Introducing Knowledge Management as Both Desirable and Undesirable ProcessesFrank Land (London School of Economics and Political Science, UK), Urooj Amjad (London School of Economics, UK) and Sevasti-Melissa Nolas (London School of Economics, UK)
Copyright © 2011.
9 pages.
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DOI: 10.4018/978-1-59904-931-1.ch045
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MLA
Land, Frank, Urooj Amjad and Sevasti-Melissa Nolas. "Introducing Knowledge Management as Both Desirable and Undesirable Processes." Encyclopedia of Knowledge Management, Second Edition. IGI Global, 2011. 473-481. Web. 25 Jul. 2014. doi:10.4018/978-1-59904-931-1.ch045
APA
Land, F., Amjad, U., & Nolas, S. (2011). Introducing Knowledge Management as Both Desirable and Undesirable Processes. In D. Schwartz, & D. Te'eni (Eds.) Encyclopedia of Knowledge Management, Second Edition (pp. 473-481). Hershey, PA: Information Science Reference. doi:10.4018/978-1-59904-931-1.ch045
Chicago
Land, Frank, Urooj Amjad and Sevasti-Melissa Nolas. "Introducing Knowledge Management as Both Desirable and Undesirable Processes." In Encyclopedia of Knowledge Management, Second Edition, ed. David Schwartz and Dov Te'eni, 473-481 (2011), accessed July 25, 2014. doi:10.4018/978-1-59904-931-1.ch045
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  | | TopAbstractKnowledge management (KM), as a topic for academic research and practical implementation, has had a short history dating back only to the early 1990s. Due to knowledge management’s recent debut as we know it, it is not surprising that much of the writing and research on the subject is controversial. In this article we note the need of a critical awareness of desirable and undesirable shades of knowledge management processes (Land, Nolas, & Amjad, 2005). TopComplete Chapter List
Search this Book:
Reset Chapter 1 Tom Butler
Under the influence of Enlightenment epistemological thought, the social sciences have exhibited a distinct tendency to prefer deterministic1...
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Anti-Foundational Knowledge Management
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Chapter 2 Leon Sterling
In our social world, an agent is a person that performs some task on your behalf. This concept of agent has existed for thousands of years. For...
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Applying Agents within Knowledge Management
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Chapter 3 Scott Paquette
In recent years, the field of knowledge management has built a large foundational research base concentrating on the identification, acquisition...
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Applying Knowledge Management in the Environmental and Climate Change Sciences
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Chapter 4 Kam Hou Vat
This article investigates an organizational approach to knowledge sharing (Ludema, Whitney, Mohr, & Griffin, 2003; Thatchenkery, 2005) based on the...
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Appreciative Sharing for Organizational Knowledge Work
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Chapter 5 David Schwartz
Defining and understanding knowledge is a rather broad and open-ended pursuit. We can narrow it considerably by stating that we are interested in...
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An Aristotelian View of Knowledge for Knowledge Management
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Chapter 6 Keith L. Lindsey
Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in...
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Barriers to Knowledge Sharing
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Chapter 7 Barry E. Atkinson, Frada Burstein
Knowledge of past activities, discoveries, and events is applied by businesses to support everyday operations in much the same manner that human...
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Biological and Information Systems Approaches
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Chapter 8 Sueh Ing Su, Raymond Chiong
With the rapid advancement of both business techniques and technologies in recent years, knowledge has become an important and strategic asset that...
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Business Intelligence
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Chapter 9 Alfs T. Berztiss
The dependence of any organization on knowledge management is clearly understood. Actually, we should distinguish between knowledge management (KM)...
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Capability Maturity
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Chapter 10 Gabriel Cepeda-Carrion
Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996;...
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Competitive Advantage of Knowledge Management
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Chapter 11 Kevin R. Parker, Philip S. Nitse
Knowledge management (KM) is the process through which organizational performance is improved through better management of corporate knowledge. Its...
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Competitive Intelligence Gathering
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Chapter 12 Viviane Cunha Farias da Costa, Jonice Oliveira, Jano Moreira de Souza
In today’s corporate surroundings, business organizations are facing increasingly complex and volatile circumstances, characterized by rapid change....
