Overview of the literature

179 heads of sales or direct marketing departments in large UK companies across 5 industry sectors completed mail questionnaires concerning the knowledge management (KM) practices employed by their firms. The extents of the KM systems operating within sample enterprises were analyzed with respect to each company's use of teamwork, level of bureaucracy and centralization of decision making, innovativeness, and ability to cope with change. Respondents' views on the contributions of KM to marketing management were also examined. Berdrow, I. and H. W. Lane (2003). "International joint ventures: creating value through successful knowledge management." Journal of World Business 38(1): 15-30. Abstract Knowledge management is the conscious and active management of creating, disseminating, evolving and applying knowledge to strategic ends. In this paper, we examine knowledge management in the context of international joint ventures (IJVs), activities that cut across organizational and national boundaries, to show how to manage the behavioral and contextual considerations to create value for the parent companies. A case based methodology was used to conduct 20 in-depth interviews and collect archival data from eight IJVs within the NAFTA partnership of Canada, U.S.A. and Mexico. The findings, achieved with the aid of NUD.IST, a qualitative data analysis package, are summarized into six descriptors that differentiate successful and unsuccessful cases. These descriptors are: mindset, controls,Knowledge management is the conscious and active management of creating, disseminating, evolving and applying knowledge to strategic ends. In this paper, we examine knowledge management in the context of international joint ventures (IJVs), activities that cut across organizational and national boundaries, to show how to manage the behavioral and contextual considerations to create value for the parent companies. A case based methodology was used to conduct 20 in-depth interviews and collect archival data from eight IJVs within the NAFTA partnership of Canada, U.S.A. and Mexico. The findings, achieved with the aid of NUD.IST, a qualitative data analysis package, are summarized into six descriptors that differentiate successful and unsuccessful cases. These descriptors are: mindset, controls, Centre for Clinical Governance Research in Health • October 2004 5 Selected abstracts and citations • Knowledge Management strategic integration, training and development, resource contributions and integration, and relationship development. Bornemann, M. and M. Sammer (2003). "Assessment methodology to prioritize knowledge management related activities to support organizational excellence." Measuring Business Excellence 7(2): 21-28. Bose, R. (2003). "Knowledge management-enabled health care management systems: capabilities, infrastructure, and decision-support." Expert Systems with Applications 24(1): 59-71. Abstract The health care industry is increasingly becoming a knowledgebased community that is connected to hospitals, clinics, pharmacies, and customers for sharing knowledge, reducing administrative costs and improving the quality of care. Thus, the success of health care depends critically on the collection, analysis and seamless exchange of clinical, billing, and utilization information or knowledge within and across the above organizational boundaries. This research envisions a knowledge management-enabled health care management system that would help integrate clinical, administrative, and financial processes in health care through a common technical architecture; and provides a decision support infrastructure for clinical and administrative decisionmaking. Hence, the objective of this research is to present and describe the knowledge management capabilities, the technical infrastructure, and the decision support architecture for such a health care management system. The research findings would immensely help the health care information technology (IT) managers and knowledge based system developers to identify their IT needs and to plan for and develop the technical infrastructure of the health care management system for their organizations.The health care industry is increasingly becoming a knowledgebased community that is connected to hospitals, clinics, pharmacies, and customers for sharing knowledge, reducing administrative costs and improving the quality of care. Thus, the success of health care depends critically on the collection, analysis and seamless exchange of clinical, billing, and utilization information or knowledge within and across the above organizational boundaries. This research envisions a knowledge management-enabled health care management system that would help integrate clinical, administrative, and financial processes in health care through a common technical architecture; and provides a decision support infrastructure for clinical and administrative decisionmaking. Hence, the objective of this research is to present and describe the knowledge management capabilities, the technical infrastructure, and the decision support architecture for such a health care management system. The research findings would immensely help the health care information technology (IT) managers and knowledge based system developers to identify their IT needs and to plan for and develop the technical infrastructure of the health care management system for their organizations. Chang Lee, K., S. Lee, et al. "KMPI: measuring knowledge management performance." Information & Management In Press, Corrected Proof. Abstract This paper provides a new metric, knowledge management performance index (KMPI), for assessing the performance of a firm in its knowledge management (KM) at a point in time. Firms are assumed to have always been oriented toward accumulating and applying knowledge to create economic value and competitive advantage. We therefore suggest the need for a KMPI which we have defined as a logistic function having five components that can be used to determine the knowledge circulation process (KCP): knowledge creation, knowledge accumulation, knowledge sharing, knowledge utilization, and knowledge internalization. When KCP efficiency increases, KMPI will also expand, enabling firms to become knowledge-intensive. To prove KMPI's contribution, a questionnaire survey was conducted on 101 firms listed in the KOSDAQ market in Korea. We associated KMPI with three financial measures: stock price, price earnings ratio (PER), and R&D expenditure. Statistical resultsThis paper provides a new metric, knowledge management performance index (KMPI), for assessing the performance of a firm in its knowledge management (KM) at a point in time. Firms are assumed to have always been oriented toward accumulating and applying knowledge to create economic value and competitive advantage. We therefore suggest the need for a KMPI which we have defined as a logistic function having five components that can be used to determine the knowledge circulation process (KCP): knowledge creation, knowledge accumulation, knowledge sharing, knowledge utilization, and knowledge internalization. When KCP efficiency increases, KMPI will also expand, enabling firms to become knowledge-intensive. To prove KMPI's contribution, a questionnaire survey was conducted on 101 firms listed in the KOSDAQ market in Korea. We associated KMPI with three financial measures: stock price, price earnings ratio (PER), and R&D expenditure. Statistical results Centre for Clinical Governance Research in Health • October 2004 6 Selected abstracts and citations • Knowledge Management show that the proposed KMPI can represent KCP efficiency, while the three financial performance measures are also useful. Chourides, P., D. Longbottom, et al. (2003). "Excellence in knowledge management: an empirical study to identify critical factors and performance measures." Measuring Business Excellence 7(2): 29-45. Chuang, S.-H. (2004). "A resource-based perspective on knowledge management capability and competitive advantage: an empirical investigation." Expert Systems with Applications 27(3): 459-465. Abstract The concept of knowledge management (KM) as a powerful competitive weapon has been strongly emphasized in the strategic management literature, yet the sustainability of the competitive advantage provided by KM capability is not well-explained. To fill this gap, this paper develops the concept of KM as an organizational capability and empirically examines the association between KM capabilities and competitive advantage. In order to provide a better presentation of significant relationships, through resource-based view of the firm explicitly recognizes important of KM resources and capabilities. Firm specific KM resources are classified as social KM resources, and technical KM resources. Surveys collected from 177 firms were analyzed and tested. The results confirmed the impact of social KM resource on competitive advantage. Technical KM resource is negatively related with competitive advantage, and KM capability is significantly related with competitive advantage.The concept of knowledge management (KM) as a powerful competitive weapon has been strongly emphasized in the strategic management literature, yet the sustainability of the competitive advantage provided by KM capability is not well-explained. To fill this gap, this paper develops the concept of KM as an organizational capability and empirically examines the association between KM capabilities and competitive advantage. In order to provide a better presentation of significant relationships, through resource-based view of the firm explicitly recognizes important of KM resources and capabilities. Firm specific KM resources are classified as social KM resources, and technical KM resources. Surveys collected from 177 firms were analyzed and tested. The results confirmed the impact of social KM resource on competitive advantage. Technical KM resource is negatively related with competitive advantage, and KM capability is significantly related with competitive advantage. Damodaran, L. and W. Olphert (2000). "Barriers and facilitators to the use of knowledge management systems." Behaviour & Information Technology 19(6): 405-413. Abstract Investigated the use and perceptions of an electronic information management system (EIM) within a multi-national company. 