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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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intellectual Capital (ECIC) is available here
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Journal Issue
Volume 5 Issue 4 / Dec 2007  pp347‑550

Editor: Charles Despres

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Knowledge Work Practices in Global Software Development  pp347‑356

Gabriela Avram

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Intellectual Capital and Organizational Performance: an Empirical Study of the Pharmaceutical Industry  pp357‑362

Alka Bramhandkar, Scott Erickson, Ian Applebee

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From Individual Learning to Organizational Learning  pp363‑372

Delio Ignacio Castaneda, Manuel Fernández Rios

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Tacit Knowledge Elicitation and Measurement in Research Organisations: a Methodological Approach  pp373‑386

Alexeis Garcia-Perez, Amit Mitra

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Competence Matters More than Knowledge  pp387‑398

A G Hessami, M Moore

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Managing Structural Diversity: the Case of Boundary Spanning Networks  pp399‑410

Eli Hustad

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Folksonomies, Collaborative Filtering and e‑Business: is Enterprise 2.0 One Step Forward and Two Steps Back?  pp411‑418

Kevin Johnston

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A Model of Antecedents of Knowledge Sharing  pp419‑426

Radwan Alyan Kharabsheh

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A Consistent Assessment of Intellectual Capital in SMEs InCaS: Intellectual Capital Statement — Made in Europe  pp427‑436

Kai Mertins, Markus Will

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How to Ensure the Quality and Reliability of Intellectual Capital Statements?  pp437‑448

Kai Mertins, Wen-Huan Wang, Markus Will

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Knowledge and Life Cycle of an Organization  pp449‑452

Zygmunt Mietlewski, Ryszard Walkowiak

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Building a Taxonomy for Understanding Knowledge Management  pp453‑466

Kun Nie, Tieju Ma, Yoshiteru Nakamori

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Knowledge Management: Turning Intangible Assets into Feasibility in the Automotive Sector  pp467‑476

Lourdes Sáiz, Ana Maria Lara, Roberto Alcalde

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Knowledge Management for Virtual Reality Applications in a Home Rehabilitation Virtual Network  pp477‑486

Emil Scarlat, Virginia Maracine, Adriana Nica

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MaKE First Steps — How a Definition of Knowledge Can Help your Organisation  pp487‑496

Peter Sharp

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Knowledge Maps and Mathematical Modelling  pp497‑504

Tomas Subrt, Helena Brozova

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Exploration of Knowledge Sharing Challenges in Value Networks: a Case Study in the Finnish Grocery Industry  pp505‑514

Hanna Timonen, Jari Ylitalo

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Does Intellectual Capital Management 'Make a Difference'? A Critical Case Study Application of Structuration Theory  pp515‑526

John A. Tull, John C. Dumay

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Integrating Individual and Organisational Learning Initiatives: Working Across Knowledge Management and Human Resource Management Functional Boundaries  pp527‑538

Christine van Winkelen, Jane McKenzie

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Abstract

Knowledge management initiatives enable an organisation to learn from its successes and mistakes. The nature of knowledge and learning processes means that in seeking to improve the way the organisation learns, knowledge management also has to pay attention to the learning of individuals. In most organisations, other functional specialists also have responsibility for individual learning. This exploratory qualitative research has examined the ways that planned learning initiatives generated by knowledge management and human resources management functions can be integrated more effectively. A survey of the planned individual and organisational learning activities and processes in ten large organisations was undertaken. Eleven examples of initiatives that integrate individual and organisational learning were also identified from within these organisations. These were evaluated and the issues associated with implementation explored through an expert panel and interview process with knowledge managers and human resource managers. Factors that positively influence integration were found to include widespread recognition of the business value of both individual and organisational learning, high level sponsorship that acts as a bridge across functional boundaries and line managers adopting an integrating approach to learning in managing their people and the tasks they undertake. Factors that negatively impact the adoption of an integrated approach were found to include the lack of mechanisms to coordinate across functions and a culture in which functional managers feel unable to change practices. This research has generated a model that appears to be useful in organising the analysis of the planned learning initiatives that are being undertaken by different functions. Together with the examples of integration and its enablers and barriers, knowledge managers and human resource managers can use this to proactively move forward with a more "joined up" approach to learning. 

 

Keywords: knowledge management, human resources management, individual learning, organisational learning

 

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Intangible Assets: Importance in the Knowledge‑Based Economy and the Role in Value Creation of a Company  pp539‑550

Dmitry Volkov, Tatiana Garanina

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