Journal of Knowledge Management: Volume 5 Issue 1

Managing organizational knowledge as a strategic asset

Audrey S. Bollinger, Robert D. Smith

Knowledge is a resource that is valuable to an organization’s ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the…

Values development and learning organizations

Brian P. Hall

This article is about the creation of a learning organization, based on the collaboration over the last three years of two organizations: Values Technology and…

The knowledge management spectrum – understanding the KM landscape

Derek Binney

Knowledge management (KM) is the subject of much literature, discussion, planning and some action. Effectively implementing a sound KM strategy and becoming a knowledge–based…

Managerial concerns in knowledge management

Josephine Chinying Lang

Knowledge differs markedly from information and data. At rock bottom, knowledge is socially constructed in discourse communities. Because knowledge is not synonymous with…

Managing knowledge for personal and organisational benefit

Catherine Bailey, Martin Clarke

The authors build on a recent article which highlighted the difficulty that many managers have in understanding why knowledge management (KM) is important for them personally and…

Knowledge management in organizations: examining the interaction between technologies, techniques, and people

Ganesh D. Bhatt

Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge…

Overcoming cultural barriers to sharing knowledge

Richard McDermott, Carla O’Dell

Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change…

A model for enterprise portal management

Rado Kotorov, Emily Hsu

The article identifies the risks and challenges of using enterprise portal technology for managing corporate information and knowledge. Many of the risks and challenges are…

Knowledge networking: a holistic solution for leveraging corporate knowledge

Gregoris Mentzas, Dimitris Apostolou, Ronald Young, Andreas Abecker

Two main approaches to knowledge management (KM) have been followed by early adopters of the principle: the process‐centred approach, that mainly treats KM as a social…

Tacit to explicit knowledge conversion: knowledge exchange protocols

Richard T. Herschel, Hamid Nemati, David Steiger

In the knowledge management domain, the conversion of tacit knowledge to explicit knowledge is critical because it is a prerequisite to the knowledge amplification process wherein…