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The purpose of this paper is to propose a new framework for the governance of 'modern' smart organisations that integrates IT‐based orientation to decision‐making, systems thinking through system dynamics modelling and cybernetics. The design of the proposed framework is based on the key role played by knowledge in the governance of organisations. The literature on ambidexterity, organisational learning, knowledge management and systems thinking is the adopted research background. A synthesis of the connection points between these fields is proposed within a theoretical framework named Smart Model‐based Organisations. The main result of this work is represented by the proposed Smart Model‐based Governance (SMbG) framework and an example of application. There are two main findings related to the contribution of the proposed framework: the overcoming of 'data‐based' approaches that favour rigidity in knowledge governance and the contribution of systems approaches that, increasing organisational involvement, improve knowledge governance. [ABSTRACT FROM AUTHOR]

Emerging research fields bring confusion to many people. This paper puts forward an approach, based on domain analysis and journal mining, to aiding people to get an overview of an emerging research field. The approach extends the traditional domain analysis method by adding two additional aspects: objectives and applications, and explores six essential issues regarding a research field, which include: why the research field is necessary, what enables its birth or triggers actions on it, what it deals with, how to implement it, how to support it, and where it has been applied. After introducing the approach, this paper gives a case study of applying it to explore the knowledge management (KM) field. Copyright © 2009 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper introduces the idea of coding a practically relevant body of knowledge (BoK) in Information Systems (IS) that could have major benefits for the field. In its main part, the paper focuses on the question if and how an underlying body of action-oriented knowledge for IS experts could be distilled from the IS research literature. For this purpose the paper identifies five knowledge areas as the most important parts for an IS expert's BoK. Two of these are claimed as distinct areas of competence for IS experts: IS application knowledge and IS development (ISD) process knowledge. The paper focuses particularly on ISD process knowledge because it allows the organizing of practically relevant IS knowledge in an action-oriented way. The paper presents some evidence for the claim that a considerable body of practically relevant IS process knowledge might, indeed, exist, but also notes that it is highly dispersed in the IS literature. It then argues that the IS research community should take stock of this knowledge and organize it in an action-oriented way. Based on results from prior work it proposes a four-level hierarchical coding scheme for this purpose. In order to test the idea of coding action-oriented knowledge for IS experts, the paper reports the results of a coded literature analysis of ISD research articles published from 1996 to 2000 in two leading IS journals– Information Systems Journal and MIS Quarterly. The results suggest that ISD approaches form a useful framework for organizing practically relevant IS knowledge. [ABSTRACT FROM AUTHOR]

This paper is concerned with relationships between the use of information technology at different stages of the knowledge management technology stage model and the performance of police investigation units. The model consists of four stages: officer-to-technology systems, officer-to-officer systems, officer-to-information systems, and officer-to-application systems. The model was applied for information technology business value research, which examines the organizational performance impacts of information technology. In this paper we applied the value configuration of the value shop to describe and measure organizational performance. Based on an empirical study of Norwegian police investigation units, this research found that officer-to-technology systems and officer-to-information systems are the most important systems to improve police investigations in the value shop. [ABSTRACT FROM AUTHOR]

In this paper we propose a method for the reciprocal use of knowledge between association rule extraction (a technique from data mining) and HMM-based information extraction. Association rule extraction is a method that is generally applied to structured data and is either inefficient or intractable when applied to data that lacks an accurate information schema. In this paper we use HMM-based information extraction to automatically recognize the attributes of each word in a set of textual data and assign tags in order to structure this data. In addition, we use the degree of association between words seen in the association rules extracted from the structured data to weight the HMM parameters in order to improve the recognition accuracy of the information extraction procedure and allow knowledge to be reciprocally shared between the data mining and information extraction procedures. Besides this we propose a data mining method that uses representative schema patterns found in different types of semistructured data such as tagged or BibTeX data using schema discovery methods. © 2006 Wiley Periodicals, Inc. Electron Comm Jpn Pt 3, 89(7): 51–60, 2006; Published online in Wiley InterScience (www.interscience.wiley.com). DOI 10.1002/ecjc.20256 [ABSTRACT FROM AUTHOR]

