People, Knowledge and Technology

PREFACE.

ACKNOWLEDGEMENTS.

CONTENTS.

Part I consists of abstracts from the following articles:

• THE HIDDEN POWER OF SOCIAL NETWORKS

• KNOWLEDGE STRATEGY AND INNOVATION

• THE FUTURE OF KNOWLEDGE MANAGEMENT

• METADATA SPEAKS: THE THIRD ORDER OF ORDER AND THE VALUE OF THE UNSPOKEN

In this empirical research study, we first investigate the effects of knowledge delivery factors on software development efficiency and later examine the effects of company size and knowledge worker experience on knowledge delivery factors. Data were collected from 41 software development companies in North America (Canada and the USA). The data were used to test hypotheses concerning the relationships between knowledge delivery factors and software development efficiency. Results obtained show that pull approach of knowledge delivery is more effective than push approach; that software development will be more efficient if knowledge is delivered close to the time it is needed; and that software development efficiency is not affected by how deeply knowledge delivery is embedded in the development process. In addition we found that software development teams with low-level experience have stronger needs for deeper embeddedness of knowledge delivery in software development process and that high-experienced teams tend to use documents more than inter-personal communication.

Much of the knowledge management literature, e.g. (Nonaka and Takeuchi 1995; Boisot 1998), concerns “Communities of practice”. Brown & Duguid (2000) suggest that a “Community of practice” may be a single organisation, or it may be a tight knit inter-organisational community, whereas a “Network of practice” is a loose knit network of physically dispersed agents. This paper proposes a model for conceptualising the knowledge development process in “Networks of practice”. We will suggest that “Networks of practice” require projects with a modular architecture and that the development of knowledge in these dispersed networks involves not only the process of combination (Nonaka, Reinmoeller, & Senoo; 1998) but also the iterative processes of recombination facilitated by an integrating network centre. The theoretical considerations presented in this paper were occasioned by two case studies examined by two of the authors (Atkinson & Bowden) in part fulfillment of their MBA degrees at the University of Durham. The paper uses ideas from complexity theory to analyse the issue of knowledge creation and recombination in distributed networks.

PricewaterhouseCoopers’ internal strategy for Knowledge Management represents a consolidation of external best practices and internal experiences. This strategy focuses on the development and implementation of an environment which facilitates, supports and increases the codification and sharing of explicit and tacit knowledge. The author’s research examines how PwC’s KM activities can ensure that the aspects of knowledge “Hallways,” as defined by Nancy Dixon, will increase the collective knowledge within the firm.

The development of transactive memory facilitated by trust relationships and social exchanges is of emerging importance in distributed environments characterized by a lack of rich social presence. Situated at the nexus of research on technology-enhanced teams, this study examined the effects of trust networks and social presence on transactive memory in an experimental setting. 240 participants were randomly assigned to 3-member teams. The results indicated that dense trust networks helped to develop greater transactive memory than sparse trust networks. Participants in dense trust networks developed greater transactive memory when social presence was low than when social presence was high. Conversely, participants in sparse trust networks developed better transactive memory when social presence was high than when social presence was low. Teams with dense trust networks also had greater reciprocal exchanges, whereas teams with sparse trust networks had greater negotiated exchanges. Implications for enhancing transactive memory from a social exchange perspective were discussed.

This paper introduces readers to Dervin’s Sense-Making Methodology and demonstrates how the British Council has applied it to build communities of practice. Sense-Making is based on a set of assumptions which challenge some fundamental knowledge management thinking. The Sense-Making assumptions imply the need for alternative procedures to be implemented to build and nurture communities of practice. Three primary applications are discussed: (a) conducting interviews to understand user needs; (b) managing best practices and worst practices; (c) designing face-to-face or online discussions. They are followed by four actual applications of Sense-Making Methodology in designing a Knowledge and Learning Community within the British Council in the areas of: (a) conducting user studies; (b) designing site navigation; (c) determining what documents members should share on the community intranet site; and (d) justifying the ROI of community building activities, This paper aims at stimulating further thinking and debate in adopting theoreticaily informed approaches to implement knowledge management.

