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

Combining Knowledge and Change Management at Consultancies  pp19-32

Péter Fehér

© Jan 2005 Volume 2 Issue 1, Editor: Charles Despres, pp1 - 90

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Abstract

Knowledge is a strategic resource of knowledge‑intensive organisations, its effective management is critical for competitiveness. Choosing any kind of KM approach, organisations has to face changes even introducing, or even developing their KM practice. This paper analyses the relationship between change and knowledge management processes, between change management supporters and KM enablers. The research of consulting companies presents, that neglecting any part of supporters or enablers has negative impact on the whole knowledge management practice.

 

Keywords: knowledge management, change management, knowledge enablers, knowledge-intensive organisations, knowledge management strategy

 

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Journal Article

One Size Does Not Fit All — Towards a Typology of Knowledge‑Centric Organisations  pp27-36

Marié Cruywagen, Juani Swart, Wim Gevers

© Oct 2008 Volume 6 Issue 2, ICICKM 2007, Editor: Rembrandt Klopper, pp1 - 116

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Abstract

Organisations are increasingly turning their attention to the creation and use of knowledge as a strategic resource. Too often however, knowledge management initiatives fail to deliver the competitive advantage expected from a strategic resource. The knowledge management literature is characterised by frameworks for knowledge management implementation which tend to prescribe best‑practice methods to a large range of companies. Although useful, a key weakness of these frameworks is their inability to account for contextual differences. Consequently many organisations attempt to apply a knowledge management framework that simply doesn't fit the organisational context resulting in little or no benefit from their efforts. A shift in focus from best practice to best fit is necessary to account for the difference in organisational contexts. Systems thinking emphasises context as an important element in understanding a system, and five concepts from systems theory are used to define the criteria for establishing a best‑fit approach. A social constructionist approach to the research further affords the opportunity to identify areas of significant variation in knowledge management context and practices within knowledge‑centric organisations. A multi‑method research strategy, comprising cluster analysis and case study research, is proposed to develop insight into the emergence of different configurations of knowledge management capabilities within different organisational contexts. The proposed conceptual framework forms the foundation for building a typology of knowledge‑centric organisations which will enable organisations to choose the most appropriate approach to knowledge management based on their specific context which varies along the dimensions of their knowledge‑orientation, knowledge management intent and knowledge management enactment.

 

Keywords: knowledge management, knowledge-centric organisations, typology, social constructionism, configurational approach, systems thinking

 

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Journal Article

Knowledge Management Practices and Challenges in International Networked NGOs: The Case of One World International  pp93-102

J Gretchen Smith, Patricia Mweene Lumba

© Oct 2008 Volume 6 Issue 2, ICICKM 2007, Editor: Rembrandt Klopper, pp1 - 116

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Abstract

This paper is based on the outcomes of a study that explored the knowledge management practices and challenges in an international NGO network. The investigation constituted comparative case studies of two centres (one in Zambia and the other in the Netherlands) belonging to a single international network. An empirically grounded framework of knowledge management practices based on the taxonomy proposed by Holsapple and Joshi was utilised as the reference framework for the study. The framework provided guidelines to characterize factors that influence organizational knowledge management; knowledge manipulation activities (processes) and organizational knowledge resources. The results of the empirical study confirm that a variety of factors affect knowledge management behaviours in an organization. These factors include managerial and internal controls such as management styles and incentives for knowledge creation and sharing; resource influences; and environmental influences relating to an organization's culture and the needs of partner organizations. The study highlights important variation in diversity, gaps and perceptions in managing knowledge between centres in the network that are based in Europe and Africa. This is despite significant communality in knowledge management processes and infrastructures. The results further show that institutionalization of knowledge management practices within a network seem to enable or constrain knowledge management at centre and network level. Recommendations are proposed to improve knowledge management practices at local and international level and include enhanced technical and advisory services at international level; capacity building; creating greater awareness of knowledge management; decentralization of knowledge management processes; implementation of a knowledge management strategy at network level and improving relationships between centres. The authors conclude that networked NGO's and specifically OWI could operate more efficiently and incrementally enhance service provision by leveraging their knowledge resources more effectively. It is in this light that knowledge management practices should be examined in NGOs and particularly networks with their complex structures and attendant reoccurring and unavoidable problems.

 

Keywords: non governmental organisations, NGOs, networks, development, knowledge management, Zambia, Netherlands

 

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Journal Article

Intellectual Capital (IC) in Financial Services Organisations: Is It Possible to Make It Socially Responsible?  pp268-278

Piotr Wiśniewski

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

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Abstract

Financial companies worldwide are blamed for having precipitated the gravest global economic meltdown since the Great Depression of the 1930s. While the aftershocks of the last turmoil are still palpable and some observers prophesy that another sharp econ omic downturn might be in the offing … global policymakers, analysts, researchers and the public at large ruminate how to redress the balance of powers to ensure socially sustainable financial and macroeconomic growth. This paper reviews the expansion of worldwide financial industries relative to real economies (financialisationŽ), exemplifies its social ramifications and indentifies the root causes of socially disruptive innovation undertaken in financial institutions. Finally, the paper highlights th e prerequisites of social equilibria in financial organisations, of which most are endogenous in nature.

 

Keywords: intellectual capital, innovation, financial organisations, financial industry, social responsibility

 

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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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