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

Comparison of Approaches toward Formalising Context: Implementation Characteristics and Capacities  pp201-212

William Loyola

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

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Abstract

Existing relevant literature regarding approaches to context formalisation is analysed in search of a characterisation that explains the links — suggested by knowledge theory of the firm — between knowledge integration capability and common knowledge types. The ontological and the syntactic‑semantic‑pragmatic continuum approaches reveal an extensive description of context, which contributes to the understanding of the knowledge integration process, and to an eventual operationalisation of common knowledge types. This theoretical development opens possibilities for the elaboration of prescriptive models that support the integration of knowledge during routine operations of the organisation.

 

Keywords: knowledge integration, common knowledge, context formalisation

 

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Journal Article

Enhancing the Reusability of Inter‑Organizational Knowledge: an Ontology‑Based Collaborative Knowledge Management Network  pp233-244

Nelson Leung, Sim Kim Lau, Joshua Fan

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

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Abstract

Researchers have developed various knowledge management approaches that only focus on managing organizational knowledge. These approaches are developed in accordance with organizational KM strategies and business requirements without the concern of system interoperation. The lack of interoperability means that heterogeneous Knowledge Management Systems from different organizations are unable to communicate and integrate with one another, this results in limitation to reuse inter‑organizational knowledge. Here, inter‑organizational knowledge is defined as a set of explicit knowledge formalized and created by other organizations. In this research, a collaborative inter‑organizational KM network is proposed to provide a platform for organizations to access and retrieve inter‑organizational knowledge in a similar domain. Furthermore, ontology and its related mediation methods are incorporated in the network. The concept of ontology enables organizations to explicitly represent their knowledge of a specific domain with representational vocabulary in terms of objects and their interrelated describable relationships. Although different organizations may possess their own set of ontologies, the mediation methods that include mapping, merging and integration are capable of reconciling the underlying heterogeneities of ontologies. In this way, it is possible for the participant organizations to reuse inter‑organizational knowledge within the network even though there are fundamental differences among organizations in terms of KMS structures and knowledge formats. The retrieved inter‑organizational knowledge could then be used to support knowledge creating, storing, dissemination, using and evaluation of the organizational KM process. In additional, a selection framework is also proposed to assist organizations in choosing suitable ontology mediation approaches, ranging from mapping approaches, levels of automation, mediation methods to matching techniques. While knowledge engineers could reuse inter‑organizational knowledge to create and evaluate organizational knowledge, general users are benefit from the effectiveness and efficiency in searching for relevant inter‑organizational knowledge within the network.

 

Keywords: knowledge management, ontology, mapping, merging, integration

 

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Journal Article

A Framework for Knowledge Integration and Social Capital in Collaborative Projects  pp267-280

Mamata Bhandar

© Nov 2010 Volume 8 Issue 3, Editor: David O'Donnell, pp267 - 344

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Abstract

Collaborative projects are increasingly common today and such projects require specialized knowledge of the partners to be integrated, therefore posing the challenge of inter‑organizational knowledge integration; integrating diverse knowledge bases across organizations. Studies on knowledge integration and inter‑organizational networks indicate the positive influence of social capital in the context. Since partners in a collaborative project are likely to possess this resource due to their partnership, a knowledge integration view is adopted to conduct an empirical investigation of a three‑partner collaborative project to investigate the influence of social capital. The study shows how the different aspects of social capital influence the knowledge integration behaviour of the partners for the project. Implications to research and practice are discussed.

 

Keywords: social capital, collaborative projects, knowledge integration

 

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Journal Article

Supporting creativity through knowledge integration during the creative processes. A management control system perspective  pp258-267

Maurizio Massaro, Roland Bardy, Michael Pitts

© Jul 2012 Volume 10 Issue 3, ECIC 2012, Editor: John Dumay, pp208 - 278

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Abstract

Organizations require an intensive knowledge integration mechanism that supports creativity within all the phases of its process in order to analyze, understand, select, and integrate ideas into a business model. Management Control Systems, as a part of t he structural capital, can be utilized as knowledge integration mechanisms to provide: i) a dialog among internal or external actors of the creative process; ii) a knowledge repository for data and other information required in the selecting process; ii i) representation of the new ideas into a business model. Using a multi‑method case study, this article analyzes the role of knowledge integration played by Management Control Systems (MCS). Within the perspective of the Levers of Control (Simons, 199 5), MCS are recognized as the sum of belief, boundary, diagnostic and interactive systems that could be used to manage the creative process. We apply the Appreciative Inquiry model of creativity (Cooperrider, Srivastva, 1987) which recognizes four step s: Discovery, Dream, Design, and Destiny. Creativity is then classified based on the problem's characteristic using Unsworth's model (2001) which separates closed and open problems. Results show that in the early phases of the creativity process problem s are more structured and are faced using diagnostic and boundary tools. In the design phase, a dynamic tension between interactive and diagnostic systems is always preferred. The final phase (Destiny) requires diagnostic approaches in all cases. On th is foundation, the paper aims to contribute to the literature on innovation and intangible assets. It is our opinion that the results could also be used by managers and entrepreneurs involved in the creative process in order to improve a companies abilit y to face change.

 

Keywords: management control system, levers of control, knowledge integration

 

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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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Journal Issue

Volume 8 Issue 3 / Nov 2010  pp267‑344

Editor: David O'Donnell

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Keywords: action research, case study, codification and personalization knowledge management strategies, collaborative projects, components of tacit knowledge, critical knowledge factors, design re-use, engineering design, ethnographic study, evidence-based medical practice., explicit and tacit knowledge forms, explicit knowledge, fixture and tooling, knowledge assets management, knowledge based systems, knowledge capital, knowledge integration, knowledge map, nature of tacit knowledge, new product development, organizational culture, performance improvement, research centre, social capital, tacit knowledge,

 

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