Traditionally, Knowledge Management (KM) has focused primarily on the implementation of information technologies, with greater emphasis being placed on technology rather than on information or knowledge, understanding them as epistemological entities. This has had serious consequences, for there is the risk of converting KM in a mere fashion or even a commercial name designed to sell certain Information Technology tools. This paper suggests that authentic knowledge management must start with the study of the cognitive phenomena inside the enterprise. It should not be related only with individual knowledge and learning, but rather mainly to organizational knowledge and learning. This paper also suggests that there is such thing as corporate learning, beyond individual learning, for both—individuals and corporations—are cognitive systems. The scientific arguments supporting that corporations, regarded as systemic wholes, are indeed cognitive systems lie in the understanding of the enterprise as an autopoietic entity. The fact that the enterprise is an autopoietic system implies that not only it has the capacity to acquire knowledge, but also that knowledge itself, understood as effective action, determines the viability and, indeed, the very existence of the enterprise. Hence, Knowledge Management ceases to be an alternative administrative tool and becomes an inherent necessity for the proper functioning of the enterprise. Copyright © 2006 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

A significant amount of research effort has been spent in the last years on the redesign of business processes using information technology. This research area is commonly referred to as business process redesign or re-engineering, both abbreviated as BPR. Some reports in the literature on BFR are written from a manager's perspective, focusing on pragmatic guidelines, checklists and step approaches for BPR. These reports do not pay much attention to precision and modelling. Other reports in this area are written from an information scientist's perspective, focusing on the use of methodologies and tools, originally devised for the development of information systems, for BPR. These reports normally do not properly discuss the relationship between the models that have to be produced according to these methodologies and their interpretation in the domain of the business processes. This paper tries to contribute in bringing these two perspectives into a common modelling framework. This modelling framework allows business process engineers to capture and analyse both structural and behavioural aspects of business processes, without having to actually build these processes first. Business process models built using this framework can be judged and redesigned using the typical guidelines and checklists from a manager's perspective. Also, computer tools can be developed to support this off-line modelling, (extensive) analysis and redesign of business processes. This paper presents the current status of our framework and illustrates its application to the modelling and redesign of a typical business process from service industry. The use of the modelling framework in a BPR trajectory is also discussed. [ABSTRACT FROM AUTHOR]

This paper analyses how information about managers and technology can be used to provide those managers with a system that is congruent with their needs. In particular, using McGregor's Theories X and Y philosophies, managerial needs are elicited and then contemporary knowledge management technologies, including intelligent agents, and the way they are implemented, are analysed to determine how they meet those manager needs. Different knowledge management technologies are found to be important to manifesting the requirements of particular management philosophies. For example, 'Theory X' appears consistent with use of intelligent agents to 'monitor' behaviour. This leads to the concept of 'technology congruence', where the choice of the technology ultimately is tied to which view of the world the manager employs. Copyright © 2010 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Knowledge map is an important and effective instrument for enterprise knowledge management. A large number of unordered knowledge resources in the enterprises bring about difficulties to the knowledge map construction. It is necessary to construct the enterprise knowledge map from a systematic perspective. Considering influences of individual's cognition on the organizational knowledge structure, this paper introduces social classification into the enterprise context and proposes a three-level architecture for enterprise knowledge map construction, i.e. the individual knowledge tagging, the domain topic selection and the inter-domain association analysis layer. In this architecture, domain serves as the basic unit to display knowledge and their relationships, as well as provides a pragmatic context for knowledge navigation and reuse. Incorporating the above elements, a method is formulated and applied to a real-world case. Copyright © 2009 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Knowledge management (KM) research has focused more on large firms. Lately, there is increasing realization of need and significance of KM for sustainable competitiveness for small and medium-sized enterprises (SMEs). Potential competitive advantage of KM may be more profound in a small firm. Information Technology (IT) has a crucial role in KM. IT is the facilitator, the enabler. The IT requirements of SMEs are different from that of big firms. Most of the research on role of IT in KM has focused on big firms. The purpose of this research paper is to look at IT for KM in SMEs particularly, in Indian context. The paper consists of five sections of introduction, literature review, research methodology, research findings and conclusion. IT tools are more in use in international auto components manufacturers (ACMs) as compared to Indian ACMs. The major problems faced by ACM vary among international and Indian ACMs. Internet is used by every organization under study followed by intranet. IT has just grown over time in the organizations under study. Copyright © 2008 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper discusses pragmatic ways of classifying knowledge maps to give an overview of their application contexts and formats. In the paper, we show where and how the term knowledge map has been previously used and what criteria must be met in a sound and useful knowledge map classification that can support knowledge management processes. Various classification principles are presented and discussed. A table then matches map formats to knowledge management purposes and knowledge-related contents in order to serve as a selection and organizing framework. Examples of some of the main types of knowledge maps are presented to illustrate the varieties of knowledge mapping present in the classification. The paper concludes by discussing its limitations and future research questions in the area of knowledge mapping. Copyright © 2008 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This study investigates how to leverage information technology (IT) capability to build organizational agility in the context of product innovation. A moderated mediating model is proposed from the capability‐building processes perspective. The data collected from 194 senior executives of firms in China show that knowledge management capability partially mediates the relationship between IT capability and organizational agility. Innovative climate also positively moderates the indirect relationship between IT capability and organizational agility in the context of product innovation. Discussion, implications, and direction for future research are offered at the end of this paper. [ABSTRACT FROM AUTHOR]

