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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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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Many organisational gurus highlight the value of oral narrative or storytelling as a catalyst for organisational change or a way to share knowledge. Tomes of articles describe seasoned raconteurs single handedly inciting enormous transformation in organisations. Oxymoronically many written works are describing the power of oral narrative. Surely these printed exposés are themselves motivators for change; so why the continued emphasis on the face‑to‑face storytelling? There is no disputing the fact that oral narrative is a powerful form of communicating; however, it is not always feasible. In fact, there are times when the written word packs a more powerful punch. Often it is simply not possible to catch the ear of a wide audience simultaneously, or even at all. Many people simply will not take time from their busy schedules to listen to stories. Busy executives seem to prefer the written word to the spoken. In these cases, the power of the pen offers a persuasive substitute. This is a tale about such stories in action, each of which seemed to sow the seed of change. Of course, time will be the real test; however, anecdotal evidence seems to support the proposition that well‑written futuristic stories provide an excellent alternative to face‑to‑face oral narrative. At least in these examples, the written story proved to be a motivator for organisational change and an effective way to share knowledge. This paper is about the use of narrative to share knowledge; it is part tutorial and part theory. Building on the foundational knowledge developed by Denning, Snowden, Prusak, and others this paper describes the "how to" of effective storytelling to create and share knowledge within organisations. 


Keywords: storytelling, organisational change, knowledge management


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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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