33 managers, information systems support personnel, and specialists completed interviews concerning perceived aims and benefits, current usage, perceived barriers to usage, factors promoting usage, user requirements, and critical success factors of their existing EIM system. Results show that, in spite of the commitment of management and belief in the strategic importance of the EIM to the company's aims and success, uptake of the EIM system was slow. The shortfall between the promise of EIM technology and actual delivery was considerable. The 4 main causes of underutilization of the EIM system were: (1) inadequacies of the technology; (2) lack of user-friendliness of the system; (3) high current workload and absence of spare capacity for new tasks; and (4) failure to institutionalize the EIM.Investigated the use and perceptions of an electronic information management system (EIM) within a multi-national company. 33 managers, information systems support personnel, and specialists completed interviews concerning perceived aims and benefits, current usage, perceived barriers to usage, factors promoting usage, user requirements, and critical success factors of their existing EIM system. Results show that, in spite of the commitment of management and belief in the strategic importance of the EIM to the company's aims and success, uptake of the EIM system was slow. The shortfall between the promise of EIM technology and actual delivery was considerable. The 4 main causes of underutilization of the EIM system were: (1) inadequacies of the technology; (2) lack of user-friendliness of the system; (3) high current workload and absence of spare capacity for new tasks; and (4) failure to institutionalize the EIM. Darroch, J. and R. McNaughton (2003). "Beyond market orientation: Knowledge management and the innovativeness of New Zealand firms." European Journal of Marketing 37(3-4): 572-593. Centre for Clinical Governance Research in Health • October 2004 7 Selected abstracts and citations • Knowledge Management Abstract Knowledge is seen as a critical resource, with both tangible and intangible attributes. Effective knowledge management is emerging as an important concept that enables all the resources of firms, including knowledge, to be used effectively. A knowledge-management orientation is positioned in this paper as a distinctive capability that supports the creation of sustainable competitive advantages such as innovation. Using an instrument to measure a knowledge-management orientation, which is grounded in the A. K. Kohli et al (1993) work on a market orientation, this paper identifies 4 clusters of firms based on knowledge-management practices that exist within the New Zealand business environment. The clusters are then described according to their innovation and financial performance profiles. The study finds that firms with a knowledge-management orientation outperformed those classified as marketoriented. Results also show a market orientation to be a subset of a knowledgemanagement orientation.Knowledge is seen as a critical resource, with both tangible and intangible attributes. Effective knowledge management is emerging as an important concept that enables all the resources of firms, including knowledge, to be used effectively. A knowledge-management orientation is positioned in this paper as a distinctive capability that supports the creation of sustainable competitive advantages such as innovation. Using an instrument to measure a knowledge-management orientation, which is grounded in the A. K. Kohli et al (1993) work on a market orientation, this paper identifies 4 clusters of firms based on knowledge-management practices that exist within the New Zealand business environment. The clusters are then described according to their innovation and financial performance profiles. The study finds that firms with a knowledge-management orientation outperformed those classified as marketoriented. Results also show a market orientation to be a subset of a knowledgemanagement orientation. de Pablos, P. O. (2002). "Knowledge management and organizational learning: Typologies of knowledge strategies in the Spanish manufacturing industry from 1995 to 1999." Journal of Knowledge Management 6(1): 5262. Abstract Investigates organizational knowledge strategies in Spanish industry, using a survey questionnaire covering: (1) organizational knowledge management, and (2) organizational learning and performance. Applies P. Bierly and A. Chakrabarty's typology of generic knowledge strategies to perform cluster analysis and classify firms. Implications for strategy emerge: each firm owns a specific bundle of resources forming organizational capabilities; uniqueness nature is an outcome of different organizational decisions. Knowledge strategies determine stocks and flows of organizational knowledge and competitive advantage of firms. Decisions involving trade-offs between knowledge exploitation or exploration, internal or external knowledge, breadth of knowledge base, etc. should be made to configure the best strategy. Results show organizational performance varies across clusters. Knowledge strategy should be integrated among strategic decisions to get good organizational fit.Investigates organizational knowledge strategies in Spanish industry, using a survey questionnaire covering: (1) organizational knowledge management, and (2) organizational learning and performance. Applies P. Bierly and A. Chakrabarty's typology of generic knowledge strategies to perform cluster analysis and classify firms. Implications for strategy emerge: each firm owns a specific bundle of resources forming organizational capabilities; uniqueness nature is an outcome of different organizational decisions. Knowledge strategies determine stocks and flows of organizational knowledge and competitive advantage of firms. Decisions involving trade-offs between knowledge exploitation or exploration, internal or external knowledge, breadth of knowledge base, etc. should be made to configure the best strategy. Results show organizational performance varies across clusters. Knowledge strategy should be integrated among strategic decisions to get good organizational fit. del-Rey-Chamorro, F. M., R. Roy, et al. (2003). "A framework to create key performance indicators for knowledge management solutions." Journal of Knowledge Management 7(2): 46-62. Abstract Knowledge management (KM) is popular within the engineering industry. With increasing investment in KM projects, companies are looking for ways to justify their effort. This research develops a framework to assess the contribution of KM solutions within a business against its corporate objectives. The framework uses a set of key performance indicators (KPIs) as lead indicators. The lead indicators are developed in line with the lag indicators at the strategic level. A number of templates is developed to implement the framework within a company. A real life case study is presented where the templates areKnowledge management (KM) is popular within the engineering industry. With increasing investment in KM projects, companies are looking for ways to justify their effort. This research develops a framework to assess the contribution of KM solutions within a business against its corporate objectives. The framework uses a set of key performance indicators (KPIs) as lead indicators. The lead indicators are developed in line with the lag indicators at the strategic level. A number of templates is developed to implement the framework within a company. A real life case study is presented where the templates are Centre for Clinical Governance Research in Health • October 2004 8 Selected abstracts and citations • Knowledge Management used to identify KPIs for a manufacturing solution. The paper also gives guidelines on using the templates effectively. Desouza, K. and R. Evaristo (2003). "Global Knowledge Management Strategies." European Management Journal 21(1): 62-67. Abstract In this paper we address the issue of managing knowledge within firms that span multiple countries. Through a series of semi-structured interviews with 29 senior managers, spanning three continents and 11 firms, we present insights on knowledge management approaches and strategies being undertaken. In the organizations we interviewed we found presence of three strategies for knowledge management: Headquarter Commissioned and Executed, Headquarter Commissioned and Regionally Executed, and Regionally Commissioned and Locally Executed. We also discuss challenges faced in executing global knowledge management initiatives.In this paper we address the issue of managing knowledge within firms that span multiple countries. Through a series of semi-structured interviews with 29 senior managers, spanning three continents and 11 firms, we present insights on knowledge management approaches and strategies being undertaken. In the organizations we interviewed we found presence of three strategies for knowledge management: Headquarter Commissioned and Executed, Headquarter Commissioned and Regionally Executed, and Regionally Commissioned and Locally Executed. We also discuss challenges faced in executing global knowledge management initiatives. Desouza, K. C. (2003). "Strategic contributions of game rooms to knowledge management: some prelimenary insights." Information & Management 41(1): 63-74. Abstract Academics and practitioners have stressed the significance of managing knowledge in today's competitive environment. This has resulted in many efforts to increase