This paper surveys the literature on university patenting. From the point of view of the economic theory of patents, it is argued that patenting knowledge developed by university researchers is paradoxical: patents are normally intended to stimulate knowledge development by providing property rights, but universities operate also under a different incentive scheme, i.e. they receive public funds to perform socially useful knowledge. In the debate surrounding the so-called Bayh-Dole Act in the USA, it has, however, been argued that patents on university inventions may be necessary to stimulate technology transfer from universities to private firms. The first part of the paper addresses two major questions. First, what is the economic logic of Bayh-Dole, and, second, what were the effects on universities and the knowledge they develop? In the second part, the paper addresses the issue of whether ‘Bayh-Dole-like’ legislation would be beneficial for European countries. In a number of European countries, a suggestion has been made that this could enhance knowledge transfer from the public to the private sector. Using a new database resulting from a survey among patent inventors in six European countries, an assessment is given of the degree of university patenting in Europe. Because university researchers are often involved in patented inventions without the university being listed as a patent applicant, statistics based on the patent office databases alone often underestimate university patenting in Europe. The paper ends with a discussion of how this ‘European practice’ of university patenting affects public–private knowledge transfer in Europe, and how this compares to the effects of the Bayh-Dole Act in the USA. [ABSTRACT FROM AUTHOR]

The aim of this paper is to explore the role and contribution of new information communication technologies in the emerging field of knowledge management (KM). There is much confusion in the literature, and in organizations, as to what role technology has within the field of KM. This quandary has led to the danger that organizations could spend large amounts of time, money and other resources on inappropriate technology in support of their KM efforts. The paper presents the classification of KM technology tools under the headings of collaboration, content management and business intelligence. This paper also seeks to clarify how KM technologies have been applied in organizations in recent years. Overall, the paper presents an overview of current literature and practical technological adoption and application in the KM field. Copyright © 2004 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

While there has been much progress in understanding organizational knowledge and knowledge management practices, some questions still remain unresolved. This paper argues that at least one important driver of knowledge-related organizational problems has been rather neglected so far: that is, the dispersed nature of organizational knowledge. The paper analyses the organizational problems and managerial responses arising from dispersed knowledge. It identifies three drivers by which the dispersedness of knowledge leads to management problems: namely, it creates large numbers, asymmetries, and uncertainty. A number of managerial strategies for dealing with the different components of the problems created by the dispersedness of knowledge are identified and their effectiveness analysed, thereby informing managers as to how best to deal with dispersed knowledge. The analysis of uncertainty-related implications of dispersed knowledge uncovers an overlooked distinction that is helpful for understanding dispersed knowledge and its managerial implications. This is the distinction between uncertainty and ambiguity, i.e. a strong form of uncertainty that cannot be remedied by the standard strategy of increasing the information available. [ABSTRACT FROM AUTHOR]

This paper reports on an ongoing, multiphase, project-based action Learning and research project. In particular, it summarizes some aspects of the learning climate and outcomes for a case-study company in the software industry. Using a participatory action research approach, the learning company framework developed by Pedler et al. (1997) is used to initiate critical reflection in the company at three levels: managing director, senior management team and technical and professional staff. As such, this is one of the first systematic attempts to apply this framework to the entire organization and to a company in the knowledge-based learning economy. Two sets of issues are of general concern to the company: internal issues surrounding the company's reward and recognition policies and practices and the provision of accounting and control information in a business-relevant way to all levels of staff; and external issues concerning the extent to which the company and its members actively learn from other companies and effectively capture, disseminate and use information accessed by staff in boundary-spanning roles. The paper concludes with some illustrations of changes being introduced by the company as a result of the feedback on and discussion of these issues. [ABSTRACT FROM AUTHOR]

The article discusses various reports published within the issue, including a discussion on the developments in emerging research field by Kun Nie and colleagues, assessment on the impact of knowledge management to 607 Chinese firms by Yuan Li and colleagues, and evaluation on why businesses outperform other companies in deriving information technology (IT) investments.