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Conceptual Model for Corporate Universities
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Chapter 13 Syed Z. Shariq, Morten Thanning Vendelo
When people solve complex problems they bring knowledge and experience to the situation, and they create, use and share tacit knowledge. Knowing how...
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Contexts for Tacit Knowledge Sharing
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Chapter 14 Rose Dieng-Kuntz
An organization is made up of people interacting for common objectives, in a given structure (may be rather formal in the case of a company, an...
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Corporate Semantic Webs
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Chapter 15 Shiraj Khan, Auroop R. Ganguly, Amar Gupta
Business forecasts and predictive models are rarely perfect. A paraphrase of the Nobel winning physicist Neils Bohr is apt in this context...
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Creating Knowledge for Business Decision Making
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Chapter 16 George Tovstiga, Len Korot, Leo-Paul Dana, Gerard McElwee
Entrepreneurship, supported by continual innovation, is central to those economies regions and businesses which want to maintain competitive edge...
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A Cross-National Comparison of Knowledge Management Practices
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Chapter 17 Scott Paquette
As companies begin to develop competence in managing internal knowledge and applying it towards achieving organizational goals, they are setting...
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Customer Knowledge Management
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Chapter 18 Simona Colucci, Tommaso Di Noia, Eugenio Di Sciascio, Francesco M. Donini, Marina Mongiello
Resource retrieval addresses the problem of finding best matches to a request among available resources, with both the request and the resources...
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Description Logic-Based Resource Retrieval
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Chapter 19 Roberta Cuel, Paolo Bouquet, Matteo Bonifacio
In dynamic markets (characterized by the specialization of work, outsourcing processes, just-in-time and distributed productions, etc.), firms have...
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Distributed Knowledge Management
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Chapter 20 Karen L. Corral, Ryan C. LaBrie, Robert D. St. Louis
A large portion of the knowledge of most organizations is contained in electronic documents. For users to get pertinent information from the...
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Document Search Practices
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Chapter 21 Matteo Cristani, Roberta Cuel
In conceptual modeling we need to consider a general level of abstraction where the domain of interest is formalized in an independent way with...
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Domain Ontologies
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Chapter 22 Giovanni M. Sacco
End-user interactive access to complex information is one of the key functionalities of knowledge management systems. Traditionally, access...
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Dynamic Taxonomies
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Chapter 23
It is not a new idea that knowledge plays an important role in the economy, nor is it a new fact. However, the degree to which knowledge is now...
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Economic Incentives and the Knowledge Economy
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Chapter 24 Shyamala C. Sivakumar
Today, most organizations need to extend lifelong learning opportunities to their employees in order to be successful in an increasingly competitive...
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E-Learning for Knowledge Dissemination
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Chapter 25 Z. M. Ma
In recent years, greater global competition is pressuring organizations to produce industrial products with the shortest possible lead times, high...
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Engineering Design Knowledge Management
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Chapter 26 Jeremy Aarons
This article surveys and explores the relationship between epistemology and knowledge management (KM). Epistemology is the branch of philosophy...
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Epistemology and Knowledge Management
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Chapter 27 Forrest Shull, Raimund Feldmann, Michelle Shaw, Michelle Lambert
For capturing and transferring knowledge between different projects and organizations, the concept of a Best Practice is commonly used. A similar...
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Evidence-Based Best Practices Collections
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Chapter 28 Kostas Ergazakis, Kostas Metaxiotis, Emmanouil Ergazakis
Nowadays, knowledge is considered as one of the most valuable assets of an enterprise which has to be managed efficiently and effectively in order...
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Exploring Paths Towards Knowledge Cities Developments: A Research Agenda
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Chapter 29 Rafael Andreu, Sandra Sieber
In this article we discuss how knowledge and learning contribute to developing sustainable competitive advantages in firms. We argue that effective...
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External and Internal Knowledge in Organizations
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Chapter 30 Jeroen Kraaijenbrink, Fons Wijnhoven
As an academic field, knowledge management has concentrated on the creation, storage, retrieval, transfer, and application of knowledge within...
