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

Knowledge Management in the Brazilian Organisational Context: a shift towards the concept of "Ba"  pp143-152

Rivadávia C. Drummond de Alvarenga Neto

© May 2007 Volume 5 Issue 2, ICICKM 2006, Editor: Dan Remenyi, pp131 - 254

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Abstract

The paper investigates the theme known as "Knowledge Management" (KM) in three large Brazilian organisations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i) most of what is referred to or named KM is actually "Information Management" (IM) and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organisational context; (ii) a conceptual model or map can be formulated based on three basic concepts: (a) a strategic concept of information and knowledge, (b) the introduction of such strategy in the tactical and operational levels through the several managerial approaches and information technology tools and (c) the creation of an organisational space for knowledge. The main objective is to investigate and analyse the concepts, motivations, practices and results of KM effectively implemented in three large Brazilian organisations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria were observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawingverification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information era. Knowledge as such cannot be managed; it is just promoted or stimulated through the creation of a favourable organisational context, namely "Ba". It was also identified that the main challenges facing organisations committed to KM have its focus on change management, cultural and behavioural issues and the creation of an enabling context that favours the creation, use and sharing of information and knowledge.

 

Keywords: knowledge management, strategic information management, enabling context or "Ba", knowledge management conceptual umbrella metaphor, knowledge and information management

 

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Journal Article

Knowledge Management in the Brazilian Agribusiness Industry: a Case Study at Centro de Tecnologia Canavieira (Sugarcane Technology Center)  pp199-210

Rivadavia Correa Drummond de Alvarenga Neto, Rogério Salles Loureiro

© Jun 2009 Volume 7 Issue 2, ICICKM 2008, Editor: Kevin O'Sullivan, pp199 - 296

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Abstract

Investigates and analyzes "Knowledge Management" (KM) practices effectively implemented in the Brazilian agribusiness industry. The main objective is to investigate and analyze the conceptions, motivations, practices, metrics and results of a KM process in a genuine Brazilian firm. The qualitative research strategy used was the study of a single case with incorporated units of analysis, and two criteria were observed for the judgment of the quality of the research project: validity of the construct and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawingverification. The results confirmed the presuppositions and the firm of the study is a benchmark for a KM process in the context of Brazilian organizations. The conclusions suggest that organizational knowledge cannot be managed, it is just promoted or stimulated through the creation of "Ba"or an enabling context. It was also identified that the main challenges facing organizations committed to KM in Brazil have its focus on change management, cultural and behavioral issues and the creation of an enabling context that favors the creation, use and sharing of information and knowledge.

 

Keywords: knowledge management, strategic information management, enabling context or "Ba", knowledge management conceptual umbrella metaphor, KM in agribusiness

 

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Journal Issue

Volume 7 Issue 2, ICICKM 2008 / Jun 2009  pp199‑296

Editor: Kevin O'Sullivan

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Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems

 

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Journal Issue

Volume 7 Issue 3 / Jun 2009  pp297‑397

Editor: Dan Remenyi

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Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems

 

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