Over the past two decades, knowledge management (KM) and the use of information technologies (IT) has attracted increasing interest. IT is widely considered as a vital part of KM, providing means for knowledge creation, sharing, and capture. However, failures of KM in organizational practice are often attributed to an overemphasis of IT. Although KM and IT seem inextricably linked, research still struggles to identify a proper composition of the two. Via input from a global panel of KM experts from academia and practice (n = 222), we identify social software; consumerization (of knowledge); human factors; and the redesign of work, systems, and practices as future key research areas. These are contrasted with review papers proposing research in technologies aimed at supporting KM. On this basis, we present a future research agenda that should enhance the relationship between KM and IT, including their intersection through technology enablers. [ABSTRACT FROM AUTHOR]

This paper explores the emergence of Machiavellian behaviour in a community of practice (CoP). The CoP was initiated by the top management team (TMT) as a management development initiative. Participants in a manufacturing setting were encouraged to engage in a series of problem‐solving tasks with counterparts from across the organization in a short‐term CoP. A qualitative case study, using in‐depth interviews, was conducted in a large processing plant in the Middle Eastern Kingdom of Bahrain. This is an empirical case study that explores employee participation in a short‐term management development programme which sought to create CoPs to enable knowledge sharing. A competitive element was introduced, and we contend this promoted behaviour which served the individuals rather than the CoP. The findings indicate that TMT intervention changes the dynamics of CoPs, reducing knowledge sharing and collaboration among community members. Recommendations are made to practitioners to be cognizant of the possibility of Machiavellian participation in CoPs. [ABSTRACT FROM AUTHOR]

Knowledge is too problematic a concept to make the task of building a dynamic knowledge-based theory of the firm easy. We must also distinguish the theory from the resource-based and evolutionary views. The paper begins with a multitype epistemology which admits both the pre- and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups. While both Nelson and Winter, and Nonaka and Takeuchi, successfully sketch theories of the dynamic interactions of these types of organizational knowledge, neither indicates how they are to be contained. Callon and Latour suggest knowledge itself is dynamic and contained within actor networks, so moving us from knowledge as a resource toward knowledge as a process. To simplify this approach, we revisit sociotechnical systems theory, adopt three heuristics from the social constructionist literature, and make a distinction between the systemic and component attributes of the actor network. The result is a very different mode of theorizing, less an objective statement about the nature of firms 'out there' than a tool to help managers discover their place in the firm as a dynamic knowledge-based activity system. [ABSTRACT FROM AUTHOR]

Service firms may seek benefits from information asymmetry and economies of scope by diversifying. Each source of benefit is based on different underlying mechanisms and each is affected differently by implementation difficulties and service characteristics. Previous research, however, has not analyzed the relative performance effects of these two very different sources of benefits for related diversified service firms. Thus, this paper uses an integrative framework including these aspects to examine the relative performance effects of benefits from information asymmetry and economies of scope in service firms. [ABSTRACT FROM AUTHOR]

This paper examines the propensity of organizations to adopt technological innovations. Technological innovations evolve from the stock of skills which organizations have accumulated over time. Linkages with extramural sources of technology are presumed to be important as well. Hypotheses are tested on a sample of commercial banks. Findings show that prior experience in information technology, in tandem with a variety of interfirm linkages, will affect the banks' decision to adopt this innovation. [ABSTRACT FROM AUTHOR]

Knowledge audits assist organisations in understanding what knowledge is needed, available and used for their current activities. They also identify knowledge gaps that might limit the organisation's activities. An iterative cycle of knowledge audits takes account of the organisation's changing environment and triggers informed interventions. This paper reports the findings of the first knowledge audit in an organisation that brings together public bodies and private organisations with the aim of maximising the collective knowledge of its diverse membership to address a national research agenda. The audit collected qualitative data from interviews with employees from four departments. Interviewees were asked about their roles, procedures and knowledge needs; their department's knowledge requirements; and about knowledge interfaces with external partners. Views about the culture and structure of the organisation were also sought. Results were analysed at a departmental level to form two knowledge maps per department-one each for internal and external knowledge flows. Analysis of the maps and interview transcripts surfaced strengths and weaknesses of each department's knowledge activities. Next, a cross-department comparison highlighted best practices and company-wide opportunities for enhancing knowledge management. Resulting recommendations were to: Develop a holistic approach to knowledge sharing, Nurture organisational culture, Clarify the strategic message, Improve the organisation of information, Improve the availability of staff, Develop interdepartmental communication, Commission future knowledge audits, In addition to reporting the outcomes and outputs of the audit, the paper also shares reflections on the process. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The article discusses various papers published within this issue, including one on knowledge-sharing climate and another on information technology strategy for knowledge management in Indian automative components.

