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The article provides a link between the principles of organizational learning and Knowledge Management (KM) to build learning healthcare organizations. It distinguishes organizational learning as a structure that lays a foundation for learning, and it establishes that organizations can successfully incorporate a process-centric view of KM. In addition, it explains why KM is an integral component in building learning healthcare organizations.

An abstract to the article "Knowledge creation: a meta-framework," by Nilmini Wickramasinghe is presented.

The article cites a study which illustrates the capabilities of technology like electronic mails to support frameworks, enhance the knowledge of its creation, and to actualize these frameworks. Among the references cited to gain understanding regarding frameworks includes that of Nonaka's in 1994, spender's in 1996 and Blackler's in 1995.

An abstract of the article "Knowledge management as a holistic tool for superior project management," by B. Shah, A. Guergachi and V. Baskaran is presented.

The article reports on the epistemetrics, the metrics of knowledge. Epistemetrics is a field composed of three inter-related parts: what we measure in knowledge management; how we measure; and why we measure. This article only focuses on the "how we measure" topic to meet the need for a coherent system to measure knowledge.

An abstract of the article "The importance of understanding different management paradigms in today's global economy," by N. Wickramasinghe and colleagues is presented.

The article discusses the abstract of the research "Creating germane knowledge in dynamic environments," by Dag Von Lubitz, and Nilmini Wickramasinghe, published in the 2006 issue of the "International Journal of Innovation and Learning".

This article presents a framework for building a learning organisation in the 21st century. The concept of the learning organisation striving continually to develop its people and processes is now accepted by many as a competitive necessity in today's business environment. As it has been widely articulated that knowledge creation and continuous learning at the individual, team and organisational levels may be the only source of sustainable competitive advantage organisations are increasingly being challenged to leverage learning.

The article discusses the concept of the focused factory model. Authors highlight that the focused factory model combines one of the key generic strategies and the ideas and concepts from manufacturing. The genesis of this model has its roots in trying to restore the competitive edge for manufacturing in the U.S. They assert that this model has much benefit for healthcare and, by applying such a model to the structuring of healthcare facilities, they can realize the benefits of this model that have been experienced in manufacturing.