An overview of the field of social network analysis (SNA) is presented with a view to improving accessibility of SNA processes and tools for both academic and business users. A brief history of the multidisciplinary origins of the discipline is provided followed by a characterization of the current state of affairs in SNA. Key issues are discussed with respect to data collection, visualization and analysis as well as the lack of standards for tools and technologies for SNA processes, weak links to business goals addressed by SNA, community of practice for SNA professionals, and ethics and incentives for non-academic participants. A number of recommendations are suggested as fruitful avenues to pursue in the near future to help others who, like the authors, embarked upon SNA solutions for the first time.

A central part of KM is to encourage collaborative practices. Human and social factors play an important role in the creation, sharing, and use of knowledge. There is a need to closely investigate some of the human and social factors that are involved in KM processes. This is an exploratory study in which twenty-five granted projects were studied, employing an online questionnaire. The operationalization of human and social factors was studied utilizing Ward’s method of hierarchical cluster analysis. Snowball sampling was employed, and fifty people participated in this study.

Software development is a knowledge intensive activity. Commercial production of software is carried out in teams where the collective knowledge of team members is harnessed to create a solution for a business problem. The abstract nature of software makes it imperative for team members to continuously share tacit knowledge and engage in collaborative learning. Based on analysis of data collected from 588 software developers working in 83 teams, this research identifies the factors that influence collaborative learning in software development teams and the impact of such learning on team effectiveness. The results indicate that teams that are managed by following open and transparent processes and inculcating relationships based on trust have high degree of collaborative learning among team members. However, collaborative learning behaviour does not benefit all kinds of teams. While it benefits teams involved in software product development, its impact on teams involved in support and maintenance of software solutions is insignificant. The implications of these findings for organizational knowledge management initiatives are discussed.

The paper starts out by defining Communities of Practice (CoP), i.e. groups of practitioners working on the same topic but (not necessarily) on the same project, placing them into a broader context of knowledge society where the speed and quality of knowledge creation, dissemination and utilization assure the vital competitive advantage to an organization. Based on Etienne Wenger’s CoP model the case of a community of a small research organization is considered and compared with CoPs in large organizations that are broadly described in the literature of knowledge management. By analyzing domain, practice, collaboration, roles, type and strategic purposes of the case community, a critical conceptualization of the CoP launched by a small organization is made.

In Thailand, it has now been gradually discovered that local knowledge has been neglected. Subsequently, the project called “One Tambon¹, One Product” (OTOP) has been developed by the government to make the communities in each sub-district, especially in the rural areas, self-reliant by using their own resources and wisdom, then standardizing, and finally merchandizing their products to the market. This research was conducted in Mahanam Village, Ang Thong Province, in the central part of Thailand. This village is currently participating in the OTOP project by producing fabricated handicrafts from weaving dried water hyacinth stems. To make Mahanam Village handicrafts acceptable to the international market, a mediator organizes the creation of SKCs for the villagers, allowing them to develop their OTOP production in cooperation with scientific scholars.

The concept of communities of practice (CoPs) is widely recognized as a means to foster knowledge sharing and learning in organizations. Even though the number of CoPs has grown significantly, the performance impact of community characteristics – especially social features like trust, cohesion, and identification – still demands conceptual and empirical research. In this paper we analyse their impact on community performance taking into account the moderating effect of the degree of knowledge implicitness. We use data from 222 community members from different CoPs of a large German multinational company. Our research shows that communities have the potential to improve organizational performance. Trust and cohesion have an indirect performance effect mediated through the identification of CoP members with their community. The positive relationship of identification and CoP performance is not influenced by the degree to which the knowledge handled in the community is implicit.