Because knowledge sharing (KS) can leverage project results, this paper aims to analyze the relationship between KS and the project management process groups (PMPGs). This qualitative research, conducted in large information technology (IT) companies, consists of two phases: (a) an exploratory phase, based on content analysis of nine interviews and documents; and (b) a case study phase based on two cases, where data collected from six interviews and documents were analyzed using content analysis. The research facilitated the identification of the knowledge types involved in each process group as well as opportunities to influence knowledge conversion, thus enabling enhancement of the results obtained from KS in the organization. Furthermore, we identified opportunities to share interproject knowledge that can avoid rework, optimize time, and reduce costs. The study's findings will allow managers to define opportunities for KS in organizations, by identifying when knowledge is being stored and so facilitating the retrieval process. Identifying how employees share knowledge also provides an opportunity to stimulate and inhibit certain behaviors and so create control mechanisms to enhance knowledge management. Lastly, resource allocation is facilitated by identifying the IT necessary to support KS in project teams and which stakeholders are required for each process group. This research combines two different domains by focusing on the means by which KS can leverage results in project management. It also proposes a new, empirically tested, relationship for KS and PMPG, as well as expanding our understanding of the influence KS has on project management. [ABSTRACT FROM AUTHOR]

Social media platforms serve as important tools for diffusing knowledge within organizations. The factors affecting knowledge diffusion through social media networks (SMNs) need to therefore be better understood. Accordingly, this paper focuses on two SMN-specific characteristics - reputation mechanisms and the distribution of knowledge roles - which are argued to enhance and enable, respectively, the smooth transfer of knowledge in a SMN. To examine their effects, we distinguish between two types of reputation mechanisms - adaptive and objective - and across three distinct knowledge roles in SMNs: seekers, contributors and brokers. We argue that the extent of knowledge diffusion in the SMN depends on the type of mechanism and the relative distribution of these three roles. Using data collected through an agent-based simulation, we find that (a) the distribution of knowledge roles affects knowledge diffusion, with distributions consisted of more brokers outperforming others and (b) objective reputation mechanisms outperform adaptive mechanisms. Furthermore, we find that reputation mechanisms and distribution of knowledge roles interact to influence knowledge diffusion. The study's implications for future research and practice are discussed in the light of its limitations. © 2016 John Wiley & Sons Ltd [ABSTRACT FROM AUTHOR]

This paper describes a multi-model methodology that implements a smooth and continuous process improvement, depending on the organization's business goals and allowing users to establish their improvement implementation pace. The methodology focuses on basic process components known as 'best practices'. Besides, it covers following the topics: knowledge management and change management. The methodology description and the results of a case study on project management process are included. [ABSTRACT FROM AUTHOR]

The purpose of this research is to analyse the knowledge management activities of a university hospital and to examine what impact contextual factors have on these activities. For this research, a case study approach was chosen, encompassing 22 semi-structured interviews with managers and front-line staff from different organisational levels. The findings describe how at the top management level, knowledge management activities were neglected while at departmental level, such activities were purposefully undertaken. This suggests that knowledge management activities can be effectively implemented at departmental level without having the support and strategic objective of the top management of the hospital. The findings further show that factors, such as the effective utilisation of other intangible resources, such as social capital, highly contribute to the effectiveness of knowledge management activities. The paper shows some limitations due to the qualitative nature of the research with regard to sample size and the subjectivity of the interpretations. The paper proposes that knowledge management activities can be implemented in organisations, when having the right attitude of staff who support its implementation. The paper enhances the understanding of the meaning of knowledge management in the context of healthcare organisations. The paper further provides insights into contextual factors that influence the success of knowledge management initiatives. Copyright © 2010 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper starts and ends with a discussion on whether management should draw conclusions and make decisions on the basis of information alone or also should take into account the intangible aspects of the situation and intuition. The analysis of this question focuses on how and where (productive) knowledge is created. The critical input in the production process is knowledge because knowledge is the basic source of values. All knowledge is attained and possessed by individuals. In contrast, the use of (productive) knowledge to create values is a collective process. This is so because only information, and not knowledge, can be shared and spread among the members of an organization. Thus, information must be transformed into knowledge (possessed by individuals) and back into information again that is shared among members of the organization if values are to be produced. The aim of this paper is to explore how productive knowledge is created in the collective processes involved in the coordination and cooperation activities that individuals perform in a close working relationship. This coordination is guided by discourses (or conversations). These discourses (conversations) can be both context specific and general. Context-specific discourses create a collective identity, that is specific to the context in question, while general discourses may also create particularized identities stemming from contexts removed from the specific context. Discourses can be evaluated “from the outside” by studying the narrative texts produced by the organization. Such a study is used in the empirical component of this paper. From discourses with texts and histories, the participants create common constructions that boost knowledge sharing among them and the company's customers. If management (and employees) can develop dense working relationships among themselves and their customers on the basis of discourses, contexts, and collaboration activities unique to them, they can rely heavily on information sharing without being exposed to the risk that the company's core capabilities are likely to be copied. Copyright © 2009 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Much research has recognized that cross-disciplinary knowledge inputs are necessary to successful product innovation, particularly in complex products and systems (CoPS) development. This paper focuses on developing an exploratory framework for studying how an inter-organizational knowledge management (KM) approach affects the development of CoPS, and exploring how inter-organizational collaboration affects KM within a CoPS context. Based on a review of the literature and in-depth case studies, this paper puts forward some propositions and develops an integrated conceptual model showing the link between the dimensions of inter-organizational KM and the performance of CoPS development. Finally, the implications of the proposed model for inter-organizational KM in a CoPS environment are discussed. [ABSTRACT FROM AUTHOR]

