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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Journal Issue
Volume 6 Issue 2, ICICKM 2007 / Oct 2008  pp1‑116

Editor: Rembrandt Klopper

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Knowledge Management Strategic Alignment in the Gulf Cooperation Council Countries  pp1‑10

Jaflah AlAmmary, Chun Che Fung

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Knowledge Management and Higher Education: A UK Case Study  pp11‑26

Desireé Joy Cranfield, John Taylor

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Abstract

This paper presents the initial findings of a case study conducted at seven Higher Education Institutions within the United Kingdom. The Case Study utilizes Stankosky's Knowledge Management (KM) pillars to enterprise learning — leadership, organization, technology and learning — as a lens to investigate and understand Knowledge Management practices and perceptions within Higher Education Institutions, looking at challenges of implementation within this sector. Higher Education Institutions within the United Kingdom are very complex institutions, with diverse backgrounds, history, culture, resources and missions. The University presents itself in today's knowledge economy with a dichotomy of priorities, one which aims to provide quality teaching and research activity, and the other, to ensure effective and efficient management and administration within an increasingly competitive market. Being a service, non‑profit organization ensures that the values of scholarship remain a very important aspect of its mission; yet, the external environment within which HEIs conduct their business today is rapidly changing, forcing HEIs to reflect on how they do 'business' given the external pressures they face. This case study uses the Grounded Theory methodology to begin to unpack the issues related to the implementation of Knowledge Management within this context. It focuses on two aspects of the case study — the characteristics of universities and academics that hinder or promote the implementation of KM, and the perceptions of Knowledge Management and its challenges for implementation within the HEI sector. Initial findings are presented. 

 

Keywords: knowledge management, UK case study, grounded theory, higher education

 

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One Size Does Not Fit All — Towards a Typology of Knowledge‑Centric Organisations  pp27‑36

Marié Cruywagen, Juani Swart, Wim Gevers

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Information Anxiety: Fact, Fable or Fallacy  pp37‑50

John Girard, Michael Allison

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Aligning Knowledge Management with Competitive Strategy: A Framework  pp51‑60

Paul Griffiths, Dan Remenyi

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Reconsidering Knowledgeƒ And Business Improvement  pp61‑70

Larry Lucardie, Paul Hendriks, Joost van Ham

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On Measuring Organizational Relationships: Threats to Validity in the Use of Key‑Informants  pp71‑82

Haris Papoutsakis

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Mapping Social Networks among Crystallographers in South Africa  pp83‑92

Gretchen Smith

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Knowledge Management Practices and Challenges in International Networked NGOs: The Case of One World International  pp93‑102

J Gretchen Smith, Patricia Mweene Lumba

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The Emergence and Diffusion of the Concept of Knowledge Work  pp103‑116

Hanna Timonen, Kaija-Stiina Paloheimo

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