Employee willingness to share knowledge is vital for successful knowledge management. In this paper, we propose that employees are more likely to engage in knowledge sharing if they feel supported by their organization and co-workers. On the other hand, if employees feel that the organization has failed in its obligations (i.e., a violation of psychological contract), they will withhold knowledge. We test these ideas with empirical data from an Australian engineering firm. Knowledge sharing was measured by employee self-report and supervisor ratings. Our results show that perceived organizational support was related to knowledge sharing with the organization (e.g., codifying knowledge into databases) and perceived co-worker support was related to knowledge sharing with individuals at work (e.g., sharing personal expertise with a co-worker). Further, as predicted, psychological contract violation was negatively related to knowledge sharing. These findings have important implications for initiatives to enhance knowledge sharing, as managers need to adopt differing strategies to promote different types of knowledge sharing.

This paper is a study of the knowledge-sharing difficulties experienced by three departments in a knowledge-intensive firm, a global consulting firm that has been on the forefront of knowledge management and has won several knowledge management related international acclaims. Our analysis shows that there are strong disincentives in place for departments to share knowledge. We found that the nature of the businesses of the departments was very different and so were their knowledge requirements and the preferred ways to seek knowledge. Additionally, confidentiality agreements with clients and lack of cross-departmental interaction inhibited knowledge sharing beyond departmental boundaries. Contrary to the common belief in the organization, we found that one single IT system could not satisfy the context-specific knowledge-sharing needs of the different departments. We suggest that some very recent breakthrough technologies could be applied to facilitate cross-departmental knowledge sharing provided they are implemented at the strategic organizational level.

Knowledge management systems (KMS) enable the codification and transfer of individual and organizational knowledge across a firm. Used effectively, KMS can promote organizational learning and thus develop a firm’s competitive advantage. However, many KMS implementations have been unsuccessful, as important contextual factors of knowledge and its management is neglected in both research and practice. The purpose of this paper is to stimulate KMS research by proposing a theoretical model, which aims to predict knowledge sharing on to electronic databases. As knowledge sharing largely relies on employees’ willingness to share, we theorize that social and organizational influences will be critical factors in employees’ intention to contribute to databases. Practical implications of the model are discussed.

The increase in product complexity, the interconnectedness of research questions, and the decrease in product development time are forcing organizations to share and integrate their diverse areas of expertise in collaborative teams. Experiences with collaborations in cross-functional and interdisciplinary teams have shown that the expected positive effects like higher productivity and better decision-making are counterbalanced by negative effects such as higher individual stress and ineffective work. In this study, we analyzed the effects of knowledge integration problems on team performance, and we identified variables facilitating or hindering knowledge integration within cross-functional teams. Ninety-seven members of German R&D teams assessed their knowledge integration problems and their subjective stress. They also evaluated the efficiency of the product development process in terms of time, costs and quality. Heterogeneity of team composition in terms of educational background increased knowledge integration problems significantly. Knowledge integration problems were significantly associated with meeting deadlines and lower product quality. At the same time, knowledge integration problems correlated with increased subjective stress, and job dissatisfaction. However, knowledge integration was not associated with cost aspects or overtime. Divergence within the team seemed to hinder knowledge integration, whereas the integration into the team and a netlike communication structure with defined communication rules facilitated knowledge integration. These results emphasize the importance of knowledge integration and the need to develop training to facilitate interdisciplinary collaboration in R&D teams.

Based on literature on knowledge management and social networks, this paper investigates the effects of four aspects, namely perceived task interdependency, hierarchical distance, historical experiences and background homophily, on the formation of mutual-choice relations for knowledge benefit in project-based organizations. In addition, this paper also finds that the strength of relations for knowledge sharing affects project members’ preference of knowledge management approaches. Strong ties support the choice of Human-Centric (HC) Knowledge Management approaches, when people obtain double-loop knowledge benefits; while weak ties support a beneficial effect on the use of Technology-Centric (TC) Knowledge Management approaches, when dyads share single-loop knowledge benefits.

Tacit knowledge is characteristically unwritten, but may over time become articulated or codified depending on its nature. Because of the importance of the role tacit knowledge plays in both individual and organisational success, it is important that it’s transfer be unhindered from a knowledge management point of view. Culture plays a part in knowledge transfer insofar as people tend typically to associate with others of similar background. We have conducted a series of case studies in a number of IT organisations to determine the extent to which culture affects the likelihood of tacit knowledge flows. Our findings indicate that where the organisation is highly multi-cultural, the likelihood of culture affecting tacit knowledge flows is limited. Nevertheless staff, where they do share a common culture, do generally associate with one another and this in turn may impede the free-flow of soft knowledge.

