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

Social Networking and the Transfer of Knowledge  pp165-178

Graeme Smith

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

For the purpose of this paper, supply chain management is the process of planning, implementing, and controlling the operations as efficiently as possible within the sales and marketing environment. The supply chain spans the tracking of all transactions from the identification of prospective customers; through quote to order conversion; fulfilment; and on to post sales support. As an intense human activity customer supply chains are wholly dependent on knowledge and require social network activity to transfer that knowledge to the point of need in order to reduce process variation. This paper builds upon work undertaken previously by the author, which developed an organisational model of the social interactions affecting knowledge transfer within organisations (Smith et al 2003). This paper also discusses the problems of knowledge location, the ability to share (as well as willingness); the prevention of knowledge attrition through a programme of knowledge definition (codification); knowledge retention; and knowledge transfer across the customer interface. The argument is made that whilst much information is being shared, the knowledge that makes such information useful must also be transferred or new desired outcomes will not emerge. In order to share such knowledge, lessons were learned from three major studies that were carried out in 2004, 2006 and 2007; to determine the extent of failure to transfer knowledge within the sales and marketing supply chain at Ordnance Survey. As a result of these studies, a programme of work was put in place to identify knowledge silos, acting as centres of excellence in the supply chain putting in place a project to preserve and transfer knowledge from these silos, to facilitate learning and reduce knowledge attrition. This paper focuses on empirical evidence from these studies and the impact that this knowledge management project has had on the efficacy of the supply chain to deliver the desired outcomes.

 

Keywords: knowledge management knowledge transfer social networks supply chain business process management

 

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Journal Article

The Global Knowledge Management Framework: Towards a Theory for Knowledge Management in Globally Distributed Settings  pp93-109

Jan Pawlowski, Markus Bick

© Jan 2012 Volume 10 Issue 1, ECKM 2011, Editor: Franz Lehner, pp1 - 109

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Abstract

Our paper introduces the Global Knowledge Management Framework (GKMF) which describes components and influence factors of knowledge management in globally distributed settings. The framework identifies the key aspects when designing knowledge management p

 

Keywords: global knowledge management, internationalization, global knowledge management framework, knowledge management processes, culture, knowledge management theory, process management

 

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Journal Article

ADIIEA: An Organizational Learning Model for Business Management and Innovation  pp104-113

John Lewis

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp89 - 160

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Abstract

Abstract: This paper introduces the Innate Lesson Cycle (ADIIEA) as a uniting and integrated framework for business process operations and organizational learning. Thus far, the Knowledge Management (KM) and Organizational Learning (OL) movements ha ve tried to teach OLŽ to organizations as an add‑onŽ while assuming that current business models are sound. Instead, we find that current business models are based on industrial age factory process work, and fail to keep up with the learning and innovat ion demands of the knowledge economy. This paper suggests that these current business models be replaced, not complimented, with a learning‑based model. In the epistemological formulation of this learning model, ADIIEA is compared with the SECI model, and its underlying assumptions about tacit and explicit knowledge as appropriate foundational underpinnings are challenged. Instead of a nounŽ approach to knowledge foundations (tacit and explicit knowledge), a verbŽ approach (questioning, reflective, a nd reactive modes) to knowledge foundations is illustrated to be appropriately compared to required business process operations. Additionally, this approach is shown to be epistemologically aligned with the fundamental symbols of language, where we unive rsally find the question mark, period, and exclamation point, respectfully. From this verb‑based foundation, several applications of ADIIEA are then illustrated to address current issues found in education, business processes, policy‑making, and knowledge systems.

 

Keywords: Keywords: organizational learning, epistemology, theory of knowledge, process management, innovation, knowledge creation, questioning

 

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