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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Information about the European Conference on Knowledge Management (ECKM) is available here.

For info on the International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (ICICKM), click here
Information about the European Conference on Intellectual Capital (ECIC) is available here
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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

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

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

Developing Systems to Support Organisational Learning in Product Development Organisations   pp167-180

Brian Donnellan

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

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Abstract

There are aspects of New Product Development (NPD) business processes that pose particularly difficult challenges to Organizational Learning systems. Short product and process life cycles compress the available time window for recouping the expenses associated with product development. Cross‑functional collaboration in product development organizations requires the merging of knowledge from diverse disciplinary and personal skills‑based perspectives. Cross‑institutional collaboration leads a requirement for knowledge to be combined from participants across multiple collaborating organizations. Transient existence in teams and high turnover results in a reduction in organizational knowledge unless there is a repository for knowledge rather than a dependence on knowledge which is situated in the minds of individuals. High rates of change in turbulent industries, such as electronics, motivates participants in NPD processes to effectively overcome these Organizational Learning challenges. The potential payoff includes time saved by not repeating mistakes and reuse of knowledge that leads to successful products and processes. IS research has paid little attention to NPD processes despite the fact that some IS appears to have the potential to have an impact in that area. Recent research completed by these researchers in Analog Devices Inc identified Organizational Learning challenges encountered by engineering teams in product development. This paper will report on these challenges and will describe how systems were developed to support organizational learning to support the product development process.

 

Keywords: Organizational Learning, New Product Development, Knowledge Management, Knowledge Management Systems

 

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Journal Article

Case‑Based Reasoning as a Technique for Knowledge Management in Business Process Redesign  pp89-100

Selma Limam Mansar, Hajo A. Reijers, Farhi Marir

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

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Abstract

Business Process Redesign (BPR) helps rethinking a process in order to enhance its performance. Practitioners have been developing methodologies to support BPR implementation. However, most methodologies lack actual guidance on deriving a process design threatening the success of BPR. In this paper, we suggest the use of a case‑based reasoning technique (CBR) to support solving new problems by adapting previously successful solutions to similar problems to support redesigning new business processes by adapting previously successful redesign to similar business process. An implementation framework for BPR and the CBR's cyclical process are used as a knowledge management technical support to serve for the effective reuses of redesign methods as a knowledge creation and sharing mechanism.

 

Keywords: Business process redesign, Case-based management, Workflow, Best practices, Knowledge management

 

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Journal Article

Towards Understanding KM Practices in the Academic Environment: The Shoemaker's Paradox  pp67-74

Gary R Oliver

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

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Abstract

One area of omission in knowledge intensive studies is within higher educationresearch where there is the virtuous circle of teaching, research and consulting professional work. Using a model adapted from Handzic (2001) and a survey modified from Arthur Andersen (1998) the perceived importance and perceived implementation to faculty members is explored. The discrepancy between results of the two forced the researchers to confront their own biases. Guidance was sought from ethnographic accounts which allowed allows the researcher to state personal feelings in a confessional accompaniment to the formal findings.

 

Keywords: Knowledge management processes, Organisational environment, Knowledge management technologies Confessional ethnography

 

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Journal Article

Achieving Closure Through Knowledge Management Strategy  pp9-17

Duncan Shaw, John S. Edwards, Brad Baker, Paul M. Collier

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

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Abstract

Case studies of knowledge management practices are often conducted in organizations where the aim is to manage knowledge for future operational improvements. What about knowledge management for organizations with limited life‑spans that are preparing for closure? Such organizations are not common but can benefit from knowledge management strategy. This case study concerns the knowledge management strategy of an organization that is preparing for its final phase of operations. We facilitated two group workshops with senior managers to scope a strategy, following which the organization initiated a set of projects to implement the resulting actions. This paper reviews their implemented actions against those designed in the workshop to shed light on knowledge management in this uncommon situation.

 

Keywords: strategy knowledge management limited life-span implementation evaluating group workshops

 

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