An organization can be viewed as a social community specializing in speed and efficiency in the creation and transfer of knowledge. Organizational advantage accrues from the particular capabilities (social capital) organizations have for creating and sharing knowledge (intellectual capital). Based on existing research on the knowledge view and resource based view of an organization and the case studies from an IT services vendor, we propose a model for nurturing social and intellectual capital based on Szulanski’s (2003) framework. At the heart of the model is a five step process that leverages social capital in an organization to convert existing intellectual capital to new intellectual capital. The first step is initiation, the processes leading to the decision to transfer intellectual capital. The second step is implementation, the processes through which intellectual flows to the recipient from the source. The third step is ramp-up, the processes by which the recipient starts using transferred knowledge. The fourth step is integration, the processes by which the transferred knowledge becomes institutionalized. The process of incentivization runs across all the four processes mentioned earlier and motivates the source of intellectual capital to share it with the recipient. New intellectual capital helps organizations deliver customer value and leads to competitive advantage.

This paper reports research on the role of communication in knowledge management, examined through the lens of communication climate. The research is being undertaken in a major public sector organisation, on a longitudinal basis over 2003 and 2004. The organisation wishes to shift its culture to one characterised by internal information sharing, and to this end it has undertaken a three-year knowledge management initiative that comprises an integrated suite of formal and informal knowledge sharing activities. The present paper provides results of the first survey of the organisation’s communication climate, and they suggest that communication audits can be used to gauge whether knowledge and information sharing are occurring by providing data on two antecedents to such sharing: perceptions of other organisational members’ openness to the receiving as well as the sending aspects of sharing.

We propose the Fundamental Illusion Theory to explain knowledge creation in the case of Japanese companies. This theory is based on an analogy with a hearing illusion which explains that when two tones occur together a third lower pitched tone is heard. However, this last perceived pitch is a frequency (fundamental) for which there is no actual source vibration. If we make an analogy between fundamental frequency and knowledge, and between tones occurring together and learning + culture + leadership, we arrive at a new management model.

Following the organic approach to knowledge management, this paper argues for a closer focus on people and organizational culture in knowledge management practice. With a case study of China Central Television (CCTV), this paper analyzes the importance and difference of knowledge management in the broadcasting industry under Chinese context. By highlighting the social embeddedness of organizational culture, the author intends to analyze how traditional hierarchical ideology and management style, guanxi oriented culture and Chinese communication styles have resulted in knowledge loss in this particular organization during its transitional period.

Organizations need to effectively combine and utilize knowledge resources that are distributed amongst the employees and groups in the firm. This paper examines the use of knowledge-sharing mechanisms to leverage on the learning, experience and expertise of employees to create capabilities that transcend beyond individuals and teams. In this paper, we specify an overall framework that provides a typology of the types of knowledge-integrating mechanisms used by project-based organizations. We build an overall picture by identifying two important dimensions of knowledge-sharing mechanisms and the key knowledge-sharing mechanisms illustrating each quadrant in the framework. The first dimension is personalization vs. codification. If knowledge is shared through a codification strategy, knowledge is carefully codified and stored in databases and documents. If knowledge is shared through a personalization strategy, it will be closely tied to the person who developed it and shared mainly through direct person-to-person contacts. The second key dimension in our typology is whether the mechanisms facilitate knowledge sharing through integration processes at the individual and group levels, or whether the mechanisms facilitate knowledge sharing through processes institutionalized in various organizational routines, artifacts, or organizational structure. The interaction of these two dimensions provides a typology of knowledge-sharing mechanisms used by project-based organizations. To examine the usefulness of the typology, we conducted empirical studies in two project-based organizations. We observe that the organization that is smaller in size and less mature makes use of predominantly integration and personalization knowledge-sharing mechanisms, while the organization that is bigger in size and more mature makes use of predominantly institutionalized knowledge-sharing mechanisms. This typology highlights that organizations can institutionalize both codification and personalization-oriented knowledge-sharing mechanisms. The mechanisms in all the four quadrants can also be used in a complementary manner to one another.

