The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

IMPaKT: A Framework for Linking Knowledge Management to Business Performance  pp1-12

Patricia Carrillo

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

A number of organisations have recognised the importance of managing their organisation knowledge in a more structured manner. However, the question arises as to how to evaluate the benefits of a Knowledge Management (KM) strategy and its associated initiatives on the performance of the organisation. This paper presents a framework for the assessment of the likely impact of KM and discusses findings from an evaluation workshop held to critique the framework.

 

Keywords: Knowledge management, business performance, evaluation

 

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Journal Article

KM as a Chemin Faisant: The Valtech Experience  pp13-22

Daniele Chauvel, Charles Despres

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

Valtech is a Paris‑based consulting firm established in 1993 and devoted to e‑business technologies. The company was initially structured as a distributor of new information technologies to the French and European market, which secondarily provided training in the use of its products. Valtech now positions itself as a pure knowledge‑transfer firm that instructs clients in the strategic use and development of cutting‑edge electronic technologies. Valtech organized itself according to KM principles in 1993, but only became aware of KM as a formal organizing framework in 1998. While the adoption of KM is often "pushed" onto companies by the academic or consulting communities, Valtech pulled itself toward KM organizing logics by the New Age of business it defined for itself. It is in this way an excellent example of strategic commitment and organizational design from a KM perspective. It is also relatively unique in that most of the literature records KM adoption from a "push" rather than a "pull" perspective.

 

Keywords: Knowledge Management, knowledge creation, organizational learning, knowledge transfer, case study The proper names that are employed in this text are pseudonyms excepting those of the Company founders, the CKO and the Assets Manager All quotes and interview transcripts are authentic, verbatim and have been validated by the Company

 

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Journal Article

Reconsidering the tacit‑explicit distinction — A move toward functional (tacit) knowledge management  pp23-32

Cynthia Jimes, James Lucardie

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

To move beyond the technology focus and adequately embrace knowledge, organisations need a working conceptualisation of knowledge. Within the literature, the dominant conceptualisation converges around the acknowledgement of tacit and explicit types distinctly. This paper argues that a more fundamental approach is necessary. The functional view is a theory on the nature of knowledge that serves as a promising alternative. By placing knowledge within the context of goals and formalisation possibilities, it can help transform organisations from information‑intensive to truly knowledge‑based.

 

Keywords: Knowledge management, tacit-explicit distinction, nature of knowledge, functional view

 

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Journal Article

Reframing the Knowledge Debate, with a little help from the Greeks  pp33-38

Hilary Kane

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

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.

 

Keywords: philosophy, management, knowledge, organisations

 

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Journal Article

Right Questions to Capture Knowledge  pp53-60

Theresia Olsson Neve

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

Existing tools that are used to support the process of transferring tacit knowledge into explicit . knowledge do not support the affection of individuals and their knowledge, but rather data and information processing. A more personalised view of knowledge is required, and a toolbox has been constructed in order to increase the individual's capacity to describe hisher own situation within organisations. This is assumed to motivate the person to contribute with knowledge. An empirical investigation of a prototypical nature has been conducted. The empirical results are positive for eliciting knowledge.

 

Keywords: Knowledge Management, Knowledge Transfer, Motivation, Holism, Knowledge Reuse

 

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Journal Article

Developing an Instrument for Knowledge Management Project Evaluation  pp61-68

Zuhair Iftikhar

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

Many knowledge management (KM) projects have been initiated, some of which have been successes but many have been failures. Measuring the success or failure of KM initiatives is not easy, and in order to do so some kind of measurement process has to be available. There are three points at which evaluation of KM projects can, and should be, done: (1) when deciding whether to start and where to focus, (2) once under way, following up on a project and making adjustments if needed, and (3) when completed, to evaluate the project outcomes. This paper concentrates on the first two areas by developing a general instrument for evaluation of KM projects.

 

Keywords: Knowledge management, Evaluation process, Measurement instrument, Success factors

 

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Journal Article

Special Languages and Shared Knowledge  pp197-212

Rafif Al-Sayed, Khurshid Ahmad

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

The transfer of knowledge between groups of individuals of different levels of expertise and orientation is discussed with reference to the manner in which knowledge is disseminated using the specialist language of a given domain. A prototype system that allows access to knowledge at these different levels, through the automatic construction of keyword indexes, is outlined. The controversial relationship between knowledge and language is the basis of arguments in this paper.

 

Keywords: Knowledge management, knowledge sharing, knowledge diffusion, best practice, terminology management, health care

 

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Journal Article

Issues of Knowledge Management in the Public Sector  pp181-188

Xiaoming Cong, Kaushik V. Pandya

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

The new economy not only poses challenges, but also offers opportunities for both private and public sectors alike. To meet the challenges and take the opportunities, government must take active initiatives to adopt new management tools, techniques and philosophies of the private sector and adapt to its circumstance. Knowledge management (KM) is such an area that needs to be further explored and exploited for its full benefits to be reaped. Key issues, challenges, and opportunities of KM in the public sector need to be addressed and better understood.

 

Keywords: knowledge sharing, NPM, public sector, strategy

 

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