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External Knowledge Integration
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Chapter 31 Christie M. Fuller, Rick L. Wilson
Neural networks (NN) as classifier systems have shown great promise in many problem domains in empirical studies over the past two decades. Using...
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Extracting Knowledge from Neural Networks
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Chapter 32 Helen Hasan
A natural consequence of the advance of human knowledge is an increase in the complexity of business, government and social organisations, supported...
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Formal and Emergent Standards in KM
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Chapter 33 Susan Imberman, Abdullah Uz Uz Tansel
With the advent of mass storage devices, databases have become larger and larger. Point-of-sale data, patient medical data, scientific data, and...
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Frequent Itemset Mining and Association Rules
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Chapter 34 Suzanne Zyngier
Despite the more than 25 years since Nonaka wrote the Knowledge Creating Company in the Harvard Business Review (1991) there are still many barriers...
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Governance of Knowledge Management
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Chapter 35 Kostas Metaxiotis
The healthcare environment is changing rapidly, and effective management of the knowledge base in this area is an integral part of delivering...
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Healthcare Knowledge Management
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Chapter 36 Nicolas Prat
Knowledge management (KM) is a multidisciplinary subject, with contributions from such disciplines as information systems (IS) and information...
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A Hierarchical Model for Knowledge Management
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Chapter 37 Iris Reychav, Jacob Weisberg
Growing competitiveness, joined with the frequently occurring technological changes in the global age, raise the importance of human capital in the...
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Human Capital in Knowledge Creation, Management, and Utilization
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Chapter 38 Hamid R. Ekbia, Noriko Hara
The role of incentives in organizational behavior has long been recognized and studied (Whyte, 1955; Hertzberg, 1959). This role becomes ever more...
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Incentive Structures in Knowledge Management
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Chapter 39 Dianne Hall, David Croasdell
In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have...
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Inquiring Organizations
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Chapter 40 Thomas Hadrich, Ronald Maier
Modeling is a key task in order to analyze, understand, and improve business processes and organizational structures, and to support the design...
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Integrated Modeling
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Chapter 41 Doron Tauber, David G. Schwartz
Information systems research has clearly recognized that knowledge management systems (KMSs) have different characteristics and requirements than...
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Integrating Knowledge Management with the Systems Analysis Process
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Chapter 42 Dongming Xu, Huaiqing Wang
Knowledge management (KM) and e-learning are two concepts that address the requirements of lifelong learning. Over the past several years, there has...
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Integration of Knowledge Management and E-Learning
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Chapter 43 H Hsu
Today’s economy is characterized by a rapid rate of change, globalization, and knowledge-intensive products. This makes knowledge management (KM)...
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Intellectual Capital
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Chapter 44 Gil Ariely
Knowledge management (KM) and intellectual capital (IC) are not one and the same, and although some overlap is apparent, the relationship is far...
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Intellectual Capital and Knowledge Management
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Chapter 45 Frank Land, Urooj Amjad, Sevasti-Melissa Nolas
Knowledge management (KM), as a topic for academic research and practical implementation, has had a short history dating back only to the early...
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Introducing Knowledge Management as Both Desirable and Undesirable Processes
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Chapter 46 Elayne Coakes, Steve Clarke
This article looks at the concept of communities of practice (CoPs) in the workplace. The theories surrounding these types of communities are still...
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An Introduction to Communities of Practice
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Chapter 47 Geraldine Ryan, Edward Shinnick
The role and importance of knowledge in economic development is a theme that can be traced back to writers such as Adam Smith, Karl Marx and Joseph...
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Knowledge and Intellectual Property Rights: An Economics Perspective
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Chapter 48 Ronald E. Goldsmith, Kishore Gopalakrishna Pillai
The purpose of this article is to describe the concept of knowledge calibration within the context of knowledge management. Knowledge calibration is...
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Knowledge Calibration and Knowledge Management
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Chapter 49 Ettore Bolisani, Enrico Scarso
The notion of networks in business, i.e. structures of heterogeneous relationships between firms interacting for business purposes (Todeva, 2006)...
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Knowledge Codification and ICT Use in Business Networks
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Chapter 50 M.J. Eppler
Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences...
