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

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

To shape practice act on theories  pp11-22

Matteo Bonifacio, Chiara Zini

© Jul 2005 Volume 3 Issue 1, Editor: Charles Despres, pp1 - 64

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Abstract

Practice based studies have provided rich descriptions of knowledge dynamics. On the other hand, they led to conceptualizations that question the possibility to view knowledge as a resource that can be oriented and shaped by managers. From this perspective, questions such as why an existing community has developed, or how to enable the emergence of a new community, are still unanswered. Such weaknesses are rooted in a tendency to ignore the cognitive motivations (theories) that lead actors to behave in a particular way. As a consequence, we propose that social practice can be explained as the outcome of interlocking cognitive theories and, moreover, that to shape practice, we need to act on theories.

 

Keywords: communities of practice, situated learning, cognition, knowledge management, organizational learning, theory of action

 

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Journal Article

The Success of Virtual Communities of Practice: The Leadership Factor  pp23-34

Anne Bourhis, Line Dubé, Réal Jacob

© Jul 2005 Volume 3 Issue 1, Editor: Charles Despres, pp1 - 64

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Abstract

Contrary to the "one‑fits‑all" approach used in the literature on how to sustain virtual communities of practice (VCoPs), this paper advocates that successful management practices should be contingent upon their basic characteristics. More specifically, this study of eight virtual communities of practice investigates how the actions taken by the communities' leadership teams may influence their success. The results show that decisions regarding the operational leadership of a VCoP are crucial elements to counteract the challenges arising from its structuring characteristics. Among those decisions, the choice and availability of a leader and the support of a coach are shown to be crucial.

 

Keywords: Virtual community of practice, virtual group, leadership, knowledge sharing, organizational learning

 

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Journal Article

The Ambiguous Relationship of Leadership and Intellectual Capital: Understanding how Intellectual Capital is Developed  pp35-44

Author Name

© Jul 2005 Volume 3 Issue 1, Editor: Charles Despres, pp1 - 64

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Abstract

Intellectual Management deals with these interactions between all resources, tangible and intangible to create maximum value. Leadership plays an important role when turning knowledge within an organization into Intellectual Capital. Therefore it is of major interest to consider and evaluate the relationship as well as possible synergies between Intellectual Capital and Leadership to improve organizational processes and performance.

 

Keywords: Knowledge, Intellectual Management, Leadership, Organizational Processes, Measurement

 

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Journal Article

Knowledge Creation and Sharing in a Project Team: An Organizational Analysis Based on the Concept of Organizational Relation  pp97-106

Piero Migliarese, Saverino Verteramo

© Oct 2005 Volume 3 Issue 2, Editor: Charles Despres, pp65 - 138

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Abstract

In today's competitive arena, knowledge and intellectual assets management seems to be the best answer when looking to gain a competitive edge. Furthermore, traditional approaches to knowledge management based on a "single company perspective" are becoming limited; more frequently the problem is to manage "inter‑organizational "collaborations, projects and temporary structures. It is thus necessary to rethink some organizational topics (organizational structures design, personnel involvement and motivation mechanisms etc.) and to review them by introducing suitable and effective modifications with respect to specific knowledge processes. This paper takes the "Organizational Relational Approach" into consideration and applies a method for describing and interpreting the interactions among organizational actors‑ also belonging to different organizations‑ defined as Organizational Relations (OR): the method analyses these relations according to several distinct dimensions: the goals of the OR and the level of sharing for the organizational actors; the organizational rules regulating the behaviour of actors within the OR; the technological and organizational tools supporting the OR; the cultural background associated to the OR. Only when all four dimensions are highly developed is it possible to qualify the existing organizational relations as "rich "or, in this context, as "knowledge intensive" relations. The paper applies the Organizational Relations method of analysis to a successful case study of knowledge transfer from the aerospace field to the health care field. We examined the joint research project carried out by the ASI,‑Italian Space Agency‑ Ferrari DTM and two Italian Orthopaedics Departments. This project has led to the industrial production of an innovative external bone‑setting device. This analysis explains the key factors for success and the effectiveness of the managerial decisions that were adopted. Empirical findings derived from the case study analysis on one hand and results obtained from the application of the Organizational Relational Method on the other have been found to be convergent and this constitutes a good validation of the method used.

 

Keywords: Organizational Relation, Knowledge creation and sharing, Inter-organizational project team management, case study

 

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Journal Article

Organizational Receptivity — Understanding the Inter‑Organizational Learning Ability  pp107-118

Harri Nieminen

© Oct 2005 Volume 3 Issue 2, Editor: Charles Despres, pp65 - 138

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Abstract

The aim of this paper is to discuss which factors can be seen essentially affecting a company's learning ability through its organizational receptivity in inter‑organizational knowledge transfer. This will be done by developing a typology of the factors affecting company's organizational receptivity (and absorptive capacity) of new knowledge in inter‑organizational knowledge transfer. Yet, only after the pre‑conditions for the cooperation are created, it is the individuals' abilities and the organizational culture that can essentially affect the outcome.

 

Keywords: Organizational receptivity, Knowledge transfer, Absorptive capacity

 

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Journal Article

TREEOR Model: An Approach to the Valuation of Intellectual Capital  pp119-128

María Sarabia, José M. Sarabia

© Oct 2005 Volume 3 Issue 2, Editor: Charles Despres, pp65 - 138

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Abstract

Following the biological behaviour of a tree and its growth system, this paper proposes a model of valuation of the Intellectual Capital of an organization based on a variation of the classical Lotka‑Volterra equations system. The proposed model explains the growth of an organization as a consequence of its Intellectual Capital (increment of the surface of the roots), its Knowledge (the consumption of nutritious) and its Learning (fertility of the floor). And based on the proposed model, an example with real data is given.

 

Keywords: Intellectual Capital, Organizational Learning, Knowledge Management, Lotka-Volterra system

 

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