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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Abstract

This work discusses how knowledge gatekeepers' intervention in the process of innovations and technology transfer was developed and applied in the manufacturing, financial and R&D firms in Rwanda and Uganda. The study was based on 150 questionnaires distributed, and used to collect empirical data. Furthermore, 25 interviews were conducted within ten organizations and fifteen well known opinion leaders and recognised experts in the fields concerned by this study. In an examination of the role of gatekeeper of knowledge in knowledge transfer processes the study has found that knowledge gatekeepers maybe individual, a firm, or a department within an organization. Furthermore, individuals working as knowledge gatekeepers must adapt to the recipient culture and knowledge sharing practice if they are to effect change. For technological innovations and knowledge transfer, the study found that the role of gatekeepers can be a multidimensional one, ranging from being trust and relationship builders, ambassadors within and from originating firms to receiving firms, and flag bearers. On the basis of the evidences obtained, the study has found no evidence to suggest that, in a gatekeeper's intervention within the knowledge creation process, there are no evidences that, in case of a firm acting as a knowledge gatekeeper, may necessarily develop asymmetries as well as put in place destructive mechanisms to restrain potential competitors within the sector from developing similar products or that they would necessarily incorporate innovative SMEs in their network who may provide related products to the leading firm. 

 

Keywords: knowledge gatekeeper, innovation, leading firms, knowledge creation, knowledge sharing, culture, Rwanda, Uganda

 

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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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