A basic characteristic of the knowledge-based school is that it follows the “inside out” approach of explaining the sources of a firm’s competitive advantage. There are at least two important classifications of knowledge in the literature. The first one divides knowledge into its explicit and tacit component, while the second one discusses human and structural capital. Besides knowledge, its adequate management is also necessary to ensure greater competitiveness and performance. Empirical research based on a sample of 225 Slovenian firms shows that the firms see the most relevant sources of their competitive advantage in structural capital, tacit knowledge and the imperfect imitability of knowledge. The more relevant knowledge a firm possesses and the better its management is, the better the firm’s performance and competitiveness, which means our empirical support of the knowledge-based school is quite clear. Among the studied firms, knowledge-related sources of competitive advantage, performing the knowledge management tasks and the imperfect imitability of knowledge, seem to be the most relevant factors of a firm’s competitiveness and performance.

Organizations are concerned about the reuse of knowledge since the benefits to be derived from knowledge management depend on the effective reuse of knowledge resources. To facilitate effective reuse of organizational knowledge resources, it is necessary to understand the factors behind reuse success. The purpose of this research is therefore to propose a theoretical framework which can be used to understand and explain the success of knowledge reuse within an organization. Our findings in an exploratory case study with an organization in the ornamental fish industry showed that the antecedents identified in the framework influence knowledge reuse success. This suggests that the proposed framework is relevant from the point of view of practitioners as well as researchers.

Views of selected head of LIS programs were sought on six KM competencies considered to be most pertinent to LIS professionals to play an effective KM role. They held the view that existing LIS programs had certain ingredients that could be transformed into KM competencies. However, there was a need to introduce new coursework in order to develop these competencies. Distinction between IM and KM applications was still blurred for many LIS programs and practitioners. LIS programs are keener to develop infrastructures and technologies that are more germane to codified knowledge. Competencies related to knowledge organization are also emphasized.

The adoption of Knowledge Management (KM) programs and systems in the US government and nonprofit sectors is rapidly growing. The purpose of this study was to assess how knowledge workers obtain, share, and/or use the knowledge that they need to perform their work (knowledge flow). We found a certain agreement on a typology defining two main strategies for knowledge flows: codification versus personalization. A total of 341 knowledge workers from the U.S. government and nonprofit sectors were surveyed in order to assess what KM strategy they employed (at the organizational level as well as their work unit level) for managing knowledge. KM practices, tools and technologies used were assessed and ranked. This paper presents the results of this empirical study.

The prevailing hypercompetitive environment has made it essential for organizations to gather competitive intelligence from environmental scanning. The knowledge gained leads to organizational learning, which stimulates increased patent productivity. This paper highlights five practices that aid in developing patenting intelligence and empirically verifies to what extent this organizational learning leads to knowledge gains and financial gains realized from consequent higher patent productivity. The model is validated based on the perceptions of professionals with patenting experience from two of the most aggressively patenting sectors in today’s economy, viz., IT and pharmaceutical sectors (n=119). The key finding of our study suggests that although organizational learning from environmental scanning exists, the application of this knowledge for increasing patent productivity lacks due appreciation. This missing link in strategic analysis and strategy implementation has serious implications for managers which are briefly discussed in this paper.

Intellectual property rights have been extended in scope and, in some cases, in time to such extent that questions may be raised about the allocation of such proprietary knowledge resources. It may be questioned in particular whether excessive rent seeking opportunities in certain intellectual property-protected knowledge resources may lead to misallocations.