Core competencies are highly valued by managers since, among other things, they underpin competitive advantage. One stream of research in this area has focused on practical processes relating to the identification of single and multiple core competencies. Yet, identification is insufficient for sustaining core competence-derived competitive advantage, since a core competence needs continuous development. Organizations typically possess multiple core competencies, which most likely have different origins and requirements of the developments. They typically underpin different markets and products; face different degree of dynamic conditions, and so on. Thus, it is our contention that core competencies accordingly ought to be managed separately. In this paper, we advance existing core competence research by identifying similarities and differences in influences on three core competencies. Three concepts were used to assess the similarities and differences in one case company; the latter to avoid empirical bias. The three concepts are competencies, capabilities, and resources: all commonly applied to core competence issues, such as identification. All three core competencies were heavy influenced by specific competence attributes: technological developments and customers adaptation, which are fundamental to the case-company's success. This finding brings in a context-dependency aspect to core competence management. The core competencies were also found to have differences in the less context-dependent influences. The more complex the core competence, the more it is influenced by transfer and adaptation competencies, as well as by organizational capabilities. Resource influence clearly separates a service-producing core competence, which is mainly influenced by organizational capabilities, from two goods-producing core competencies which are not so influenced. The more complex of the goods-producing core competencies is more strongly influenced by both tangible and intangible resources. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Researchers report mixed findings on the successful application of information technologies (IT) for knowledge management (KM). The primary difficulty is argued to be the use of information management techniques and concepts to design and develop KM Tools. Also problematic is the existence of a multiplicity of KM technologies, the application and use of which differs across organizations. This paper argues that these problems stem, in part, from the information system field’s over-reliance on design concepts from the functionalist paradigm. Hence, our contention that alternative perspectives, which bring into focus issues of ontology and epistemology, need to be brought to bear in order to understand the challenges involved in the design and deployment of IT artefacts in knowledge management systems (KMS). The philosophy of technology, with its emphasis on the primacy of praxis, and which incorporates ontological and epistemological concepts from phenomenology and hermeneutics, is applied to the findings of a participative action research study to illustrate how social actors interpret and understand worldly phenomena and subsequently share their knowledge of the life-world using IT. The outcome of this marriage of situated practical theory and philosophy is a set of design principles to guide the development of a core KM Tool for KMS. [ABSTRACT FROM AUTHOR]

The term knowledge management system (KMS) has been used widely to denote information and communication technologies in support of knowledge management. However, so far investigations about the notion of KMS, their functions and architecture as well as the differences to other types of systems remain on an abstract level. This paper reviews the literature on KMS and distills a number of characteristics concerning the specifics of knowledge to be managed, the platform metaphor, advanced services, KM instruments, supported processes, participants and goals of their application. The paper then presents two ideal architectures for KMS, a centralized and a peer-to-peer architecture, discusses their differences with the help of two example systems and suggests that each of these architectures fits a different type of KM initiative. Copyright © 2006 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Knowledge Management (KM) and knowledge sharing are important factors that support lifelong learning, and enable people to continue developing throughout their careers. The concept of a Community of Practice () is attractive in drawing together people whose work shares similar aspects, and consideration is given here to how technology can be used to develop and support such a community.In this paper, concepts from the Community of Practice literature are used to consider the development of a software environment for people working as a community in the area of lifelong learning. The intention was to design the system in an evolutionary way, using a minimal set of essential elements which would be elaborated according to user feedback. Three key design questions are considered: Who can contribute resources to such a system? What happens to existing practices? How is the community engaged?We conclude that, in lifelong learning, knowledge management supported by a software environment offers a good way to bring together communities, resources and experience, but to achieve these benefits, great care needs to be exerted in introducing the system and maintaining existing work practices. [ABSTRACT FROM AUTHOR]

