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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Abstract

This paper proposes that knowledge cannot be effectively managed, rather that people are so complex and the knowledge they acquire so varied and, even in a room where everyone is being taught the same knowledge, uptake is so disparate that to truly manage what an individual knows is impossible. An effective alternative which allows people to maximise their knowledge (even the bits we might not know they know) is to measure the outputs of an individual: what they achieve. The case study in this paper illustrates one innovative company's design to maximise the knowledge of their employees and how the management‑less structure they recently adopted has had a profound effect on the engagement of their workforce — in their work and on their profitability. The argument will critique the theory of knowledge transfer as the movement of a body of knowledge from one place to another. Additionally it confronts the misuse of the work of Polanyi where theorists have crudely bunched together notions of understanding and the hidden aspects of our knowledge under the title 'tacit' knowledge and juxtaposed these with 'explicit' knowledge, which refers to documented and shared knowledge within an organisation. This paper promotes an approach that follows Coverdale's (psychologist) idea that getting things done by developing skills as opposed to focusing on traditional knowledge management is the premise of the company's success. The anthropological notion of cultural memes is explored, and the idea of agency will be introduced as a useful concept in acknowledging the potential of individuals to unleash their knowledge. The case study presented here is from empirical ethnographic research within a company in the South West. The company has transitioned from a traditionally managed SME with a hierarchical structure, to a de‑centred model for workplace where each individual within the company is responsible for what is essentially like their own mini company within the larger one. The company data (quantitative) from before these changes were introduced compared to the data now (on aspects such as Quality, Delivery and Profitability) tell a remarkable story about the effects of management and organisational structure on individual performance and commercial profitability. It would seem that the best results commercially and in individual competency so far point to a counter‑intuitive, hands‑off approach to KM within an organisation. They point to what is in fact the non‑management of knowledge in the sense that knowledge will not be prescribed or transferred from one person to another, but rather drawn out of the individual. 

 

Keywords: knowledge management, outcomes and application, reification, cultural memes, agency, innovation

 

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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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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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