Effective knowledge sharing between communities of knowledge workers impacts the productivity, innovation and competitiveness of organizations. The emergence of Peer-to-peer (P2P) technology has provided some solutions to knowledge sharing amongst peers. In this paper we present a sophisticated Agent-based Semantic Knowledge network—ASKnet—that features a unique combination of mobile agents, semantic web and semantic overlay networks to realize an effective knowledge sharing environment. ASKnet enables the sharing of personalized knowledge repositories—typically documents thematically organized by a knowledge worker—of individual knowledge workers with the entire community. The premise here is that if we trust the intellectual ability of the knowledge worker then his/her personalized knowledge repository can be regarded as a source of best-quality, relevant and validated knowledge for that domain/organization.

Most algorithms and approaches dealing with the task of association rule mining have assumed all itemsets to be of the same nature and importance and used a single support. Very few have tried to address the non-uniformity and non-homogeneity of both the items and also their frequencies. Nevertheless none of the approaches that we are aware of have proposed a concrete way of identifying and assigning the correct measure of importance to every itemset; neither have they taken into consideration the framework within which a data mining activity should be viewed and implemented. In the paper we look into mining for retail organizations and view itemsets and associations rules through the appropriate microeconomic framework. We propose a weighting scheme that assigns the correct supports to all itemsets, automatically finds the most interesting ones and yet proves very efficient.

Digital libraries are emerging technologies for content management. These contents include multimedia and video objects which involve high storage and bandwidth costs. It is necessary to formulate a new method by taking into account all aspects of multimedia and video-on-demand content management. This paper describes a new approach called the “multi-agent based user access pattern oriented optimal content allocation method” for digital libraries and is concerned with various behavioral patterns of digital library systems. The content access pattern not only varies based on regional interest, subject interest, cultural interest etc. but also over time because of the movement of various user communities. A mathematical technique is adopted in finding the intra-correlation between different languages and regions among the number of individuals in any region who access any language at any time based upon the unit bandwidth cost, storage cost and delay time cost for the additional requirement of bandwidth. The suggested model proves to be a more cost-effective method with regard to the design for dynamic content allocation when compared with other mathematical models for content allocation available in literature.

The various e-learning platforms that have been developed in recent years share a variety of functionalities. Recent standardization efforts in e-learning have concentrated on the reuse of learning material, but not on the reuse of these system functionalities. To fill this gap, Web service-based e-learning systems build on the assumption that a typical learning system is a collection of activities or processes that interact with learners and suitably chosen content, and that can be obtained from various sources when it comes to execution. In addition, content typically comes in the form of learning objects that are also accessible via a Web service. This scenario leads to a number of challenges, including the provision and the discovery of services; on the other hand, it has potentials such as the ability to directly integrate e-learning services into business applications or to communicate with a knowledge management system. This paper focuses on the discovery process of content Web services; it first analyzes limitations of traditional discovery mechanisms and then presents an ontology for content services that enables intelligent search and appropriate classification of results.

Part VIII consists of abstracts from the following articles:

• COLLABORATIVE KNOWLEDGE MANAGEMENT PORTALS FOR LEARNING ORGANIZATIONS

• A STUDY OF THE ALIGNMENT OF KNOWLEDGE AND BUSINESS STRATEGIES AND THEIR EFFECT ON THE PERFORMANCE OF THE KINGDOM OF BAHRAIN’S BANKING AND FINANCIAL INSTITUTIONS

• MODELING AIR TRAFFIC LANDING SEQUENCES AND CONTROL: A SIMULATION

• THE STATE OF IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN SINGAPORE

• ORGANIZATIONAL EFFECTS ON KNOWLEDGE SHARING

• LEARNING IN PROJECT-BASED ORGANIZATIONS

• APPLYING SOCIAL NETWORK ANALYSIS TO KNOWLEDGE MANAGEMENT

• TACIT KNOWLEDGE DIFFUSION VIA TECHNOLOGY AND HUMAN NETWORKS

• HOW DOES KNOWLEDGE MANAGEMENT INFLUENCE THE INNOVATION MANAGEMENT PROCESS?

• A MEASUREMENT MODEL FOR ASSESSING THE KNOWLEDGE-BASED ECONOMY

• TRAVERSING THE FUTURE OF KNOWLEDGE MANAGEMENT (KM): AN EMERGING THEME IN HIGHER EDUCATION RESEARCH?