This paper presents an analysis of the implementation of a large information system in a New Zealand hospital. The system was intended to monitor and scrutinize clinical activity, and management hoped to influence clinical behaviour through the increased visibility afforded by the system. However, doctors were not the passive subjects of a computerized control system, and some were able to resist the application of the information produced by challenging its validity or using it to argue for more resources. Nevertheless, the interrelatedness of the information system with the organizational forms and practices within which it was used and which it helped shape reinforced the concepts, norms and values associated with the new management and economic discourse prevalent in the hospital, and helped to produce more defined accountabilities for doctors. With time, the role of the information system was reinterpreted, and in the face of continued resistance by doctors, it was relegated to a less significant role. The potential for engendering self-disciplining behaviour in organizational participants through the pervasive, everyday use of the information the system produced likewise diminished. [ABSTRACT FROM AUTHOR]

Bringing knowledge management to practice one typically has to focus on concrete problems that exist in the daily work of the knowledge worker. We consider the task of tracking relevant information on the Web as important and time consuming, and thus as a concrete problem. In this paper we introduce an integrated approach for Web information tracking using ontologies. The overall approach has been implemented within a case study carried out at DaimlerChrysler AG. Copyright © 2004 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

How firms build new capabilities to adapt to changing environments is at the core of strategic management. However, research has addressed this question only recently. In this paper, I propose a model that describes how firms develop a capability to create and develop ventures through corporate venture capital, alliances, and acquisitions. The model is based on two longitudinal case studies of large corporations operating in the information and communication technology sector in Europe. At the core of this model are learning processes that enable the firm to build up an external corporate venturing capability, by utilizing learning strategies both within and outside venturing relationships. To build this new capability, firms engage in acquisitive learning. Critical to deepening the capability acquired is adaptation of all knowledge to the firm specific context through experiential learning mechanisms. I also discuss the important role that initial conditions and knowledge management practices play in determining the direction and effectiveness of specific learning processes that lead to an external corporate venturing capability. [ABSTRACT FROM AUTHOR]

It is argued that the basic economic resource in the new economy is knowledge. An important source for competitive advantage in this economy is organizations' networks of external relationships. It is also argued that information and communication technologies (ICT) and Knowledge Management Systems (KMS) can play an important role in knowledge-intensive processes and flows. This paper presents a conceptualization of strategic knowledge managing within the context of inter-organizational networks. The conceptualization is based on the resource-based, dynamic capability, and absorptive capability views as well as ideas from the ‘gift economy’. Three types of inter-organizational networks for strategic knowledge managing are defined: (1) extra-networks; (2) inter-networks; and (3) open networks. The paper discusses knowledge managing in the three network types and illustrates how ICT and KMS can be used to enable and enhance knowledge managing in inter-organizational networks—the core business process used for illustration is new product development. Copyright © 2003 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Researchers in the field of information systems (IS) view IT-enabled knowledge management solutions as novel approaches to the stimulation of creativity and innovation in post-industrial organizations; hence, the focus by researchers on the role of information and communication technologies (ICT) in enabling and supporting knowledge work. However, despite some success stories, recent research indicates that the majority of knowledge management systems (KMS) have been unsuccessful. This situation has led some to voice deep-seated concerns about the knowledge management paradigm and its influence on the IS field—particularly the belief that IT can help capture, store and transfer knowledge. This paper's objective is to deepen the IS field's understanding of the limitations and capabilities of knowledge management systems. A case study of an Irish software vendor's experiences in developing KMS using case-based reasoning technologies is undertaken to help achieve this objective. The findings of this study illustrate that: (a) the KMS developed in the organization studied did not meet the claims of their creators, as the applications provided a poor approximation of the ‘horizons of understanding’ of domain experts whose knowledge these systems purported to capture, store and transfer; (b) the ontological and epistemological perspectives of developers were overtly functionalist in orientation and were insensitive to the socially constructed and institutional nature and context of knowledge. The findings lend weight to the claim that information technology deals with data only, and knowledge management requires social as opposed to technical support, in that appropriate institutional mechanisms, rather that technological solutions, constitute the corporate memory. Copyright © 2003 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper describes collaborative commerce (c-commerce); it essentially combines e-commerce, knowledge management and collaboration to carry out transactions and other activities within and across organizations. We first discuss the building blocks for c-commerce. Then we describe models and federated architectures. Next we analyze the strategic role of knowledge management for c-commerce as well as discussing managerial and business implications. Finally, we provide directions for c-commerce. Copyright © 2002 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper provides evidence on the emergence and diffusion of the discourse of knowledge management. A literature review of the knowledge management and learning organization literatures demonstrates the lack of learning from one discourse to another and major differences in the concerns and issues that they address. At the same time, evidence on the level of interest in each discourse shows a tendency towards a normal curve distribution. Analytically, these findings suggest that the widespread diffusion of knowledge management might be explained in terms of the management fashion model. However, further consideration of the professionally-differentiated appropriation of knowledge management concepts by the information systems and human resource communities suggests that the fashion model provides only a partial explanation for the observed diffusion of knowledge management. [ABSTRACT FROM AUTHOR]