knowledge exchange between organizational members. Much work so far has focused on the use of information technology as either a solution or enabler of knowledge management. While information technology enables easy exchange of explicit knowledge, its contributions to sharing tacit knowledge is restricted to connecting individuals via tools, such as e-mail and groupware. This research adds to the literature by reporting on a peoplecentered perspective for facilitating tacit knowledge exchange. The article describes an in-depth case study carried out to determine the role played by game rooms in the exchange of tacit knowledge.Academics and practitioners have stressed the significance of managing knowledge in today's competitive environment. This has resulted in many efforts to increase knowledge exchange between organizational members. Much work so far has focused on the use of information technology as either a solution or enabler of knowledge management. While information technology enables easy exchange of explicit knowledge, its contributions to sharing tacit knowledge is restricted to connecting individuals via tools, such as e-mail and groupware. This research adds to the literature by reporting on a peoplecentered perspective for facilitating tacit knowledge exchange. The article describes an in-depth case study carried out to determine the role played by game rooms in the exchange of tacit knowledge. Dilnutt, R. (2002). "Knowledge management in practice: Three contemporary case studies." International Journal of Accounting Information Systems 3(2): 75-81. Abstract Knowledge management has become a popular business management discussion topic over the past 5 years. Some of this discussion is no more than hype-generated by software product vendors and consulting houses. However, there is a compelling value proposition holding that the intellectual capital of most organisations can be better managed to create internal efficiencies and external business opportunities. This paper discusses three knowledge management initiatives recently undertaken in the Asia Pacific region that have delivered real business improvements with quantifiable benefits and demonstrable outcomes. Two of these case studies involve major Australian-Knowledge management has become a popular business management discussion topic over the past 5 years. Some of this discussion is no more than hype-generated by software product vendors and consulting houses. However, there is a compelling value proposition holding that the intellectual capital of most organisations can be better managed to create internal efficiencies and external business opportunities. This paper discusses three knowledge management initiatives recently undertaken in the Asia Pacific region that have delivered real business improvements with quantifiable benefits and demonstrable outcomes. Two of these case studies involve major AustralianCentre for Clinical Governance Research in Health • October 2004 9 Selected abstracts and citations • Knowledge Management based financial institutions, while the third relates to a government treasury organisation. Gabbay, J., A. le May, et al. (2003). "A case study of knowledge management in multiagency consumer-informed 'communities of practice': Implications for evidence-based policy development in health and social services." Health: An Interdisciplinary Journal for the Social Study of Health, Illness & Medicine 7(3): 283-310. Abstract We report a study that facilitated and evaluated two multi-agency Communities of Practice (CoPs) working on improving specific aspects of health and social services for older people, and analysed how they processed and applied knowledge in formulating their views. Data collection included observing and tape-recording the CoPs, interviewing participants and reviewing documents they generated and used. All these sources were analysed to identify knowledgerelated behaviours. Four themes emerged from these data: (1) the way that certain kinds of knowledge became privileged and accepted; (2) the ways in which the CoP members transformed and internalized new knowledge; (3) how the haphazard processing of the available knowledge was contingent upon the organizational features of the groups; and (4) the ways in which the changing agendas, roles and power-relations had differential effects on collective sense making. We conclude by recommending ways in which the process of evidencebased policy development in such groups may be enhanced.We report a study that facilitated and evaluated two multi-agency Communities of Practice (CoPs) working on improving specific aspects of health and social services for older people, and analysed how they processed and applied knowledge in formulating their views. Data collection included observing and tape-recording the CoPs, interviewing participants and reviewing documents they generated and used. All these sources were analysed to identify knowledgerelated behaviours. Four themes emerged from these data: (1) the way that certain kinds of knowledge became privileged and accepted; (2) the ways in which the CoP members transformed and internalized new knowledge; (3) how the haphazard processing of the available knowledge was contingent upon the organizational features of the groups; and (4) the ways in which the changing agendas, roles and power-relations had differential effects on collective sense making. We conclude by recommending ways in which the process of evidencebased policy development in such groups may be enhanced. Gebert, H., M. Geib, et al. (2003). "Knowledge-enabled customer relationship management: Integrating customer relationship management and knowledge management concepts[1]." Journal of Knowledge Management 7(5): 107-123. Abstract The concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain competitive advantages. CRM focuses on managing the relationship between a company and its current and prospective customer base as a key to success, while KM recognizes the knowledge available to a company as a major success factor. From a business process manager's perspective both the CRM and KM approaches promise a positive impact on cost structures and revenue streams in return for the allocation of resources. However, investments in CRM and KM projects are not without risk, as demonstrated by many failed projects. In this paper we show that the benefit of using CRM and KM can be enhanced and the risk of failure reduced by integrating both approaches into a customer knowledge management (CKM) model In this regard, managing relationships requires managing customer knowledge-knowledge about as well as from and for customers. In CKM, KM plays the role of a service provider, managing the four knowledge aspects: content, competence, collaboration and composition. Our findings are based on aThe concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain competitive advantages. CRM focuses on managing the relationship between a company and its current and prospective customer base as a key to success, while KM recognizes the knowledge available to a company as a major success factor. From a business process manager's perspective both the CRM and KM approaches promise a positive impact on cost structures and revenue streams in return for the allocation of resources. However, investments in CRM and KM projects are not without risk, as demonstrated by many failed projects. In this paper we show that the benefit of using CRM and KM can be enhanced and the risk of failure reduced by integrating both approaches into a customer knowledge management (CKM) model In this regard, managing relationships requires managing customer knowledge-knowledge about as well as from and for customers. In CKM, KM plays the role of a service provider, managing the four knowledge aspects: content, competence, collaboration and composition. Our findings are based on a Centre for Clinical Governance Research in Health • October 2004 10 Selected abstracts and citations • Knowledge Management literature analysis and six years of action research, supplemented by case studies and surveys. Gottschalk, P. (1999). "Knowledge management in the professions: Lessons learned from Norwegian law firms." Journal of Knowledge Management 3(3): 203-211. Abstract Knowledge management is an increasingly important source of competitive advantage for organizations. Knowledge embedded in the organization's business processes and employees' skills provide the firm with unique capabilities to deliver customers with a product or service. Law firms represent an industry which seems well suited for knowledge management investigation. They are knowledge intensive, and use of advanced information technology may transform these organizations in the future. To examine knowledge management in Norwegian law firms, a study that involves two phases of data collection and analysis was designed. The first phase was an initial field study of the leading law firm in Norway. The second phase is a survey of Norwegian law firms. The semi-structured interview in the initial field study document a strong belief in the potential benefits from knowledge management. Future research will investigate law firms' competitive advantage, value of intangible assets, profitability and capabilities from knowledge management.Knowledge management is an increasingly important source of competitive advantage for organizations. Knowledge embedded in the organization's business processes and employees' skills provide the firm with unique capabilities to deliver customers with a product or service. Law firms represent an industry which seems well suited for knowledge management investigation. They are knowledge intensive, and use of advanced information technology may transform these organizations in the future. To examine knowledge management in Norwegian law firms, a study that involves two phases of data collection and analysis was designed. The first phase was an initial