• PROMOTING PROFESSIONAL COLLABORATION BETWEEN MEDICAL PRACTITIONERS: LEVERAGING AN ONLINE DISCUSSION FORUM

• MANAGING KNOWLEDGE IN GENERAL PRACTICE SURVEYING FIRMS: A COMPARATIVE STUDY BETWEEN SME AND LARGE FIRMS

• AN EMPIRICAL EVALUATION OF A CORPORATE E-LEARNING PORTAL

• IMPROVING UNIVERSITY-INDUSTRY KNOWLEDGE PARTNERSHIPS FOR SCIENTIFIC RESEARCH AND DEVELOPMENT PROJECTS: A PILOT STUDY

• KNOWLEDGE MANAGEMENT SYSTEM: SOME METHODOLOGICAL REMARKS

• THE ROLE OF STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE PROCESS OF A COMPANY’S KNOWLEDGE CREATION

• BUSINESS INTELLIGENCE FOR KNOWLEDGE MANAGEMENT

• KNOWLEDGE MANAGEMENT AND COMMUNICATION CHALLENGES: DETERMINING WHAT INFORMATION PATIENTS REALLY WANT

• UTILIZATION OF INFORMATION AND COMMUNICATION TECHNOLOGY IN AGRICULTURAL KNOWLEDGE MANAGEMENT: THE CASE OF THE PHILIPPINE NARS

• THE LEARNING SPACE OF THE SERVICE FIRM AND ELEMENTS IN THE CO-PRODUCTION OF KNOWLEDGE: EVIDENCE FROM AUSTRALIAN SERVICE FIRMS

• KNOWLEDGE SHARING ENABLERS: A REVIEW OF ORGANIZATIONAL STRATEGIES AND PRACTICES

• KNOWLEDGE MANAGEMENT: FROM PRODUCTIVY GAINS TO STRATEGIC ADVANTAGE

• DEVELOPING A KNOWLEDGE MANAGEMENT FRAMEWORK FOR SMALL BUSINESSES: A CASE STUDY

• APPLICATION OF ADAPTIVE NETWORK BASED FUZZY INFERENCE SYSTEM FOR MODEL RECONSTRUCTION IN REVERSE ENGINEERING

• REVAMPING UNIVERSITIES-KNOWLEDGE MANAGEMENT: A MEANS TO EFFECTIVE PERFORMANCE

• INTELLIGENT KNOWLEDGE RETRIEVAL THROUGH COLLABORATIVE KNOWLEDGE SHARING

• GLOBALIZATION AND KNOWLEDGE MANAGEMENT: IMPLICATIONS FOR HRD

• CONVERSION OF A HETEROGENEOUS EDUCATION SYSTEM (HEES) INTO A HOMOGENEOUS EDUCATION SYSTEM (HOES) BY USE OF KNOWLEDGE MANAGEMENT AND INFORMATION TECHNOLOGY

• DEVELOPING A KNOWLEDGE-BASED ECONOMY: AN INVESTIGATION OF CULTURAL INFLUENCES

• SUPPORTING COMMUNITIES OF PRACTICE: A RIPPLE DOWN RULES APPROACH TO CALL CENTRE MANAGEMENT

• THE APPLICATION OF KNOWLEDGE MANAGEMENT IN PUBLIC SECTOR BANKS IN INDIA’S POST LIBERALISATION ERA

• A KM AND E-LEARNING BASED ARCHITECTURE: AN INNOVATIVE APPROACH FOR SMES

• MODELING A SIMPLIFIED KNOWLEDGE SYSTEM FOR TECHNOLOGY TRANSFER BETWEEN DONOR AND HOME PARTNERS

• KNOWLEDGE MANAGEMENT PRACTICES IN THE INDIAN CORPORATE SECTOR: AN EMPIRICAL STUDY

• KNOWLEDGE SHARING IN THE ASIAN PUBLIC ADMINISTRATION SECTOR

• A MULTI-AGENT SYSTEM FOR SUPPLY CHAIN COORDINATION