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Knowledge Communication
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Chapter 51 Nilmini Wickramasinghe
Knowledge management (KM) is a newly emerging approach aimed at addressing today’s business challenges to increase efficiency and efficacy of core...
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Knowledge Creation
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Chapter 52 Steven Woods, Stephen R. Poteet, Anne Kao, Lesley Quach
While there are many aspects to managing corporate knowledge, one key issue is how to disseminate corporate documents with appropriate context. Upon...
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Knowledge Dissemination in Portals
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Chapter 53 Vincent M. Ribière, Juan A. Román
Various models and frameworks have been used to represent the flows of knowledge in an organization. The first and most popular of these remains the...
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Knowledge Flow
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Chapter 54 Dov Te’eni
All organizations depend on communication, namely the exchange of information with the sender’s intent that the message be understood and considered...
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Knowledge for Communicating Knowledge
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Chapter 55 Marco Paukert, Claudia Niederée, Matthias Hemmje
The success of industrial and scientific research has always been dependent on new discoveries and innovations, but tighter budgets and increasing...
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Knowledge in Innovation Processes
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Chapter 56 Hans Berends, Hans van der Bij, Mathieu Weggeman
In most organizations, specialized knowledge is dispersed over organization members (Tsoukas, 1996). Organization members have different educational...
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Knowledge Integration
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Chapter 57 César Camisón, Beatriz Forés, María Eugenia Fabra
According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In...
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Knowledge Integration through Strategic Alliances and Virtual Networks
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Chapter 58 Enrico Scarso, Ettore Bolisani
Since knowledge is increasingly regarded as the central source of competitive advantage, a “cognitive” interpretation of business activities becomes...
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Knowledge Intermediation
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Chapter 59 Antonio Badia
At the end of the Cold War, the Intelligence situation (characterized in the past by a confrontation among equals and information scarcity) changed...
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Knowledge Management and Intelligence Work: A Promising Combination
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Chapter 60 Eduardo Rodriguez, John S. Edwards
This article takes the perspective that risk knowledge and the activities related to RM practice can benefit from the implementation of KM processes...
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Knowledge Management and Risk Management
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Chapter 61 Brook Manville
We begin our discussion with the predictable qualification about definition and scope. The non-profit sector (also called, variously, the citizen...
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Knowledge Management and the Non-Profit Sector
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Chapter 62 Kathleen E. Greenaway, David C.H. Vuong
Charities, also called voluntary-service not-forprofit organizations (VSNFP), play a vital role in modern societies by addressing needs and...
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Knowledge Management in Charities
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Chapter 63 Dieter Fink, Georg Disterer
For professional service firms, such as consultants, accountants, lawyers, architects, and engineers, knowledge is a capacity to act. Knowledge can...
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Knowledge Management in Professional Service Firms
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Chapter 64 Guy Boy, Yvonne Barnard
Knowledge management in the design of safety-critical systems addresses the question of how designers can share, capitalize, and reuse knowledge in...
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Knowledge Management in Safety-Critical Systems Analysis
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Chapter 65 John Sparrow
In Europe, USA, Japan, Korea & Taiwan, which account for nearly 75% of the world’s economic output, SME’s contribute between 50-75% of the...
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Knowledge Management in Small and Medium Sized Enterprises
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Chapter 66 Maris G. Martinsons, Robert M. Davison
With over a billion people living in the People’s Republic of China, it should not be surprising that Chinese businesses have traditionally relied...
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Knowledge Management in the Chinese Business Context
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Chapter 67 Panjak Kamthan, Terrill Fancott
The reliance on the knowledge garnered from past experience can be crucial for solving problems that occur in any development (Pólya, 1945). A...
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A Knowledge Management Model for Patterns
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Chapter 68 Clyde W. Holsapple, K. D. Joshi
Many definitions of ontology are posited in the literature (see Guarino, 2004). Here, we adopt Gruber’s (1995) view which defines ontologies as...
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Knowledge Management Ontology
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Chapter 69 Raul M. Abril
This chapter is designed to serve as a comprehensive introduction to a few aspects of knowledge management (KM) practices of particular relevance...