This paper presents a framework for developing tool support for the design and management of new business models. Existing IT tools supporting the process of designing, innovating, and evaluating a company's business model are currently not leveraging the full potential of tool support, because they do not make use of theoretical and empirical knowledge around business model development. Against this backdrop, we analyze existing knowledge on business model design and management, resulting in a first systematization of the activities that are necessary for developing and managing new business models. In order to complement this knowledge and to identify the requirements for supporting these activities, a series of expert interviews is conducted. Based on the results of the interview series, a new business model development tool is created and evaluated. The learnings of this development process are then consolidated in a unified framework. This framework constitutes a new solution for systematically designing tool support for business model development and extends existing literature by highlighting the importance of collaboration between participants in a business model development project. It also provides designers of new business model development tool with an empirically based conceptualization to guide their efforts. [ABSTRACT FROM AUTHOR]

In recent years the failure of BPR initiatives to produce and sustain desired benefits has raised a range of challenging questions on its effectiveness. An issue at the heart of the debate is that of BPR's mechanistic nature. Ultimately such an approach is too simplistic to deal effectively with the complex organizational change issues instigated by BPR. This paper critically reviews BPR and evaluates the potential contribution from learning organization principles. There is an increased focus on people and learning issues to move beyond the limited mechanistic focus. A critical review of the existing literature is established which recognizes the co-existence (but not the integration) of both subjective and objective paradigms in BPR and change management programmes. Research conducted on a large-scale BPR organizational application is used to examine the issues that develop in practice and distills key learning. From this longitudinal case study emerged critical success factors (CSFs) for BPR implementation which provided the basis of a conceptual model. [ABSTRACT FROM AUTHOR]

Knowledge sharing is regarded by many management scientists as a main factor to evaluate organizational learning and knowledge management performance in organizations. Therefore, it is important to develop instruments for the analysis and diagnosis of knowledge sharing. Unfortunately, management practice and science lack instruments to evaluate the effectiveness of knowledge sharing within and between organizational units. This paper explores the possibilities of logistic concepts in analyzing and diagnosing knowledge sharing. Because the logistics concepts have been developed in physical/material elements sharing, it might be impractical or misdirecting in the virtual/knowledge area. Consequently, each concept has been evaluated to its practicability for knowledge-sharing analysis and diagnosis, leading to the KNOWLOG instrument and further understandings of the nature of knowledge sharing. These insights and the instrument are applied to three cases: a knowledge logistics coordinator, a high-tech equipment manufacturer and an IT consultancy/software company. The author concludes with pros and cons for the knowledge logistics approach to the effective management of knowledge sharing. [ABSTRACT FROM AUTHOR]

Online Public Access Catalogues (OPACs), despite their recent arrival in the library and information science world, have had a great impact because they have to be designed for the library user. In the few years of their existence the body of literature created cannot be regarded as insignificant. The analysis of the 1970-1985 OPAC literature shows that it could be a very good ex- ample of logistic growth. The literature had an initial growth rate of b = .556 (or 74.4% per year), with a corresponding doubling time of 1.25 years, which was probably due to the prolific CLR study. Then, approximate point of inflection in 1984, It started levelling off. [ABSTRACT FROM AUTHOR]

Cold type composition is a method of producing typescript and/or graphic information by means of inputting coded text into core memory and retrieving via programs written to highlight or extract specific elements of text. Such technology represents a significant advancement in information transfer because of 1. the incredible speed with which "printed" matter may be produced, and 2. the variety of publications made possible by massaging date bases already converted to machine readable form. This paper examines the two fundamentally different technologies of "CRT" and "Photon" composition in order to analyze their impact on library and information science. The author concludes we we on the verge of an information revolution which will allow for integration of knowledge to an unprecedented degree provided the information community becomes aware of these implications, and rigorously questions present mans of bibliographic control. [ABSTRACT FROM AUTHOR]