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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Abstract

Knowledge Management (KM) initiatives are driven by the need to preserve and share knowledge, in particular tacit knowledge that experts have built up in the course of doing their jobs. Such initiatives require key experts to be identified and their knowledge elicited. However, knowledge elicitation generally runs into a number of communication and motivational problems. These are well known in domains such as expert systems but it is only more recently that KM practitioners have become aware of them. Standard KM approaches separate the elicitation and, possibly, encoding of knowledge from its subsequent sharing. This paper outlines an approach where elicitation and transfer, and possibly also creation, are carried out in one process. This involves identifying key experts and stakeholders. These two groups then work together to develop a representation of the experts' domain knowledge. The role of the KM specialist thus becomes one of facilitation rather than elicitation. This approach has a number of advantages. It is more likely to engage the interest of experts and so avoid some of the motivational problems that are commonly encountered in knowledge elicitation. It does not rely on knowledge management specialists who do not share the experts' language, to capture and record their expertise. In particular the approach helps overcome the perceptual biases of domain experts. It is well known that perception is often selective and that judgements can be anchored on false premises. Experts are not immune from these biases but they are more likely to be eliminated as a result of the critical dialogue that occurs between experts and stakeholders using our approach. Our approach has been developed in the course of an action research project with a major engineering company. Staff who worked on a help desk had particular expertise which was of interest to other departments, such as design and production. The research data gathered was necessarily qualitative since the focus of concern was on the richness of transfer achieved. Early results suggest that communication or motivation problems encountered by conventional approaches are avoided and that a richer transfer of knowledge results. In particular it helps to identify and capture relevant tacit knowledge. The resulting representation may also form the starting point for a knowledge base which will be available to a wider community. 

 

Keywords: knowledge elicitation, knowledge creation, knowledge sharing, knowledge transfer, action research

 

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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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