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Knowledge Management Practices in Temporal Knowledge-Intensive Organizations
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Chapter 70 Frank Land, Urooj Amjad, Sevasti-Melissa Nolas
Knowledge management (KM), as a topic for academic research and practical implementation, has had a short history dating back only to the early...
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Knowledge Management Processes
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Chapter 71 Mark E. Nissen, Raymond E. Levitt
Systematic development of new knowledge is as important in the developing field of knowledge management (KM) as in other social science and...
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Knowledge Management Research through Computational Experimentation
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Chapter 72 Rodrigo Baroni de Carvalho, Marta Arau´jo Tavares Ferreira
Due to the vagueness of the concept of knowledge, the software market for knowledge management (KM) seems to be quite confusing. Technology vendors...
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Knowledge Management Software
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Chapter 73 Clyde W. Holsapple, Kiku Jones
Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making...
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Knowledge Management Strategy Formation
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Chapter 74 Murray E. Jennex
Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the...
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Knowledge Management Success Models
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Chapter 75 Murray E. Jennex
What does it take to build a successful knowledge management system (KMS)? Knowing the essential success factors is useful as it provides...
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Knowledge Management System Success Factors
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Chapter 76 Ronald Maier, Thomas Hadrich
Knowledge management systems (KMSs) are seen as enabling technologies for an effective and efficient knowledge management (KM). However, up to date...
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Knowledge Management Systems
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Chapter 77
This article deals with Knowledge Management under Coopetition and, in this context, illustrates the concept of Coopetitive Learning and Knowledge...
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Knowledge Management under Coopetition
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Chapter 78
We proposed to frame the discussion of Knowledge Management (KM) strategies by six basic strategic dilemmas that challenge companies and managers....
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Knowledge Management’s Strategic Dilemmas Typology
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Chapter 79 Daniel L. Davenport, Clyde W. Hosapple
An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are...
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Knowledge Organizations
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Chapter 80 Jörg Rech, Raimund L. Feldmann, Eric Ras
Knowledge patterns are one way to formalize and describe lessons learned and best practices (i.e., proven experiences) about structuring knowledge...
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Knowledge Patterns
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Chapter 81 Rajesh Natarajan, B. Shekar
Knowledge management (KM) transforms a firm’s knowledge-based resources into a source of competitive advantage. Knowledge creation, a KM process...
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Knowledge Patterns in Databases
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Chapter 82 Roy Williams
Knowledge is defined in many different ways in different cultures (Nonaka, 1994, Burrows et al., 2005), and the question is whether knowledge should...
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A Knowledge Process Cycle
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Chapter 83 Atreyi Kankanhalli, Bernard C.Y. Tan, Kwok-Kee Wei
In a knowledge-based economy, organizations find it difficult to compete based upon the individual knowledge of a few organizational members. This...
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Knowledge Producers and Consumers
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Chapter 84 Gian Piero Zarri
In 1982, Allen Newell introduced the “knowledge level” principle (Newell, 1982) and revolutionized the traditional way of conceiving the...
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Knowledge Representation
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Chapter 85 Pankaj Kamthan, Hsueh-Ieng Pai
The reliance on past experience and expertise is critical to any development. Patterns are a reusable form of knowledge gained by experts in solving...
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Knowledge Representation in Pattern Management
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Chapter 86 Ilan Oshri
Knowledge reuse is the process through which knowledge is captured, validated, stored, and retrieved. Through the reuse of knowledge, organizations...
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Knowledge Reuse
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Chapter 87 William R. King
Knowledge sharing (KS) is critical to organizations that wish to use their knowledge as an asset to achieve competitive advantage. Knowledge...
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Knowledge Sharing
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Chapter 88 Carolyn McKinnell Jacobson
As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is...
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Knowledge Sharing Between Individuals
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Chapter 89 Chad Saunders
Given the reliance on knowledge-based resources over traditional assets, the professional context serves as a heightened environment in which to...
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Knowledge Sharing in Legal Practice
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Chapter 90 Rick L. Wilson, Peter A. Rosen, Mohammad Saad Al-Ahmadi
Considerable research has been done in the recent past that compares the performance of different data mining techniques on various data sets (e.g....