field study of the leading law firm in Norway. The second phase is a survey of Norwegian law firms. The semi-structured interview in the initial field study document a strong belief in the potential benefits from knowledge management. Future research will investigate law firms' competitive advantage, value of intangible assets, profitability and capabilities from knowledge management. Gray, P. H. (2001). "A problem-solving perspective on knowledge management practices." Decision Support Systems 31(1): 87-102. Abstract A wide variety of organizational practices have been proposed to support the creation, storage and transfer of knowledge, yet it is often unclear how these practices relate to one another in their contribution to organizational performance. This study develops a categorization system for knowledge management practices based on two dimensions: the practices' role in the problem-solving process, and the type of problem they address. Analysis of survey data supports the proposed framework and uncovers two higher order factors that correspond to the concepts of exploration and exploitation. By focusing attention on the importance of problem solving in transforming knowledge into business value, this research suggests a new way to understand the connection between knowledge management practices and organizational goals.A wide variety of organizational practices have been proposed to support the creation, storage and transfer of knowledge, yet it is often unclear how these practices relate to one another in their contribution to organizational performance. This study develops a categorization system for knowledge management practices based on two dimensions: the practices' role in the problem-solving process, and the type of problem they address. Analysis of survey data supports the proposed framework and uncovers two higher order factors that correspond to the concepts of exploration and exploitation. By focusing attention on the importance of problem solving in transforming knowledge into business value, this research suggests a new way to understand the connection between knowledge management practices and organizational goals. Hendriks, P. H. J. and D. J. Vriens (1999). "Knowledge-based systems and knowledge management: Friends or foes?" Information & Management 35(2): 113-125. Abstract Knowledge-based systems (KBS) provide a way of formalizing and automating knowledge. Their worth for managing the knowledge assets has not gone unnoticed: they have been promoted as safeguards to retain expert knowledge, to avoid knowledge erosion, etc. KBS are the outcome of aKnowledge-based systems (KBS) provide a way of formalizing and automating knowledge. Their worth for managing the knowledge assets has not gone unnoticed: they have been promoted as safeguards to retain expert knowledge, to avoid knowledge erosion, etc. KBS are the outcome of a Centre for Clinical Governance Research in Health • October 2004 11 Selected abstracts and citations • Knowledge Management knowledge engineering process that may be seen as providing some of the building blocks of knowledge management. Although 'knowledge' is the first word in knowledge-based systems, they are hardly ever considered from a knowledge perspective. As a result, a biased view of the organizational value of KBS exists in the literature, putting an undue emphasis on technology. The key issue addressed in this article is: how does knowledge engineering relate to a broader perspective of knowledge management? A way to identify the issues to be addressed when valuing KBS as potential measures for knowledge management is presented. To illustrate its value, the outcomes of a recent empirical investigation of how KBS function within organizations are presented. Henriksen, L. B. (2001). "Knowledge management and engineering practices: the case of knowledge management, problem solving and engineering practices." Technovation 21(9): 595-603. Abstract Recent debates on knowledge management, competence strategy and the like have made knowledge a pivotal concept in studies of management of technology. It is rather trivial to argue that engineers need to know in order to function as engineers. But how does knowledge work in engineering practices? The Knowledge Project was an attempt to get closer to the everyday life of engineers and to find ways of making engineer's search for knowledge more efficient. The major results from The Knowledge Project are described in this article.Recent debates on knowledge management, competence strategy and the like have made knowledge a pivotal concept in studies of management of technology. It is rather trivial to argue that engineers need to know in order to function as engineers. But how does knowledge work in engineering practices? The Knowledge Project was an attempt to get closer to the everyday life of engineers and to find ways of making engineer's search for knowledge more efficient. The major results from The Knowledge Project are described in this article. Heinrichs, J. H. and J.-S. Lim (2003). "Integrating web-based data mining tools with business models for knowledge management." Decision Support Systems 35(1): 103-112. Abstract As firms begin to implement web-based presentation and data mining tools to enhance decision support capability, the firm's knowledge workers must determine how to most effectively use these new web-based tools to deliver competitive advantage. The focus of this study is on evaluating how knowledge workers integrate these tools into their information and knowledge management requirements. The relationship between the independent variables (web-based data mining software tools and business models) and the dependent variable (strategic performance capabilities) is empirically tested in this study. The results from this study demonstrate the positive interaction effect between the tools and models application on strategic performance capability.As firms begin to implement web-based presentation and data mining tools to enhance decision support capability, the firm's knowledge workers must determine how to most effectively use these new web-based tools to deliver competitive advantage. The focus of this study is on evaluating how knowledge workers integrate these tools into their information and knowledge management requirements. The relationship between the independent variables (web-based data mining software tools and business models) and the dependent variable (strategic performance capabilities) is empirically tested in this study. The results from this study demonstrate the positive interaction effect between the tools and models application on strategic performance capability. Hu, J., K.-T. Huang, et al. (1997). "Customer Information Quality and Knowledge Management: A Case Study Using Knowledge Cockpit." Journal of Knowledge Management 1(3): 225-236. Inkpen, A. C. and A. Dinur (1998). "Knowledge management processes and international joint ventures." Organization Science 9(4): 454-468. Centre for Clinical Governance Research in Health • October 2004 12 Selected abstracts and citations • Knowledge Management Abstract The management and processing of organizational knowledge are critical to organizational success. By exploring how firms access and use alliance-based knowledge, the authors provide evidence that the firm is a dynamic system of processes involving different types of knowledge. 58 managers in automotive industry companies are interviewed and the data from this longitudinal study of joint ventures (JVs) between North American and Japanese firms is used to address 3 research questions: (1) what processes do JV partners use to gain access to alliance knowledge; (2) what types of knowledge are associated with the different processes and how should that knowledge be classified; and (3) what is the relationship between organizational levels, knowledge types, and the transfer of knowledge? The authors identify the processes used by alliance partners to transfer knowledge from an alliance to a partner context: technology sharing, alliance-parent interaction, personnel transfers, and strategic integration. Each process provides an avenue for managers to gain knowledge and ideas outside their own organizational boundaries and creates a connection for managers to communicate their alliance experience.The management and processing of organizational knowledge are critical to organizational success. By exploring how firms access and use alliance-based knowledge, the authors provide evidence that the firm is a dynamic system of processes involving different types of knowledge. 