, Guy’s Campus, London | 2002
Submitted by terry

This study evaluates a scale measuring knowledge about a screening test and investigates the association between knowledge, uptake and attitudes towards screening. One thousand four hundred ninety-nine pregnant women completed the knowledge scale of the multidimensional measure of informed choice (MMIC). Three hundred forty-five of these women and 152 professionals providing antenatal care also rated the importance of the knowledge items. Item characteristic curves show that, with one exception, the knowledge items reflect a spread of difficulty and are able to discriminate between people. All items were seen as essential or helpful by both women and health professionals, with two items seen as particularly important and one as unimportant. There were some differences between health professionals, women with low risk results and women with high risk results. Knowledge was not associated with uptake, attitude, or the extent to which uptake was consistent with women’s attitudes towards undergoing the test.

How Might Models of Innovation Inform the Management of Knowledge?
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Hilary C. M. KANE and Gillian RAGSDELL
3rd European Knowledge Management Summer School | 2003
Submitted by terry

Small to medium sized enterprises (SMEs) tend to have the lowest take up of patents as a means of securing financial benefits for an organisation’s codified knowledge. This characteristic has led me to undertake research into knowledge management with the focus on such organisations. More specifically, it is important to develop an understanding of how models of innovation might offer new insight to theories currently centred in the area of knowledge management. This paper is a vehicle for expressing findings related to the interplay between models of innovation and knowledge management in the literature to date.

UNDERSTANDING KNOWLEDGE TRANSMISSION
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Paul Faulkner
University of Sheffield | 2003
Submitted by terry

This paper considers two non-individualistic explanations for the trnasmission of knowledge: one in terms of knowledge existing autonomously, the other in terms of it existing as a property of communities. It also attempts to decide what is at issue between these explanations.

Unraveling Expertise and Knowledge Creation: Towards an Instance-Based Model of Knowledge (IMoK)
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Charmaine Barreto and Michael D’Eredita
Proceedings of the 37th Hawaii International Conference on System Sciences | 2004
Submitted by terry

This paper discusses the development of a synthesis of existing cognitive models which is called the Instance-based Model of Knowledge (IMoK). IMoK was developed to better understand the knowledge creation process as it enables expertise, creativity and collective learning in an organizational setting. IMoK directly contrasts more abstract concepts like those associated with tacit knowledge and implicit learning, by providing a concrete explanation of how expertise and creativity develop and can be fostered within an organization. IMoK addresses the development of fundamental and automatic behaviors that are assumed to form the foundation of skills and expertise by applying accepted theory. IMoK additionally accounts for the development of automaticity as it relates to decisionmaking and the creation of new knowledge within the workplace.

Reframing the Knowledge Debate, with a little help from the Greeks
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Hilary C. M. Kane
Electronic Journal of Knowledge Management, Volume 1 Issue 1 | 2003
Submitted by terry

Knowledge is a topic that covers many disciplines with writers attempting to formulate an understanding of it and its relevance to their field. Philosophical frameworks may offer a way to gain a deeper appreciation of its relevance to management and organisations, looking in particular at Socrates, Plato and Aristotle.

Role of Commitment and Motivation in Knowledge Management Systems Implementation: Theory, Conceptualization, and Measurement of Antecedents of Success
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Yogesh Malhotra and Dennis F. Galletta
Proceedings of the 36th Hawaii International Conference on Systems Sciences | 2003
Submitted by terry

This article discusses issues of motivation and commitment of knowledge workers concerning the context of knowledge management. This study is motivated by the pervasive confusion about the role of knolwege workers' motivation and commitment in KMS implementation and sparse, if any, theoretical or empirical research on these issues.

