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 7 Issue 1, ECKM 2008 / Apr 2009  pp1‑198

Editor: Roy Williams

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Knowledge Management Paradoxes  pp1‑10

Jan Aidemark

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Firms as Connected, Temporary Coalitions: Organisational Forms and the Exploitation of Intellectual Capital  pp11‑20

Sandra Begley, Michael J Taylor, John R Bryson

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Intellectual Capital and IFRS3: A New Disclosure Opportunity  pp21‑30

Daniel Brännström, Marco Giuliani

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Business Benefits of Non‑Managed Knowledge  pp31‑40

Sinead Devane, Julian Wilson

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Predicting the Influence of Network Structure on Trust in Knowledge Communities: Addressing the Interconnectedness of Four Network Principles and Trust  pp41‑54

M. Max Evans, Anthony K.P. Wensley

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Collaborative Development of Knowledge Representations — a Novel Approach to Knowledge Elicitation and Transfer  pp55‑62

Alexeis Garcia-Perez, Robert Ayres

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The Gatekeepers' Intervention in Innovation and Technological Transfer  pp63‑76

Deogratias Harorimana

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How to Improve Your Knowledge Intensive Organisation: Implementing a Knowledge Management Scan Within Public and Private Sector Organisations  pp77‑86

Hans Koolmees, Henk Smeijsters, Sylvia Schoenmakers

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Model to Support Patent Retrieval in the Context of Innovation‑Processes by Means of Dialogue and Information Visualisation  pp87‑98

Paul Landwich, Tobias Vogel, Claus-Peter Klas, Matthias Hemmje

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Dynamic Knowledge and Healthcare Knowledge Ecosystems  pp99‑110

Virginia Maracine, Emil Scarlat

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InCaS: Intellectual Capital Management in European SME — Its Strategic Relevance and the Importance of its Certification  pp111‑122

Kai Mertins, Wen-Huan Wang, Markus Will

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Uncovering a KMSD Approach from Practice  pp123‑134

Aboubakr A. Moteleb, Mark Woodman

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Value, Kaizen and Knowledge Management: Developing a Knowledge Management Strategy for Southampton Solent University  pp135‑144

S J Rees, H Protheroe

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The Concept of Knowledge in KM: a Relational Model  pp145‑154

Colin Reilly

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The Socratic Dialogue in the Work Place: Theory and Practice  pp155‑164

Dan Remenyi, Paul Griffiths

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Social Networking and the Transfer of Knowledge  pp165‑178

Graeme Smith

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Abstract

For the purpose of this paper, supply chain management is the process of planning, implementing, and controlling the operations as efficiently as possible within the sales and marketing environment. The supply chain spans the tracking of all transactions from the identification of prospective customers; through quote to order conversion; fulfilment; and on to post sales support. As an intense human activity customer supply chains are wholly dependent on knowledge and require social network activity to transfer that knowledge to the point of need in order to reduce process variation. This paper builds upon work undertaken previously by the author, which developed an organisational model of the social interactions affecting knowledge transfer within organisations (Smith et al 2003). This paper also discusses the problems of knowledge location, the ability to share (as well as willingness); the prevention of knowledge attrition through a programme of knowledge definition (codification); knowledge retention; and knowledge transfer across the customer interface. The argument is made that whilst much information is being shared, the knowledge that makes such information useful must also be transferred or new desired outcomes will not emerge. In order to share such knowledge, lessons were learned from three major studies that were carried out in 2004, 2006 and 2007; to determine the extent of failure to transfer knowledge within the sales and marketing supply chain at Ordnance Survey. As a result of these studies, a programme of work was put in place to identify knowledge silos, acting as centres of excellence in the supply chain putting in place a project to preserve and transfer knowledge from these silos, to facilitate learning and reduce knowledge attrition. This paper focuses on empirical evidence from these studies and the impact that this knowledge management project has had on the efficacy of the supply chain to deliver the desired outcomes. 

 

Keywords: knowledge management knowledge transfer social networks supply chain business process management

 

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Balancing Learning and Efficiency Crossing Practices and Projects in Project‑based Organisations: Organisational Issues. The Case History of "Practice Groups" in a Consulting Firm  pp179‑190

Saverino Verteramo, Monica De Carolis

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Dear Diary: Recommendations for Researching Knowledge Transfer of the Complex  pp191‑198

Carol Webb

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