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Knowledge Structure and Data Mining Techniques
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Chapter 91 Kam Hou Vat
The last decade of the 20th century saw explosive growth in discussions about knowledge—knowledge work, knowledge management, knowledge-based...
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Knowledge Synthesis Framework
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Chapter 92 William R. King
The term knowledge transfer (KT) is often used in a generic sense to include any exchange of knowledge between or among individuals, teams, groups...
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Knowledge Transfer
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Chapter 93 Franz Hofer
Many policy makers and researchers consider knowledge transfer between academia and industry as one of the most promising measures to strengthen...
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Knowledge Transfer between Academia and Industry
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Chapter 94 Martin J. Eppler, Remo A. Burkhard
Making knowledge visible so that it can be better accessed, discussed, valued, or generally managed is a longstanding objective in knowledge...
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Knowledge Visualization
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Chapter 95 Irena Ali, Leoni Warne, Celina Pascoe
In work life, socially based learning occurs all the time. We learn from interactions between peers, genders, functional groups, and across...
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Learning in Organizations
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Chapter 96 George Tsekouras, George Roussos
The value of knowledge assets in creating competitive advantage and subsequently wealth through innovation has never been greater (Teece, 1998). It...
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Learning Networks and Service-Oriented Architectures
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Chapter 97 J. Grant, J. Minker
Knowledge bases (KBs) must be able to capture a wide range of situations. One must be able to represent and answer questions regarding indefinite...
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Logic and Knowledge Bases
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Chapter 98 Roy Williams
Complex Adaptive Systems, for our purposes, are social systems that that evolve and display new, emergent properties, and self-organizing behavior...
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Managing Complex Adaptive Social Systems
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Chapter 99 Zuopeng (Justin) Zhang
The development of Internet technologies and Web 2.0 has created tremendous opportunities for Knowledge Management (KM) (Johnston 2008). Among the...
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Managing Customer Knowledge with Social Software
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Chapter 100 Salvatore Parise
Public and private-based organizations are increasingly relying on collaboration—the coordination of two or more individuals, groups or companies...
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Managing Government Agency Collaboration through Social Networks
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Chapter 101 John Zeleznikow
Legal practice is primarily concerned with the transfer of legal knowledge from practitioners or clients. Whilst lawyers may draft contracts and...
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Managing Legal and Negotiation Knowledge
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Chapter 102 Duncan Shaw
During group meetings it is often difficult for participants to effectively: share their knowledge to inform the outcome; acquire new knowledge from...
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Mapping Group Knowledge
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Chapter 103 William M. Farmer
Mathematical knowledge is significantly different from other kinds of knowledge. It is abstract, universal, highly structured, extraordinarily...
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Mathematical Knowledge Management
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Chapter 104 Uday Kulkarni, Ronald Freeze
As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That...
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Measuring Knowledge Management Capabilities
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Chapter 105 Juan C. Real, Antonio Leal, Jose L. Roldan
The traditional way of measuring learning as a result has been through the so-called learning and experience curves. The learning curves, developed...
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Measuring Organizational Learning as a Multidimensional Construct
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Chapter 106 Ciara Heavin, Karen Neville
In an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate...
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Mentoring Knowledge Workers
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Chapter 107 Daniel Andriessen
Knowledge management is about the management of knowledge. Therefore many texts on knowledge management (KM) start with trying to explain or define...
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Metaphor Use in Knowledge Management
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Chapter 108 R. William Maule
Knowledge is a critical component of military operations, and the military has been an early adopter of knowledge management (KM) technologies....
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Military Knowledge Management
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Chapter 109 Ju¨rgen Kai-Uwe Brock, Yu Josephine Zhou
Firms are consumers, producers, managers, and distributors of information (Egelhoff, 1991; Casson, 1996) and as such a repository of productive...
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MNE Knowledge Management Across Borders and ICT
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Chapter 110 Volker Derballa, Key Pousttchi
Whereas knowledge management (KM) has gained much attention in the field of management science and practice as the eminent source of competitive...
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Mobile Knowledge Management
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Chapter 111 Volker Derballa, Key Pousttchi
IT support for knowledge management (KM) is a widely discussed issue. Whereas an overemphasis on technology is often criticized, the general...
