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In May 2010, following the election of the new coalition government there were strong signals of change. These changes in the form of job cuts, pay freezes and organisational restructuring are constantly changing the shape of the economic sector of the UK. The most affected sector is the public sector and the top of that list is the National Health Service (NHS). The first two radical changes have been the abolition of the Primary Care Trusts (PCTs) and the introduction of the new General Practitioners (GP) consortia which is a Clinician led group that will assume the responsibility for healthcare needs and should fully be in place by 2013. Despite these radical organisational changes, two issues have remained constant; 1. The objectives of the GP consortium and Community Healthcare services (i.e. Providers) this is to support patients better. 2. The need for the implementation of KM in the National Health Service and even beyond. In the Health Service Journal (HSJ), Ford (2010) quoted an unnamed chief executive pioneering the GP consortium idea as saying "Handing commissioning control to clinicians but maintaining primary care trusts to support them would be the "dream ticket", rather than abolition..." which is currently the case. This highlights the issue of managing knowledge within the NHS because a knowledge retaining system would help maintain stability in the provision of patient care through the transition and beyond. The earlier paper titled "The Status of Knowledge Management (KM) in Medway Primary Care Trust of the National Health Service (NHS)" (Enakimio, Al-Shawabeh, and Sharp, 2010) gives an inside knowledge of the organisation, how it fits into the overall plan for KM in the NHS as well as the current status of KM in the organisation. The paper dealt with the capability of Knowledge Management (KM) to assist the NHS in meeting its strategic objective of supporting patients better within the Medway community. However, the focus for this paper is examining the strategic objectives of implementing KM in NHS Medway (Commissioners) and Medway Community Healthcare (Providers) and continues from the earlier paper. The data collected from the earlier survey which was conducted in the different locations of the trust such as the hospices, hospitals, healthy living centres, offices and clinics, was analysed using SPSS 16 to explore the challenges of implementing KM in the NHS to meet its strategic objectives. The aim of this paper is to examine the strategic objectives of implementing KM in the NHS and show the correlation between KM and the strategic objectives of this organisation. This paper provides a real example of possible strategies for implementing KM within Medway PCT, and evaluates how these strategies could impact on the organisation and improve its performance. [ABSTRACT FROM AUTHOR]

Knowledge Management (KM) is a young discipline with various research streams. In this sense, members of the Global Knowledge Research Network (GKR-Network), which consists of researchers from 19 countries and is coordinated by the Socio Technical Centre of the Leeds University Business School, have identified the need of clarifying future research needs in KM and related fields. In this context, the purpose of this paper is to describe the results of a first effort of identifying future research directions in KM from a Latin American and the Caribbean (LAC) perspective. This study used a dataset of semi-structured interviews of KM experts in academy and industry. The interviews were conducted in six countries of LAC: Brazil, Chile, Colombia, México Trinidad and Tobago and Uruguay. In particular, the analysis focused on what should be investigated in the following eight dimensions: KM and business outcomes; human and social enablers for KM; technological enablers for KM, KM processes and organizational processes; KM and organizational capabilities; KM and organization strategy; KM and the organizational environment; and KM and the society and economy. The analysis consisted of an inductive open coding analysis of the experts' responses. the identification of theoretical and practical challenges, the particular aspects that should be researched in the future, as well as the importance and the appropriate timeline to work on them, all in the particular context of LAC countries. This study could be a reference to LAC KM researchers when deciding their research agendas in order to be aligned with present and future trends. In addition, LAC KM practitioners could use this study as a guide to planning which KM strategy should be implemented or improved within their organizations. One of the limitations of this study is the geographical constraint, due to only experts from 6 of the 42 countries in LAC were interviewed. Nevertheless, Mexico, Brazil, Chile and Colombia are considered the most important economies in the region. [ABSTRACT FROM AUTHOR]

The changes in society such as the shift of business from onsite to online where the customer is not present in person have made identity crimes easier and more attractive in terms of financial rewards. The use of digital equipment and the Internet has facilitated not only business and consumers but also malicious users by exposing valuable digital assets to potential criminals. Any business that has online presence collects and stores personal information from its customers, employees and partners, which travel over the Internet for fulfilment of online transactions. As a result an identity theft happens every three seconds, which causes identity fraud and crimes. Retail is considered the most compromised industry with 45% recorded incidents (Trustwave Global Security Report 2013). Therefore, to reduce its impact on business, past research focused on technical solutions as if the problem arose from the technology. However, technical solutions alone are not sufficient as the problem of data breach is continuing to increase. Some authors have suggested sharing of information security prevention related knowledge between the organisations (Stahl, Parkin and van Moorsel 2011; de Crespigny 2012; Feledi, Fenz and Lechner 2013). However, there is hardly any study which focuses on this issue. This study is an attempt to bridge this gap. The literature indicated that that there is a lack of empirical evidence in the inter-organisational knowledge sharing for identity theft prevention. The aim of this paper is to systematically review existing literature to understand the problem in the context of identity theft and report any promising solution and/or suggestions. This study also provides a direction for future studies in the security disciplines and opens a discussion for inter-organisational knowledge sharing in the context of identity theft prevention through sharing best practices and lessons learned. [ABSTRACT FROM AUTHOR]