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 5 Issue 2, ICICKM 2006 / May 2007  pp131‑254

Editor: Dan Remenyi

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The Dissemination and Adoption of Knowledge Management Practices Behavioural Model  pp131‑142

Raul M. Abril

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Knowledge Management in the Brazilian Organisational Context: a shift towards the concept of "Ba"  pp143‑152

Rivadávia C. Drummond de Alvarenga Neto

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The paper investigates the theme known as "Knowledge Management" (KM) in three large Brazilian organisations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i) most of what is referred to or named KM is actually "Information Management" (IM) and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organisational context; (ii) a conceptual model or map can be formulated based on three basic concepts: (a) a strategic concept of information and knowledge, (b) the introduction of such strategy in the tactical and operational levels through the several managerial approaches and information technology tools and (c) the creation of an organisational space for knowledge. The main objective is to investigate and analyse the concepts, motivations, practices and results of KM effectively implemented in three large Brazilian organisations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria were observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawingverification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information era. Knowledge as such cannot be managed; it is just promoted or stimulated through the creation of a favourable organisational context, namely "Ba". It was also identified that the main challenges facing organisations committed to KM have its focus on change management, cultural and behavioural issues and the creation of an enabling context that favours the creation, use and sharing of information and knowledge. 


Keywords: knowledge management, strategic information management, enabling context or "Ba", knowledge management conceptual umbrella metaphor, knowledge and information management


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An Insight into Knowledge Flow in Biomedical Engineering Science  pp153‑160

A.A Arntzen-Bechina, C.A.D Leguy

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The Story of Knowledge: Writing Stories that Guide Organisations into the Future  pp161‑172

John P Girard, Sandra Lambert

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Tacit Knowledge Revisited — We Can Still Learn from Polanyi  pp173‑180

Kenneth A. Grant

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Intellectual Capital Management as Part of Knowledge Management Initiatives at Institutions of Higher Learning  pp181‑190

Andrew Kok

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Intangible Assets Identification and Valuation — a Theoretical Framework Approach to the Portuguese Airlines Companies  pp191‑200

Ilídio Tomás Lopes, Ana Maria Gomes Rodrigues

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Comparison of Approaches toward Formalising Context: Implementation Characteristics and Capacities  pp201‑212

William Loyola

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Becoming a "Sense‑and‑Respond" Academic and Government Organisation  pp213‑220

Elisabeth McDaniel, Mary McCully, Robert D. Childs

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An Analysis of Collaborative Group Structure Technological Facilitation from a Knowledge Management Perspective  pp221‑228

Kevin J. O'Sullivan, Syed W. Azeem

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Sharing Knowledge in the Organisation: a Retrospective Analysis and an Empirical Study  pp229‑242

Haris Papoutsakis

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In Search of an Intellectual Capital Comprehensive Theory  pp243‑254

José María Viedma Martí

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