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Mobile Technology for Knowledge Management
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Chapter 112 Paul H.J. Hendriks, Ce´lio A.A. Sousa
The importance of motivation in knowledge management (KM) debates is now generally acknowledged. Motivation affects the overall quality of knowledge...
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Motivation in Collaborative Knowledge Creation
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Chapter 113 Patrick S.W. Fong
Knowledge in designing a product or rendering a service does not form a complete and coherent body of knowledge that can be precisely documented or...
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Multidisciplinary Project Teams
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Chapter 114 François Pachet
Is music a form of knowledge? Probably not, even if music is undoubtedly an important part of our cultural heritage. Music is not a type of...
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Musical Metadata and Knowledge Management
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Chapter 115 Dave Snowden
Narrative or the use of stories is an ancient discipline. Our ancestors evolved the ability to see the world through a set of abstractions, and...
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Narrative
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Chapter 116 Dov Dori
Capturing the knowledge about existing systems and analysis and design of conceived systems requires an adequate methodology, which should be both...
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Object-Process Methodology
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Chapter 117 William Buchholz
An ontology comprises the explicitly articulated and shared concepts of a knowledge community or domain. These concepts are arranged formally in a...
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Ontology
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Chapter 118 Fons Wijnhoven
The differences between the paradigms of knowledge management (KM) and operations management are huge. Whereas KM is rooted in the disciplines of...
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Operational Knowledge Management
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Chapter 119 Gil Ariely
This article intends to cover operational-knowledge management (KM) as implemented in the military. In particular, it is based on experience and...
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Operational Knowledge Management in the Military
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Chapter 120 N. A.D. Connell
In this article we consider some of the ways in which narrative approaches might contribute towards a better understanding of organisational...
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Organisational Storytelling
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Chapter 121 Eyal Yaniv, David G. Schwartz
Attention is a term commonly used in education, psychiatry, and psychology. Attention can be defined as an internal cognitive process by which one...
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Organizational Attention
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Chapter 122 Kees Boersma, Sytze Kingma
In this article, we will, after reviewing the literature, analyze the cultural dimension of Intranets as knowledge management tools within...
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Organizational Learning Facilitation with Intranet (2.0): A Socio-Cultural Approach
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Chapter 123 Ian Douglas
Knowledge management is one of several humanoriented interventions (such as training, human factors design, automation, and human resources...
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Organizational Needs Analysis and Knowledge Management
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Chapter 124 Jean-Yves Fortier, Gilles Kassel
The main subject tackled in this article is the use of knowledge technologies to develop corporate memories or (stated more generally)...
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Organizational Semantic Webs
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Chapter 125 Paul H.J. Hendriks
For many decades, organization scientists have paid considerable attention to the link between knowledge and organization structure. An early...
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Organizational Structure
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Chapter 126 Torgeir Dingsoyr
Postmortem reviews are collective learning activities which can be organized for projects either when they end a phase or are terminated. The main...
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Postmortem Reviews
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Chapter 127 Glenn Munkvold
For organisations, the tension between integration and specialisation has become a key issue as the knowledge of work is becoming increasingly...
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Practice-Based Knowledge Integration
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Chapter 128 G. Scott Erickson, Helen N. Rothberg
In tandem with the growth in knowledge management (KM) interest and practice over the past twenty years, competitive intelligence (CI) activities...
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Protecting Knowledge Assets
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Chapter 129 Raul M. Abril
The literature on quality of data, information and knowledge has a tendency to focus on the measurement aspects of such constructs. This implies...
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The Quality Attribution in Data, Information and Knowledge
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Chapter 130 Gian Piero Zarri
As Web-based content becomes an increasingly important knowledge management resource, Webbased technologies are developing to help harness that...
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RDF and OWL for Knowledge Management
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Chapter 131 Nelson K. Y. Leung
In the past two decades, the widespread application of Information Technology (IT) has resulted in majority of organizational activities being...
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A Re-Distributed Knowledge Management Framework in Help Desk
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Chapter 132 Gian Piero Zarri
A big amount of important, ‘economically relevant’ information, is buried into unstructured, multimedia ‘narrative’ resources. This is true, e.g....
