The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 9 Issue 2, ICICKM 2010 special issue / Apr 2011  pp85‑180

Editor: W.B. Lee

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Building a Knowledge Management Model at Brazil's Embrapa (Brazilian Agricultural Research Corporation): Towards a Knowledge‑Based View of Organizations  pp85‑97

Rivadavia Correa Drummond de Alvarenga Neto, Job Lucio Gomes Vieira

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Knowledge Audit with Intellectual Capital in the Quality Management Process: An Empirical Study in an Electronics Company  pp98‑116

Percy Chi Wai Chan, W.B. Lee

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Knowledge Management, an Enduring but Confusing Fashion  pp117‑131

Ken Grant

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The Formulaic and Embryonic Dimensions of Knowledge Management Strategy: A Social Practice Perspective  pp132‑138

Yassaman Imani

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Implementing Knowledge Through Development Projects  pp139‑148

Erik Laursen

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The main objective of this article is the implementation of knowledge in organizations, taking place in the context of development projects. Some of the issues discussed are: What kind of learning conditions do the development projects have to offer? What are the causes and consequences of different levels of engagement from the staff in the projects? Why is often so difficult to transfer what is learned or implemented by the organization during the projects to the everyday activities of the organization after the finishing of projects? In the article a typology of development projects is presented and discussed as different ways of framing the organizational learning processes. The article is based on an empirical study of four organizational development projects (covering the organizations as a whole) run by four Danish upper secondary schools(“gymnasium”). The study included questionnaires as well as interviews with the management and staff, plus a survey of selected written materials and documents . In the various ways in which different groupings among the staff and the management are relating to the project are described. A special focus is set on the different perspectives on the projects established by the staff and the management and how the perspectives have consequences on the actual learning outcomes of the different groups in the organization. Another issue is the weak links between what is experienced by the staff as ‘ordinary problems’ his objectives and goals of the development projects. The theoretical frame of analysis has references to the ‘outside‑in’ perspective on organizational learning, presented by the neo‑institutional theory (Scott 1995 DiMaggion& Powell 1983, Czarniawska & Sevon 2005, Røvik 2007) Nanoka and Takeuchis model of knowledge transformations in organizations (Nonaka & Takeuchi 1995) and of the forms of the knowledge), Argyris and Ellström’s distinction between the learning modes of correction and development (Ellström 2001, Argyris 1992). 


Keywords: organizational learning, development projects, implementation of knowledge, organizational concepts


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Key Performance Indicators Metrics Effect on the Advancement and Sustainability of Knowledge Management  pp149‑154

Mohamed Rabhi

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Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness  pp155‑167

Cheng Ling Tan, Aizzat Mohd Nasurdin

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Academic Vocational Training: Bridging the gap Between Educational Space and Work Space  pp168‑180

Soren Willert, Hanne Dauer Keller, Nikolaj Stegeager

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