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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Journal Issue
Volume 9 Issue 1, ECKM Special Issue / Mar 2011  pp1‑84

Editor: Eduardo Tome

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Exploring Web 2.0 Applications as a Mean of Bolstering up Knowledge Management  pp1‑9

Thomas Bebensee, Remko Helms, Marco Spruit

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Inter‑generational learning dynamics in universities  pp10‑18

Constantin Bratianu, Adriana Agapie, Ivona Orzea, Simona Agoston

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How to Create Relational Capital In Hospital‑In‑The‑Home Units  pp19‑27

Juan-Gabriel Cegarra-Navarro, Gabriel Cepeda-Carrion, Eva Martínez-Caro, Mª Paz Salmador-Sánchez

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SPF 5 and Limitations to Investing in Knowledge Management  pp28‑36

Scott Erickson, Helen Rothberg

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A Problem Solving Typology of Service Business  pp37‑45

Paavo Ritala, Tatiana Andreeva, Miia Kosonen, Kirsimarja Blomqvist

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Trust‑Building Mechanisms for the Provision of Knowledge‑Intensive Business Services  pp46‑56

Enrico Scarso, Ettore Bolisani

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The LIFE Technique – Creating a Personal Work Profile  pp57‑72

Peter Sharp

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The Changing Role of Knowledge in Companies: How to Improve Business Performance Through Knowledge  pp73‑84

Gaby Neumann, Eduardo Tome

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Abstract

Knowledge is widely accepted as strategic resource in companies, but its developmental potential is often not well exploited. Amongst others this is caused by the wide variety of knowledge management concepts, methods and tools challenging company management in selecting the appropriate measure for the specific company situation and developmental goal. Furthermore, knowledge is directly linked to people and knowledge‑based interventions therefore cannot be successful without reaching the company’s employees and getting them involved in any change processes. Against this background the paper discusses the changing role of knowledge in companies and investigates how knowledge‑based change processes in companies need to be launched and run. Based upon this a methodological framework is proposed in order to help companies in identifying their needs for change and purposefully intervening in their processes and eventually to lend them a hand in managing their human resources, selecting technology or changing the organisation. Conclusions open up the view towards future research still required for achieving the goal of methodologically grounded managerial support and guidelines on how to best intervene in company knowledge. 

 

Keywords: change processes, knowledge-based development, knowledge management maturity, sensitivity modelling

 

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