The Electronic Journal of Knowledge Management publishes perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

The Inertia Problem: Implementation of a Holistic Design Support System  pp319-332

Nicholas Reed, Jim Scanlan, Gary Wills, Steven Halliday

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

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Abstract

This paper describes and reflects on the implementation of a Knowledge Based Holistic Design Support System – termed “HolD” – into a business environment. The paper introduces the rationale and development behind the system, a consciously different approach to traditional knowledge based systems in engineering in order to meet the requirements of a small business, producing bespoke low volume products. Typical knowledge based engineering systems rely on explicitly codified knowledge which often supports product optimisation rather than creative design activities. Such a system would provide little benefit to a business producing bespoke products. Instead, the system presented here, supports the creativity of designers through codified tacit knowledge input by designers as meta‑data for past designs. The problem of individual inertia in adopting the system and sharing knowledge was approached early in the construction of the system. The steps taken to lower user barriers and encourage day‑to‑day use are detailed, including the design of a multi‑stage input process designed to interact at key stages of users' existing processes. The immediate results after a six month trial period are presented and the results show slower than anticipated usage. In particular designers were found to be reluctant to input detailed information beyond common identifying data and did not attempt to seek information from the system. The reasons for this slower usage are discussed and possible solutions presented. The paper therefore provides industrial based evidence of the inertia encountered when implementing a knowledge system and argues that technology alone is insufficient to overcome this inertia.

 

Keywords: engineering design, knowledge based systems, ethnographic study, fixture and tooling, design re-use

 

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Journal Article

Knowledge Management and the Effectiveness of Innovation Outcomes: The Role of Cultural Barriers  pp62-71

Antonio Leal-Rodríguez, Antonio Leal-Millán, José Luis Roldán-Salgueiro, Jaime Ortega-Gutiérrez

© Jan 2013 Volume 11 Issue 1, ECKM 2012, Editor: Dr Juan Gabriel Cegarra and Dr María Eugenia Sánchez, pp1 - 115

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Abstract

In this paper we propose a conceptual model to test the moderating effect of cultural barriers on the link between knowledge strategies and innovation using healthcare organizations. In order to study the tie (knowledge‑innovation) and the effects of the

 

Keywords: knowledge base, innovation outcome, cultural barriers, healthcare organizations

 

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Journal Article

Unitas: Towards a Holistic Understanding of Knowledge in Organisations … A Case Based Analysis  pp143-155

Dr. Rebecca Purcell, Dr. Jamie OBrien

© Aug 2015 Volume 13 Issue 2, Editor: Ken Grant, pp101 - 171

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Abstract

The aim of the paper is to present a holistic framework of knowledge in organizations. The language of duality and opposites dominates much of the knowledge based literature, whereby knowledge and knowing in organizations are framed as an either/ or dis cussion (Schultze and Stabell, 2004). This paper questions the usefulness of continued proliferation of such an approach, given the maturing nature of the field of knowledge management, and the ever increasing implementation of knowledge management acti vities by firms. The paper calls for a more unified interpretation of knowledge in organisations, which reflects the reality of the complex nature of knowledge and knowledge across the multiple levels of the firm. Hence the paper seeks to make a contribu tion by carrying out a multi case study of knowledge and knowing in organisations at multiple levels of analysis (that is at the individual, group and organizational level), with a view to supporting a unified framework on knowledge in organisations. Th e resulting framework is titled, Unitas, a conceptual framework on knowledge in organisations. The research was carried out in four case firms, across two industries, these beingmedical devices and pharmaceuticals. Fifty nine interviews were conducted, in tandem with documentation analysis, and observations. The resulting findings were analyzed using an interpretivist position. The paper concludes that multiple perspectives on organisational knowledge and knowledge activity are evident in the case organis ations at three main levels of analysis, namely the individual, group and organizational levels. The Unitas framework presents four knowledge positions which are all concurrently active in organizations. The main contribution of the Unitas framework on or ganisational knowledge is that it provides a holistic interpretation of knowledge and knowing activity in organizations.

 

Keywords: Organisational Knowledge, Knowledge Based View: Knowledge Strategy, Knowledge Framework, Case Analysis

 

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Journal Issue

Volume 11 Issue 1, ECKM 2012 / Jan 2013  pp1‑115

Editor: Dr Juan Gabriel Cegarra, Dr María Eugenia Sánchez

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Editorial

The Papers in this issue of EJKM were first presented at the European Conference of Knowledge Management.

 

The issue was edited by the Programme Chair Dr Juan Gabriel Cegarra and the Conference Chair Dr María Eugenia Sánchez

 

 


Juan‑Gabriel‑Cegarra   Maria‑Eugenia‑Sanchez
                
  Dr Juan Gabriel Cegarra            Dr María Eugenia Sánchez

 

 

Keywords: global social knowledge management, social software, barriers, distributed teamwork, contextualization, cultural influence, cognitive knowledge, emotional knowledge, knowledge dynamics, microexpressions, negotiations, social capital, familiness, power, experience, innovation, family business, knowledge sharing, theory of planned behaviour, affective commitment and trust, scientific collaboration, collaboratory, knowledge audit, knowledge management, scientific collaboration recommendation, knowledge base, innovation outcome, cultural barriers, healthcare organizations, phase, shipyard, naval industry, relationship, reutilization, internal and external agents, intellectual capital management, ICM, knowledge, biplot, knowledge, knowledge management, knowledge assessment framework, case study, eLoyalty, satisfaction, technology acceptance model, health care, patient, information system success models

 

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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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