58 managers in automotive industry companies are interviewed and the data from this longitudinal study of joint ventures (JVs) between North American and Japanese firms is used to address 3 research questions: (1) what processes do JV partners use to gain access to alliance knowledge; (2) what types of knowledge are associated with the different processes and how should that knowledge be classified; and (3) what is the relationship between organizational levels, knowledge types, and the transfer of knowledge? The authors identify the processes used by alliance partners to transfer knowledge from an alliance to a partner context: technology sharing, alliance-parent interaction, personnel transfers, and strategic integration. Each process provides an avenue for managers to gain knowledge and ideas outside their own organizational boundaries and creates a connection for managers to communicate their alliance experience. Kalling, T. (2003). "Knowledge management and the occasional links with performance." Journal of Knowledge Management 7(3): 67-81. Abstract This paper argues that current research into knowledge management fails to recognize and offer a detailed understanding about the role of knowledge in improving firm performance. Instead of focusing, exclusively, on the nature and attributes of knowledge, and the management of learning, research should also direct attention to the factors that enable knowledge to contribute to performance. To aid in this, this paper suggests that the concept of knowledge management is divided into three instances; development, utilization and capitalization, based on the assumption that knowledge is not always utilized, and that utilized knowledge does not always result in improved performance. The paper also identifies challenges and solutions in relation to each of the instances. Empirical findings are based on empirical study of three knowledge ventures within a European manufacturing MNC.This paper argues that current research into knowledge management fails to recognize and offer a detailed understanding about the role of knowledge in improving firm performance. Instead of focusing, exclusively, on the nature and attributes of knowledge, and the management of learning, research should also direct attention to the factors that enable knowledge to contribute to performance. To aid in this, this paper suggests that the concept of knowledge management is divided into three instances; development, utilization and capitalization, based on the assumption that knowledge is not always utilized, and that utilized knowledge does not always result in improved performance. The paper also identifies challenges and solutions in relation to each of the instances. Empirical findings are based on empirical study of three knowledge ventures within a European manufacturing MNC. Lehr, J. K. and R. E. Rice (2002). "Organizational measures as a form of knowledge management: a multitheoretic, communication-based exploration." Journal of the American Society for Information Science and Technology. 53(12): 1060-73. Liebowitz, J. (2000). "Knowledge management receptivity at a major pharmaceutical company." Journal of Knowledge Management 4(3): 252258. Abstract Notes that knowledge management seems to be an emerging trend in organizations, but skepticism still exists among many managers as to the true value of undertaking knowledge management initiatives. This article presents aNotes that knowledge management seems to be an emerging trend in organizations, but skepticism still exists among many managers as to the true value of undertaking knowledge management initiatives. This article presents a Centre for Clinical Governance Research in Health • October 2004 13 Selected abstracts and citations • Knowledge Management survey of knowledge management receptivity attitudes of 85 senior managers in a major pharmaceutical company. Survey responses indicate that the organization under study has a firm and clear understanding of the value of its employees, especially the "experts" in the organization. 98% indicated agreement that managers' awareness of the importance of providing their expert employees with challenging work is a necessary ingredient to retain knowledge in an organization. There was some ambiguity over the terms "knowledge worker" and "knowledge work", and it appeared that most people were not familiar with the term or concept of a "knowledge organization". The author concludes that the company seems to appreciate the potential and value of KM but needs some further education on the principles and specific methodologies, techniques, and tools as to how best to leverage their knowledge in their organization to evolve into a "learning organization". The Knowledge Management Receptivity Survey is appended. Lim, D. and J. Klobas (2000). "Knowledge management in small enterprises." Electronic Library. 18(6): 420-32. Abstract This paper investigates the extent to which six factors drawn from the theory and practice of knowledge management can be applied in small organisations. The factors are: balance between need and cost of knowledge acquisition; the extent to which knowledge originates in the external environment; internal knowledge processing; internal knowledge storage; use and deployment of knowledge within the organisation; and attention to human resources. Three cases demonstrate that the fundamental concepts and principles of knowledge management are similar for small and large organisations. Differences include the value placed on systematic knowledge management practices such as formalised environmental scanning and computer-based knowledge sharing systems. Consultants, and library and information professionals, are advised to understand the organisation's management and communication culture; emphasise simple and inexpensive systems integrated into everyday practice; and establish and monitor adherence to tools such as records management schedules. Information professionals can contribute much by managing systems which use vocabularies to enhance information retrieval for knowledge sharing.This paper investigates the extent to which six factors drawn from the theory and practice of knowledge management can be applied in small organisations. The factors are: balance between need and cost of knowledge acquisition; the extent to which knowledge originates in the external environment; internal knowledge processing; internal knowledge storage; use and deployment of knowledge within the organisation; and attention to human resources. Three cases demonstrate that the fundamental concepts and principles of knowledge management are similar for small and large organisations. Differences include the value placed on systematic knowledge management practices such as formalised environmental scanning and computer-based knowledge sharing systems. Consultants, and library and information professionals, are advised to understand the organisation's management and communication culture; emphasise simple and inexpensive systems integrated into everyday practice; and establish and monitor adherence to tools such as records management schedules. Information professionals can contribute much by managing systems which use vocabularies to enhance information retrieval for knowledge sharing. Martin, L. M. and H. Matlay (2003). "Innovative use of the Internet in established small firms: the impact of knowledge management and organisational learning in accessing new opportunities." Qualitative Market Research: An International Journal 6(1): 18-26. Mason, D. and D. J. Pauleen (2003). "Perceptions of knowledge management: a qualitative analysis." Journal of Knowledge Management 7(4): 38-48. Centre for Clinical Governance Research in Health • October 2004 14 Selected abstracts and citations • Knowledge Management McAdam, R. and R. Reid (2000). "A comparison of public and private sector perceptions and use of knowledge management." Journal of European Industrial Training 24(6): 317-329. McAdam, R. and R. Reid (2001). "SME and large organisation perceptions of knowledge management: Comparisons and contrasts." Journal of Knowledge Management 5(3): 231-241. Abstract Compares the perceptions of both large organisations and smallto medium-sized enterprises (SMEs) at a meta level in regard to knowledge management (KM) to improve overall understanding and synthesis of the philosophy and to develop sector-specific learning in the SME sector. First, the article identifies and describes the key dimensions of KM using a socially constructed KM model. Second, the authors use a survey of large (> 250 employees) and SME (< 250 employees) organisations to investigate the perceptions of the KM dimensions. A series of qualitative social constructionist workshops is then reviewed, involving both large and SME organisations which were run to gain a deeper insight into the sectoral comparisons. The results indicate that KM is understanding and implementation is developing in the large organisation sector and knowledge is recognised as having both scientific and social elements. However, the SME sector was less advanced with a mechanistic approach to knowledge and a lack of investment in KM approaches and systems.Compares the perceptions of both large organisations and smallto medium-sized enterprises (SMEs) at a meta level in regard to knowledge management (KM) to improve overall understanding and synthesis of the philosophy and to develop sector-specific learning in the SME sector. First, the article identifies and describes the key dimensions of KM using a socially constructed KM model. Second, the authors use a survey of large (> 250 employees) and SME (< 250 employees) organisations to investigate the perceptions of the KM dimensions. A series of qualitative social constructionist workshops is then reviewed, involving both large and SME organisations which were run to gain a deeper insight into the sectoral comparisons. The results indicate that KM is understanding and implementation is developing in the large organisation sector and knowledge is recognised as having both scientific and social elements. However, the SME sector was less advanced with a mechanistic approach to knowledge and a lack of investment in KM approaches and systems. McCampbell, A. S., L. M. Clare, et al. (1999). "Knowledge management: The new challenge for the 21st century." Journal of Knowledge Management 3(3): 172-179. Abstract This paper defines the newly emerging concept of knowledge management. The topics presented include: principles and practices of knowledge management, organization, distribution, dissemination, collaboration and refinement of information, and the effect on productivity and quality in business today. The technical applications and tools currently utilized within this discipline are also discussed. Case studies are included on the following firms: Teltech, Ernst & Young, Microsoft, and Hewlett Packard. These are analyzed to determine the effect knowledge management practices have on quality improvement and increased productivity. The authors have included a recommended strategy for implementation of knowledge management "best practices". Finally, conclusions are drawn regarding the strategic direction of this new discipline and its effect on competition, productivity and quality for the business