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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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intellectual Capital (ECIC) is available here
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Journal Issue
Volume 7 Issue 5 / Dec 2009  pp535‑662

Editor: Kimiz Dalkir

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Design of Sustainable Development: Intellectual Value of Large BRIC Companies and Factors of their Growth  pp535‑558

Elvina Bayburina, Tatiana Golovko

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Intellectual Capital in Tech Industries: a Longitudinal Study  pp559‑566

Scott Erickson, Helen Rothberg

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What is the Value of Knowledge Management Practices?  pp567‑574

Fahmi Ibrahim, Vivien Reid

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Intellectual Capital Disclosures: the Search for a new Paradigm in Financial Reporting by the Knowledge Sector of Indian Economy  pp575‑582

Mahesh Joshi, Dharminder Singh Ubha

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Evaluating Knowledge Management Performance  pp583‑592

Clemente Minonneand Geoff Turner

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Knowledge Management Implementation: a Process Design Proposition at Brazil's ONS (National Operator of the Interconnected Power System)  pp593‑604

Rivadávia Correa Drummond de Alvarenga Neto, Renato Rocha Souza, Jairo Gomes Queiroz, Hermes Chipp

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Let's Learn Unlearning: How Top Managers Conceive and Implement Knowledge Active Forgetting  pp605‑614

Mehdi Bagherzadeh Niri, Mohammad Hosein Rezazade Mehrizi

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Abstract

Regarding the influential role of top managers in the process of unlearning, the main question in this paper is "how top managers understand and approach unlearning" in their managerial activities. Toward this aim, based on several case studies with top managers who have recently been involved in the process of knowledge based changes, we realized that top managers are more apt to focus on technical and concrete types of knowledge such as knowledge which resides in systems and procedures. Moreover, among all different possible approaches toward unlearning, they mainly make sense of this it as a process of "pushing by new knowledge", and "abandoning old knowledge" that both of them are radical approaches toward unlearning. The main lesson drawn in this study is that researchers who interact with managers in their inquiry about unlearning must be aware about the natural orientations of top managers and how this might affect the validity of their field inquiry. Above all, the insights gained in this study shows that field study about unlearning based on the opinions of managers is easy to start with, as managers can make sense about this process easily, but is difficult to focus on, because managers easily shift from unlearning old knowledge to learning new knowledge in their thoughts. 

 

Keywords: Knowledge Management, KM, Knowledge Active Forgetting, KAF, creative destruction, unlearning

 

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Perceptions on Complexity of Decisions Involved in Choosing Intellectual Capital Assessment Methods  pp615‑626

Agnieta Pretorius, Petrie Coetzee

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Knowledge Management Discipline: Test for an Undergraduate Program in Turkey  pp627‑636

Mustafa Sagsan

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An Experimental Comparison of 3D Virtual Environments and Text Chat as Collaboration Tools  pp637‑646

Andreas Schmeil, Martin Eppler, Mattia Gubler

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Activities and Outputs of a Clinical Faculty: an Intellectual Capital Concept Map  pp647‑662

Belinda Wilkinson, Clare Beghtol, Dante Morra

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