Looking at Knowledge in Three Dimensions: An Holistic Approach to DSS Through Knowledge Management
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Rob Meredith, Daniel May, and Jessica Piorun
School of Information Management & Systems,Monash University and School of Computer Science & Software Engineering, Monash University | 2003
Submitted by terry

Approaches to knowledge management have included the classification of
knowledge along different dimensions. Such classifications are useful in
acknowledging the varied nature of what we understand as ‘knowledge’. Additional dimensions along with which knowledge can be described, inspired by views of human mental activity from psychology and neurology are discussed in this paper.

Is the Reproduction of Expertise Limited by Tacit Knowledge ?
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Christian Bessy
Christian Bessy | 2001
Submitted by terry

The aim of this paper is to re-examine the proposition advanced by the evolutionary approach to the firm (Nelson and Winter, 1982) that the knowledge an organisation possesses is reducible to the knowledge of its individual members. Such a proposition may explain the importance accorded by this approach to the tacit dimension of knowledge held by individual members. Rather than focus on the opposition between tacit and codified knowledge, we propose to pay more attention to the way knowledge is distributed, not only, among individuals, but also between individuals and their socio-material environment. A somewhat different distributed cognition approach is presented which offers an understanding of learning as a permanent reorganisation process of representational media that are inside as well as outside the individuals involved. The conclusion is that the restrictions underlined by the evolutionary approach on the reproduction of organisational capabilities and the training of new workers are not so strong.

Conceptualising Organizational knowledge as collective tacit knowledge: a model of redescription
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Dr Juani Swart and Dr Annie Pye
Third European Conference on Organizational Knowledge, Learning and Capabilities | 2002
Submitted by terry

The complexity of the concept of orgnizational knowledge is reflected in the diversity of its intellectual roots as well as the intricate management challenges implied by this burgeoning body of literature. However, theories of organizational knowledge are often difficult to translate into practive. As a result, various scholars have created taxonomies of organizational knowledge in order to address its complexity, whereas others have argued that taxonomies create illusive divisions and that the true challenge lies in understanding the nature of organizaitonal knowledge.

Tacit Knowledge as a Promoter of Success in Technology Firms
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Kaj U. Koskinen
Proceedings of the 34th Hawaii International Conference on System Sciences | 2001
Submitted by terry

In this paper we address the question of whether tacit knowledge can be a promoter of success in technology enterprises. Tacit knowledge is illustrated focusing on its foundations, on how it is expressed and how tacit knowledge can be utilised in technology firms. A model is presented by which the utilisation of tacit knowledge can be understood more profoundly. The question of how significant a role tacit knowledge plays in the formation of competitive advantage in technology enterprises is explored. Furthermore, the results of an experiment, in which the utilisation of tacit knowledge was estimated in ten small specialised supplier –type technology companies, are presented.

The KM Infrastructure: Making Implicit Knowledge Assets Explicit
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Nilmini Wickramasinghe, Adam Fadlalla, and Sushil K. Sharma
Proceedings of the 37th Hawaii International Conference on System Sciences | 2004
Submitted by terry

Empirical case study data from a large spine unit in the United States offers evidence of the existence of sophisticated, implicit, knowledge assets based around multidisciplinary service delivery. Yet the full potential of these knowledge assets is not being realized. A knowledge management infrastructure model is proffered as a way of making explicit the elements of these knowledge assets. In addition, this model provides a systematic and robust approach to structuring the conceptualization of knowledge assets across a range of business environments.

Tacit Knowledge and the Economic Geography of Context or The Undefinable Tacitness of Being (There)
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Meric S. Gertler
Presented at the Nelson and Winter DRUID Summer Conference, Aalborg, Denmark, | 2001
Submitted by terry

This paper provides a critical analysis of the prevailing implicit and explicit economic geographies of tacit knowledge. It has four sections. The first section reviews the standard definitions of tacit knowledge and discusses the reasons for its heightened importance in recent scholarship on economic change; the second section further unpacks the concept of tacit knowledge by arguing that there are in fact not one but three distinct "tacit knowledge problems" implicit in the literature on innovation and knowledge management. Then competing aguments within the literature concenring the extent to which these problems can be overcome. The conclusion is a fundamental reassessment of the nature and origins of tacit knowledge, in which the role and nature of context are much more fully examined.