of tomorrow.This paper defines the newly emerging concept of knowledge management. The topics presented include: principles and practices of knowledge management, organization, distribution, dissemination, collaboration and refinement of information, and the effect on productivity and quality in business today. The technical applications and tools currently utilized within this discipline are also discussed. Case studies are included on the following firms: Teltech, Ernst & Young, Microsoft, and Hewlett Packard. These are analyzed to determine the effect knowledge management practices have on quality improvement and increased productivity. The authors have included a recommended strategy for implementation of knowledge management "best practices". Finally, conclusions are drawn regarding the strategic direction of this new discipline and its effect on competition, productivity and quality for the business of tomorrow. McNulty, T. (2002). "Reengineering as knowledge management: A case of change in UK healthcare." Management Learning 33(4): 439-458. Abstract This study of business process reengineering within a UK hospital engages with the following phenomena of interest to organizational scholars andThis study of business process reengineering within a UK hospital engages with the following phenomena of interest to organizational scholars and Centre for Clinical Governance Research in Health • October 2004 15 Selected abstracts and citations • Knowledge Management practitioners: corporate change programmes; new forms of organizing; and knowledge processes in and around organizations. A hospital change programme is conceptualized here as a form of knowledge management whereby organizational leaders used business process reengineering in an attempt to effect changed organizational arrangements and performance. The article observes shifts in the ambition, organization and practice of the reengineering programme over time. The encounter between reengineering as "off-the shelf' prescription and the hospital setting reveals the interaction between "knowledge' and "knowing' to be a social process more subject to politicized relations and arrangements than presently theorized. Thus the study promotes a more socialized view of knowledge management and greater links between contemporary developments in theorizing about organizational change, learning and knowledge processes. Other observations emanating from the study are that greater attention needs to be given to assumptions of knowledge transfer and use within debate about best-practice concepts and corporate change programmes. Moffett, S., R. McAdam, et al. (2003). "An empirical analysis of knowledge management applications." Journal of Knowledge Management 7(3): 6-26. Mohamed Eshaq, A. R. and P. Karboulonis (2003). "Design considerations for the design of an advanced VR interface for knowledge management and its relevance to CAD." Automation in Construction 12(5): 501-507. Abstract This paper introduces knowledge management as a key in establishing both valuation and value creation capabilities in the enterprise where dissemination of knowledge and effective sharing of information through collaboration spur creativity and stimulate business practices. The paper draws an original approach for the design and development of a universal information/knowledge visualisation tool, elucidates the mechanics that enable the working prototype and most important it elaborates on the concepts that have led to the adopted architecture. Finally it presents the next step in the system's development cycle outlining its architecture and direction.This paper introduces knowledge management as a key in establishing both valuation and value creation capabilities in the enterprise where dissemination of knowledge and effective sharing of information through collaboration spur creativity and stimulate business practices. The paper draws an original approach for the design and development of a universal information/knowledge visualisation tool, elucidates the mechanics that enable the working prototype and most important it elaborates on the concepts that have led to the adopted architecture. Finally it presents the next step in the system's development cycle outlining its architecture and direction. Montani, S. and R. Bellazzi (2000). "Exploiting multi-modal reasoning for knowledge management and decision support: an evaluation study." Proceedings / AMIA ... Annual Symposium. Abstract We present the first evaluation results of a knowledge management and decision support system for Type I diabetes patients' care. Such system, meant to help physicians in therapy revision, relies on the integration of Rule Based Reasoning and Case Based Reasoning, and exploits both explicit and implicit knowledge. Reliability was positively judged by a group of expert diabetologists; an increase in its performances is foreseen as new knowledge will be acquired, through the system usage in clinical practice.We present the first evaluation results of a knowledge management and decision support system for Type I diabetes patients' care. Such system, meant to help physicians in therapy revision, relies on the integration of Rule Based Reasoning and Case Based Reasoning, and exploits both explicit and implicit knowledge. Reliability was positively judged by a group of expert diabetologists; an increase in its performances is foreseen as new knowledge will be acquired, through the system usage in clinical practice. Centre for Clinical Governance Research in Health • October 2004 16 Selected abstracts and citations • Knowledge Management Montani, S. and R. Bellazzi (2002). "Supporting decisions in medical applications: the knowledge management perspective." International Journal of Medical Informatics 68(1-3): 79-90. Abstract In the medical domain, different knowledge types are typically available. Operative knowledge, collected during every day practice, and reporting expert's skills, is stored in the hospital information system (HIS). On the other hand, well-assessed, formalised medical knowledge is reported in textbooks and clinical guidelines. We claim that all this heterogeneous information should be secured and distributed, and made available to physicians in the right form, at the right time, in order to support decision making: in our view, therefore, a decision support system cannot be conceived as an independent tool, able to substitute the human expert on demand, but should be integrated with the knowledge management (KM) task. From the methodological viewpoint, case based reasoning (CBR) has proved to be a very well suited reasoning paradigm for managing knowledge of the operative type. On the other hand, rule based reasoning (RBR) is historically one of the most successful approaches to deal with formalised knowledge. To take advantage of all the available knowledge types, we propose a multi modal reasoning (MMR) methodology, that integrates CBR and RBR, for supporting context detection, information retrieval and decision support. Our methodology has been successfully tested on an application in the field of diabetic patients management.In the medical domain, different knowledge types are typically available. Operative knowledge, collected during every day practice, and reporting expert's skills, is stored in the hospital information system (HIS). On the other hand, well-assessed, formalised medical knowledge is reported in textbooks and clinical guidelines. We claim that all this heterogeneous information should be secured and distributed, and made available to physicians in the right form, at the right time, in order to support decision making: in our view, therefore, a decision support system cannot be conceived as an independent tool, able to substitute the human expert on demand, but should be integrated with the knowledge management (KM) task. From the methodological viewpoint, case based reasoning (CBR) has proved to be a very well suited reasoning paradigm for managing knowledge of the operative type. On the other hand, rule based reasoning (RBR) is historically one of the most successful approaches to deal with formalised knowledge. To take advantage of all the available knowledge types, we propose a multi modal reasoning (MMR) methodology, that integrates CBR and RBR, for supporting context detection, information retrieval and decision support. Our methodology has been successfully tested on an application in the field of diabetic patients management. Ndlela, L. T. and A. S. A. du Toit (2001). "Establishing a knowledge management programme for competitive advantage in an enterprise." International Journal of Information Management 21(2): 151-165. Abstract This article is concerned with the establishment of a knowledge management programme that will ensure sustainable competitive advantage within an enterprise. The main problem under investigation is to assess the importance of knowledge management within an enterprise and to ascertain how it can ensure sustained competitive advantage in an enterprise. An empirical survey was conducted in the Eskom Transmission Group, Johannesburg, South Africa to investigate understanding of the knowledge management concept amongst business leaders, determine enablers and barriers to implement a knowledge management programme and to determine whether knowledge is seen as a source for competitive advantage. It is suggested that enterprises should adopt a holistic and integrated approach when establishing such a programme. Broad recommendations for establishing a knowledge management programme that will be a source of sustainable competitive advantage are proposed.This article is concerned with the establishment of a knowledge management programme that will ensure sustainable competitive advantage within an enterprise. The main problem under investigation is to assess the importance of knowledge management within an enterprise and to ascertain how it can ensure sustained