The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 18 Issue 2 / Apr 2020  pp91‑197

Editor: Eduardo Tome

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Award‑Winning Organizations: How Outstanding Organizations Manage the Registration, Access and use of the Knowledge of Employees  pp91‑104

Ragna Kemp Haraldsdóttir

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On Work Relevance of Adult Education: A Case Study Narrative  pp105‑120

Tone Vold, Hanne Haave, Aristidis Kaloudis

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Knowledge Geography for Measuring the Divergence in Intellectual Capital of Russia  pp121‑135

Andrey S. Mikhaylov, Anna A. Mikhaylova, Vivek K. Singh, Dmitry V. Hvaley

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The Status quo of Knowledge Management and Sustainability Knowledge  pp136‑148

Beate Klingenberg, Helen N. Rothberg

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The United Nations (UN) 2030 agenda for sustainable development issues an urgent call to transition to sustainable business models and life styles. Outlining seventeen concrete sustainable development goals (SDGs), organizations and individuals are encouraged to actively participate (United Nations, 2015). However, as of the 2019 report on the SDGs, progress is slow. Organizations that aspire to be economically viable as well as socially and environmentally responsible global citizens, need to understand what sustainability means and how to institutionalize its principles. This paper posits that some of the underlying reasons for slow progress are lack of full understanding of the required knowledge and its systemic nature, as well as potentially insufficient knowledge management processes. It proposes that sustainability knowledge learning should include three “DCA” steps: 1) What to know: identify which knowledge is needed (DEFINE); 2) How to learn : develop strategies to identify sources and learning strategies for the requisite sustainability knowledge (COLLECT); 3) How to use sustainability knowledge: develop knowledge management practices that enable absorption and institutionalization (ACT). Comparing the DCA model to other sustainability knowledge management models reveals that internal processes are emphasized (ACT). Fewer models consider the second step, COLLECT. The necessity to identify knowledge needs, DEFINE is almost entirely absent. Given the complex nature of sustainability knowledge, it appears that currently, knowledge management practices may be inadequately designed to support organizations in their transformational change towards sustainability and in the development of required stakeholder partnerships. Said systemic nature is also ill reflected in knowledge management research for sustainability. Further limiting is a lack of a clear definition of sustainability knowledge. This paper is a call for research to establish a clear view of what sustainability knowledge is, and based on that, a more detailed development of effective knowledge management strategies. 


Keywords: sustainable development goals (SDG), sustainability knowledge, sustainable development knowledge, knowledge management process, systems thinking, learning process


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Knowledge Acquisition and Meaning‑making in the Participatory Budgeting of Local Governments  pp149‑160

Evandro Bocatto, Eloisa Perez-de-Toledo

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Alive by Meeting: A Solution to the Paradox of Meetings Based on the Pyramid of New Collaboration  pp161‑171

Marco Bettoni, Eddie Obeng

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Knowledge Sharing Barriers in Russian Universities’ Administrative Subdivisions  pp172‑184

Evgeny Blagov, Alena Begler, Anastasiia Pleshkova

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The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study  pp185‑195

Ettore Bolisani, Antonella Padova, Enrico Scarso

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Editorial for EJKM Volume 18 Issue 2  pp196‑197

Eduardo Tome

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