Turning Tacit Knowledge Tangible
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Dick Stenmark
Proceedings of the 33rd Hawaii International Conference on System Sciences | 2004
Submitted by terry

People are able to determine whether a given document is interesting just by glancing through it. However, when asked to make explicit the rules upon which such a decision is based, they are unable to do so. This, I argue, is because tacit knowledge is involved in this process. Tacit knowledge constitutes the major part of the body of knowledge and it is therefore important for organisations to sustain and exploit this asset. While studying how an intranet recommender system prototype was used, I discovered how tacit knowledge in the form of professional interests could be shared among the organisational members in an unobtrusive way. Based on these empirical findings, and informed by Polanyi’s theory of tacit knowledge, I claim that agent-based retrieval systems can be used to capture and visualise our professional interests, thus making otherwise elusive tacit knowledge tangible so that it can benefit others.

Tacit knowledge with an emphasis on Formal Concept Analysis
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Peter Anthony Busch and Debbie Richards
Department of Computing, Macquarie University | 2003
Submitted by terry

This paper provides a methodology aimed at better acquiring tacit knowledge in an organisational context. Although one could hypothesise that different computing roles within the organisation are likely to utilise varying amounts of Tacit Knowledge, it was felt that a more practical means of assessing which IS individuals made more use of such knowledge could be formulated. Although codified knowledge and its capture is commonplace, tacit knowledge has up until recent years proved elusive in its inclusion within the organisation's knowledge base. A triangulated combination of Psychology based testing was chosen to extract the Tacit Knowledge of computing personnel, Formal Concept Analysis as a tool to graph results from the initial testing and Social Network Analysis as a means of determining how the flow of Tacit Knowledge is effected between personnel. Initial results would seem to indicate that our methodology is useful in mapping knowledge that does not lend itself easily to being articulated.

Knowledge Management Review 2004
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P. Katsoulakos and D. Zevgolis
K-Net Version 3e | 2004
Submitted by terry

This paper provides a review of Knowledge Management looking at the historic developments over the past twenty years and emphasising the multifaceted nature of the subject area. The objective is to create a broad sketch of Knowledge Management that could help people that consider adopting knowledge management better understand the various options available, their interrelationships and possibly their limitations.

On the Present and Future of European Research on Knowledge and Information Management
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George M. Giaglis
Department of Financial and Management Engineering, University of the Aegean | 2002
Submitted by terry

Although the research field of Knowledge and Information Management (KIM) has existed for almost a decade now, it is surprising that only few studies to date have been concerned with analysing its current status and its future prospects. This paper reports on the results of an empirical analysis undertaken on more than two hundred research projects in Knowledge and Information Management, currently funded by the Commission of the European Communities. A trend towards a gradual maturation of the presently prevailing research paradigm is identified, indicating a need for a ‘paradigm shift’ that will provide a new direction and vision for future research in the area.

The nonsense of 'knowledge management'
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T.D. Wilson
Information Research, Vol. 8 No. 1 | 2002
Submitted by terry

Critically examins the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.

Some principles on knowledge management
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Thomas H. Davenport
itm Ltd. | 1999
Submitted by terry

Many companies are beginning to feel that the knowledge of their employees is their most valuable asset. They may be right, but few firms have actually begun to actively manage their knowledge assets on a broad scale. Knowledge management has thus far been addressed at either a philosophical or a technological level, with little pragmatic discussion on how knowledge can be managed and used more effectively on a daily basis. At this early stage of knowledge management in business, the most appropriate form of dialogue is not detailed tactics, but rather high-level principles. When an organization decides what principles it agrees upon with respect to knowledge management, it can then create detailed approaches and plans based upon the principles. This paper discusses the importance of knowledge management.

FDFD
DFDF
DFDF | 1234
Submitted by ultan