competitive advantage in an enterprise. An empirical survey was conducted in the Eskom Transmission Group, Johannesburg, South Africa to investigate understanding of the knowledge management concept amongst business leaders, determine enablers and barriers to implement a knowledge management programme and to determine whether knowledge is seen as a source for competitive advantage. It is suggested that enterprises should adopt a holistic and integrated approach when establishing such a programme. Broad recommendations for establishing a knowledge management programme that will be a source of sustainable competitive advantage are proposed. O'Brien, C. and P. Cambouropoulos (2000). "Combating information overload: a six-month pilot evaluation of a knowledge management system in general practice." British Journal of General Practice 50(455): 489-90. Centre for Clinical Governance Research in Health • October 2004 17 Selected abstracts and citations • Knowledge Management Abstract A six-month prospective study was conducted on the usefulness and usability of a representative electronic knowledge management tool, the WAX Active Library, for 19 general practitioners (GPs) evaluated using questionnaires and audit trail data. The number of pages accessed was highest in the final two months, when over half of the access trails were completed within 40 seconds. Most GPs rated the system as easy to learn, fast to use, and preferable to paper for providing information during consultations. Such tools could provide a medium for the activities of knowledge officers, help demand management, and promote sharing of information within primary care groups and across NHSnet or the Internet.A six-month prospective study was conducted on the usefulness and usability of a representative electronic knowledge management tool, the WAX Active Library, for 19 general practitioners (GPs) evaluated using questionnaires and audit trail data. The number of pages accessed was highest in the final two months, when over half of the access trails were completed within 40 seconds. Most GPs rated the system as easy to learn, fast to use, and preferable to paper for providing information during consultations. Such tools could provide a medium for the activities of knowledge officers, help demand management, and promote sharing of information within primary care groups and across NHSnet or the Internet. Palmer, C. A. (2004). "Linking learner autonomy and conditions for learning in the workplace: Knowledge management systems as organizing circumstances." Dissertation Abstracts International Section A: Humanities & Social Sciences 64(7-A): 2346. Abstract External pressures on academic and management communities demand appropriate, specific, and quickly accessible knowledge transfer for "best possible" business decisions. Large amounts of money are spent by organizations on knowledge transfer activities that fail upon implementation. One reason may be that organizations have assumed that databases would be used by employees as resources to transfer knowledge. Results of this study clearly show that this is not the case. This study investigated how learning characteristics of employees influence their use (or non-use), of a knowledge management database (KMDB). Data was collected from technical manufacturing employees (n = 96), using G.J. Confessore's Learner Autonomy Profile (2001), and a questionnaire derived from Spear and Mocker's (1984) organizing circumstances. Participants completed the LAP and additional questions through the Internet. Participants indicated that they did not use the database as a resource because their perceptions of the database as a problemsolving mechanism precluded knowledge transfer. Results indicated learners were very much in control of their own learning and had a high need to control their learning resources. The study also provided new data through the creation of learning condition 5, indicating the non-use of a KMDB. These results present intriguing questions regarding the relationship between individuals' learning proclivities and workplace conditions. A company's knowledge base can be powerful when individual tacit knowledge is transferred into globally shared knowledge bases. However, this study has shown that learning tools can easily be blindsided by limitations of perspectives of learning and of the environment within a company. This study also demonstrated that applying the right tools in appropriate circumstances could provide unexpected gains toward profit and progress in both educational and organizational environments. Future research can identify learner characteristics and learning environment influences that enable knowledge transfer from employees' heads to company knowledge bases before employees walk out the door.External pressures on academic and management communities demand appropriate, specific, and quickly accessible knowledge transfer for "best possible" business decisions. Large amounts of money are spent by organizations on knowledge transfer activities that fail upon implementation. One reason may be that organizations have assumed that databases would be used by employees as resources to transfer knowledge. Results of this study clearly show that this is not the case. This study investigated how learning characteristics of employees influence their use (or non-use), of a knowledge management database (KMDB). Data was collected from technical manufacturing employees (n = 96), using G.J. Confessore's Learner Autonomy Profile (2001), and a questionnaire derived from Spear and Mocker's (1984) organizing circumstances. Participants completed the LAP and additional questions through the Internet. Participants indicated that they did not use the database as a resource because their perceptions of the database as a problemsolving mechanism precluded knowledge transfer. Results indicated learners were very much in control of their own learning and had a high need to control their learning resources. The study also provided new data through the creation of learning condition 5, indicating the non-use of a KMDB. These results present intriguing questions regarding the relationship between individuals' learning proclivities and workplace conditions. A company's knowledge base can be powerful when individual tacit knowledge is transferred into globally shared knowledge bases. However, this study has shown that learning tools can easily be blindsided by limitations of perspectives of learning and of the environment within a company. This study also demonstrated that applying the right tools in appropriate circumstances could provide unexpected gains toward profit and progress in both educational and organizational environments. Future research can identify learner characteristics and learning environment influences that enable knowledge transfer from employees' heads to company knowledge bases before employees walk out the door. Centre for Clinical Governance Research in Health • October 2004 18 Selected abstracts and citations • Knowledge Management Parton, C., S. J. Wang, et al. (2002). "Knowledge management: evaluating the organizational requirements and culture for an emerging technology." Proceedings / AMIA ... Annual Symposium. Abstract The purpose of this paper is to explore the application of knowledge management concepts to an information systems (IS) knowledge base, as opposed to a clinical one. The field of Medical Informatics is committed to helping others manage medical information and knowledge through the application of information technology. At Partners HealthCare, a wide variety of clinical information management systems have been built and implemented in complex environments, creating an extensive applied informatics knowledge base. How should healthcare IS departments manage this intellectual capital? That's the question that Partners HealthCare is asking its senior and middle IS managers. This paper reports on an internal survey addressing Knowledge Management (KM) requirements, the potential application of this technology in our organization, and discusses where we are today and where to go from here.The purpose of this paper is to explore the application of knowledge management concepts to an information systems (IS) knowledge base, as opposed to a clinical one. The field of Medical Informatics is committed to helping others manage medical information and knowledge through the application of information technology. At Partners HealthCare, a wide variety of clinical information management systems have been built and implemented in complex environments, creating an extensive applied informatics knowledge base. How should healthcare IS departments manage this intellectual capital? That's the question that Partners HealthCare is asking its senior and middle IS managers. This paper reports on an internal survey addressing Knowledge Management (KM) requirements, the potential application of this technology in our organization, and discusses where we are today and where to go from here. Pinelli, T. E. and R. O. Barclay (1998). "Maximizing the results of federallyfunded research and development through knowledge management: A strategic imperative for improving U.S. competitiveness." Government Information Quarterly 15(2): 157-172. Abstract Federally-funded research and development (R&D) represents a significant annual investment (approximately $79 billion in fiscal year 1996) on the part of U.S. taxpayers. Based on the results of a 10-year study of knowledge diffusion in the U.S. aerospace industry, the authors take the position that U.S. competitiveness will be enhanced if knowledge management strategies, employed within a capability-enhancing U.S. technology policy framework, are applied to diffusing the results of federally-funded R&D. In making their case, the authors stress the importance of knowledge as the source of competitive advantage in today's global economy. Next, they offer a practice-based