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Representation Languages for Unstructured ‘Narrative’ Documents
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Chapter 133 Kerry Tanner
In the intellectual capital and knowledge management (KM) literatures, emotional capital has been a neglected dimension. From the late 1980s into...
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The Role of Emotional Capital in Organisational KM
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Chapter 134 Irma Becerra-Fernandez, Rajiv Sabherwal
Rapid changes in the field of KM have to a great extent resulted from the dramatic progress we have witnessed in the field of information and...
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The Role of Information and Communication Technologies in Knowledge Management: A Classification of Knowledge Management Systems
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Chapter 135 Rick L. Wilson, Peter A. Rosen, Mohammad Saad Al-Ahmadi
Knowledge management (KM) systems are quite diverse, but all provide increased access to organizational knowledge, which helps the enterprise to be...
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Secure Knowledge Discovery in Databases
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Chapter 136 S. Upadhyaya, H. Raghav Rao, G. Padmanabhan
As the world is getting more and more technology savvy, the collection and distribution of information and knowledge need special attention....
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Secure Knowledge Management
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Chapter 137 Fernando Ferri, Patrizia Grifoni
A sketch is a schematic representation of an image containing a set of objects or concepts. When people need to express and communicate a new idea...
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Sketching in Knowledge Creation and Management
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Chapter 138 Daniel L. Davenport, Clyde W. Hosapple
Organizations have capabilities for creating and sharing knowledge (intellectual capital) that give them their distinctive advantage over other...
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Social Capital Knowledge
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Chapter 139 David J. Dekker, Paul H.J. Hendriks
In knowledge management (KM), one perspective is that knowledge resides in individuals who interact in groups. Concepts as communities-of-practice...
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Social Network Analysis
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Chapter 140 Reed E. Nelson, H.Y. Sonya Hsu
Social networks—the sets of relations that link individuals and collectives—have implications for the speed and effectiveness with which knowledge...
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A Social Network Perspective on Knowledge Management
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Chapter 141 Frada Burstein, Henry Linger
In modern organizations, the major role of knowledge management is supporting knowledge work. The concept of knowledge work assumes not only task...
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Task-Based Knowledge Management Approach
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Chapter 142 Phillip Ein-Dor
Knowledge management has become a major application of information technology (IT) and a major focus of IT research. Thus, it becomes increasingly...
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Taxonomies of Knowledge
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Chapter 143 Daniel W. Gillman, Frank Farance
Almost every organization, public or private, for profit or non-profit, manages data in some way. Data is a major corporate resource. It is...
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Theory and Management of Data Semantics
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Chapter 144
As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through...
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Transnational Knowledge Transfer
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Chapter 145 Sue Newell
Knowledge integration is a process whereby several individuals share and combine their information to collectively create new knowledge (Okhuysen &...
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Understanding Innovation Processes
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Chapter 146 Sajjad M. Jasimuddin, N.A.D. Connell, Jonathan H. Klein
It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory”...
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Understanding Organizational Memory
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Chapter 147 David Croasdell, Y. Ken Wang
David Skyrme (1999) has observed that knowledge workers exploit knowledge generated from business activities and turn it into business...
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Virtue-Nets
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Chapter 148 Tom Butler, Ciaran Murphy
It is widely believed that knowledge work is a relatively new phenomenon and that it constitutes the main form of activity in post-industrial...
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Work and Knowledge
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Chapter 149 Alfs T. Berztiss
The business reengineering movement has left two lasting benefits: One is the identification of an organization as a set of processes (Davenport...
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Workflow Systems and Knowledge Management
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TopKey Terms in this ChapterEmergence: The process by which often unexpected outcomes result from the interaction of different activities and occurrences within an organisation. Goal Setting: Defining goals, be they benign or corrupt; political processes are invoked. The goals themselves can be constructive or destructive, formally or informally arrived at, at the level of the organisation or the individual, public or private. Power: The capability and possibility to influence and/or direct the course of some action. Organisational Politics: Wide range of descriptions of formal and informal power relationships in organisations. |
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