The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Knowledge Management in Small and Medium Architecture, Engineering and Construction Firms in Turkey  pp155-169

Burcu Balaban-Ökten, Selin Gundes

© Sep 2018 Volume 16 Issue 2, The Management of IC and Knowledge “in action”, Editor: Dr Maria Serena Chiucchi and Dr Susanne Durst, pp73 - 186

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This paper explores the extent to which small medium Architecture, Engineering and Construction firms (AEC) in the construction sector implement knowledge management (KM) approaches. Using data from semi‑structured interviews of twenty‑eight AEC firms operating in the construction sector, KM needs and challenges are analyzed and discussed. Breakdown of SME’s into micro, small and medium sub‑categories reveals that the management of, in particular, tacit knowledge becomes complicated as firms grow in size. Results show that microenterprises to a great degree do not experience problems in the effective management of knowledge due to the organizational context where owner managers retain total control of the business. The most significant problem areas in the small and medium categories, on the other hand, emerge during conversion of tacit knowledge into explicit, followed by the unorganized storing of digital folders by employees and in accommodating heavy e‑mail traffic. Thus, best practices aligned with the needs of firm size are recommended.


Keywords: Knowledge Management, Construction sector, Turkey, Firm size, SMEs.


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Journal Article

Knowledge Management Discipline: Test for an Undergraduate Program in Turkey  pp627-636

Mustafa Sagsan

© Jan 2010 Volume 7 Issue 5, Editor: Kimiz Dalkir, pp535 - 662

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This study aims to explain the theoretical aspect of KM in order to construct a new undergraduate program. Knowledge management as a discipline plays a crucial role at the undergraduate level in universities. Firstly, it is needed to create a common terminology from which the scholars can establish programs. Secondly, a set of sciences are needed. These two stages will allow us to redefine the knowledge management discipline from an interdisciplinary perspective that is based on four fundamental paradigms: (1) technological, (2) socio technical, (3) inter intra organizational and (4) humanist paradigm. This will allow us to have an opportunity to improve the common terms, which we can establish the knowledge management undergraduate programs from. In addition, the practical perspective of this study will be tested in Turkish universities, which have knowledge management undergraduate programs, which will enable us to suggest a new sample for how knowledge management undergraduate degree programs should successfully be constructed in Turkey.


Keywords: Knowledge Management, paradigm, discipline, academic education, undergraduate degree program in Turkey


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Journal Issue

Volume 7 Issue 5 / Dec 2009  pp535‑662

Editor: Kimiz Dalkir

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The 9th ICICKM conference, held at McGill University in Montreal, Quebec, Canada, was well attended by participants representing over 20 different countries. The international flavor of the conference continues to ensure a diverse range of papers as well as opportunities for valuable networking. As with all ICICKM gatherings, researchers, practitioners and students of KM were brought together to discuss the KM crossroads we find ourselves at in the year 2009.

Some of the key issues that emerged from the two days included a consensus that KM has evolved so we no longer need to convince people it is needed. We now need now to know how to “do KM” – that is, how to implement knowledge management in organizations in a more informed manner. In particular, the need for more how‑to guides, detailed rules, good validated practices and an overall quasi‑standard approach to KM implementation were noted as priority needs for the KM community. In addition, particular guidance is required concerning the KM teams (who should do what?) and how best to address tacit knowledge. Other issues concerned the specific components that should be present in a KM workspace and how this workspace can address the needs of different users who need to accomplish different sorts of tasks

While participants felt that we still have to convince some senior managers, we now also need to better address how to align KM processes so as to not create overhead. For example, what is the impact of KM on other parts of the organization such as training and IT units? How can we change peoples’ behaviours and how they think about the work they do? What are the new skills/competencies needed? How can they acquire them? How to integrate KM into business processes? How to integrate KM roles within existing jobs?

The good news is that the discipline and practice of KM has evolved – the bad news is that we still have a long way to go. The focus is now on how to do KM well. Educators need to focus on student competencies, skills and roles and responsibilities. Researchers need to focus on more evidence‑based and theory‑based KM. Practitioners need to focus on feedback from users and best practices.

The collection of papers in this special conference edition address the multitude of issues we currently face, and will continue to face, in the future. There is an excellent mix of practical case studies, practical tools such as intellectual capital measurement models in addition to more conceptual and theoretical approaches to solving crucial KM problems.


Keywords: academic education, avatars, ba, BRIC, competitive intelligence, complexity of choice, creative destruction, decision-making, developing countries, discipline, emerging markets, experiment, financial crisis, group interaction, growth drivers, human capital, Indian economy, Information Technology sector, intangible assets, Intellectual capital, intellectual value, KM in interconnected power systems, Knowledge Active Forgetting (KAF), knowledge capital, knowledge management implementation, management support systems, measurement, methods of assessment, paradigm, SET KM model, stakeholders, strategy, sustainable competitive advantage, technology, theoretical framework, UK car manufacturing industry, undergraduate degree program in Turkey, unlearning, virtual environments


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