definition of knowledge management and discuss three current approaches to knowledge management implementation--mechanistic, "the learning organization," and systemic. The authors then examine three weaknesses in existing U.S. public policy and policy implementation--the dominance of knowledge creation, the need for diffusion-oriented technology policy, and the prevalence of a dissemination model--that affect diffusion of the results of federally-funded R&D. To address these shortcomings, they propose the development of a knowledge management framework for diffusing the results of federally-funded R&D. The article closes with a discussion of some issues and challenges associated with implementing a knowledge management framework for diffusing the results of federally-funded R&D.Federally-funded research and development (R&D) represents a significant annual investment (approximately $79 billion in fiscal year 1996) on the part of U.S. taxpayers. Based on the results of a 10-year study of knowledge diffusion in the U.S. aerospace industry, the authors take the position that U.S. competitiveness will be enhanced if knowledge management strategies, employed within a capability-enhancing U.S. technology policy framework, are applied to diffusing the results of federally-funded R&D. In making their case, the authors stress the importance of knowledge as the source of competitive advantage in today's global economy. Next, they offer a practice-based definition of knowledge management and discuss three current approaches to knowledge management implementation--mechanistic, "the learning organization," and systemic. The authors then examine three weaknesses in existing U.S. public policy and policy implementation--the dominance of knowledge creation, the need for diffusion-oriented technology policy, and the prevalence of a dissemination model--that affect diffusion of the results of federally-funded R&D. To address these shortcomings, they propose the development of a knowledge management framework for diffusing the results of federally-funded R&D. The article closes with a discussion of some issues and challenges associated with implementing a knowledge management framework for diffusing the results of federally-funded R&D. Politis, J. D. (2003). "The connection between trust and knowledge management: What are its implications for team performance." Journal of Knowledge Management 7(5): 55-66. Centre for Clinical Governance Research in Health • October 2004 19 Selected abstracts and citations • Knowledge Management Abstract The latest buzzwords in organizational change and development literature are "knowledge management" and "knowledge transfer", which proponents claim are successful ways of improving and enhancing employees' performance. Moreover, trust and the ability of employees to work in an autonomous manner are often cited as being essential for the effectiveness of self-managed teams. Little however, is known on the effect of interpersonal trust on knowledge management (acquisition) of team members, and the consequences for team performance. A survey of 49 self-managing teams was carried out to investigate the relationship between the dimensions of interpersonal trust, knowledge acquisition, and team performance. Overall, findings support that most interpersonal trust dimensions are positively related to the variables of knowledge acquisition. The results also showed that the effects of interpersonal trust on team performance to a large extent are mediated by the intervening variables of knowledge acquisition.The latest buzzwords in organizational change and development literature are "knowledge management" and "knowledge transfer", which proponents claim are successful ways of improving and enhancing employees' performance. Moreover, trust and the ability of employees to work in an autonomous manner are often cited as being essential for the effectiveness of self-managed teams. Little however, is known on the effect of interpersonal trust on knowledge management (acquisition) of team members, and the consequences for team performance. A survey of 49 self-managing teams was carried out to investigate the relationship between the dimensions of interpersonal trust, knowledge acquisition, and team performance. Overall, findings support that most interpersonal trust dimensions are positively related to the variables of knowledge acquisition. The results also showed that the effects of interpersonal trust on team performance to a large extent are mediated by the intervening variables of knowledge acquisition. Rubenstein-Montano, B., J. Buchwalter, et al. (2001). "Knowledge management: A U.S. Social Security Administration case study." Government Information Quarterly 18(3): 223-253. Abstract Knowledge management can be a powerful tool for addressing the "graying of government" and other factors contributing to the loss of expertise in government organizations. This paper presents a case study of knowledge management at the U.S. Social Security Administration and provides recommendations for how knowledge management might better protect valuable knowledge resources. A two-phase study was conducted of the Benefit Rate Increase/Premium Amount Collectible (BRI/PAC), a core process at the U. S. Social Security Administration, where critical knowledge is at risk of being lost. The study suggests that knowledge sharing, training, and the overall development of a working environment conducive to knowledge management promise to enhance performance of the BRI/PAC operation, at SSA.Knowledge management can be a powerful tool for addressing the "graying of government" and other factors contributing to the loss of expertise in government organizations. This paper presents a case study of knowledge management at the U.S. Social Security Administration and provides recommendations for how knowledge management might better protect valuable knowledge resources. A two-phase study was conducted of the Benefit Rate Increase/Premium Amount Collectible (BRI/PAC), a core process at the U. S. Social Security Administration, where critical knowledge is at risk of being lost. The study suggests that knowledge sharing, training, and the overall development of a working environment conducive to knowledge management promise to enhance performance of the BRI/PAC operation, at SSA. Scarbrough, H. and J. Swan (2001). "Explaining the diffusion of knowledge management: The role of fashion." British Journal of Management 12(1): 312. Abstract Provides evidence on the emergence and popularity of knowledge management (KM). This evidence is analyzed with the aim of explaining the widespread diffusion of KM across a large number of different groups and organizations, especially in the UK. In particular, the authors consider how far this pattern of diffusion can be explained in terms of the management fashion model (E. Abrahamson, 1996), and whether an alternative view might provide a more complete account of the emerging impact of KM.Provides evidence on the emergence and popularity of knowledge management (KM). This evidence is analyzed with the aim of explaining the widespread diffusion of KM across a large number of different groups and organizations, especially in the UK. In particular, the authors consider how far this pattern of diffusion can be explained in terms of the management fashion model (E. Abrahamson, 1996), and whether an alternative view might provide a more complete account of the emerging impact of KM. Scholl, W., C. Konig, et al. (2004). "The future of knowledge management: an international delphi study." Journal of Knowledge Management 8(2): 1935. Centre for Clinical Governance Research in Health • October 2004 20 Selected abstracts and citations • Knowledge Management Shani, A. B., J. A. Sena, et al. (2003). "Knowledge management and new product development: a study of two companies." European Journal of Innovation Management 6(3): 137-149. Sher, P. J. and V. C. Lee "Information technology as a facilitator for enhancing dynamic capabilities through knowledge management." Information & Management In Press, Corrected Proof. Abstract Research on dynamic capabilities is an emerging field: it studies the activities of firms during turbulent administrative environments. Current management interests are also focused on knowledge management as a major determinant of business excellence and competitive advantage. Our motivation for this paper was to answer the research question: Does knowledge management (KM) contribute to the enhancement of dynamic capabilities and thus to the enhancement of business excellence and competitive advantage? Our effort examined the use of KM in enhancing dynamic capabilities. Based on results from a survey of major Taiwanese firms, we tested a set of hypotheses with regression models. Empirical findings suggest that management of both endogenous and exogenous knowledge through IT applications significantly enhances dynamic capabilities.Research on dynamic capabilities is an emerging field: it studies the activities of firms during turbulent administrative environments. Current management interests are also focused on knowledge management as a major determinant of business excellence and competitive advantage. Our motivation for this paper was to answer the research question: Does knowledge management (KM) contribute to the enhancement of dynamic capabilities and thus to the enhancement of business excellence and competitive advantage? Our effort examined the use of KM in enhancing dynamic capabilities. Based on results from a survey of major Taiwanese firms, we tested a set of hypotheses with regression models. Empirical findings suggest that management of both endogenous and exogenous knowledge through IT applications significantly enhances dynamic capabilities. Shin, M. "A framework for evaluating economics of knowledge management systems." Information & Management In Press, Corrected Proof. Abstract Organizations are implementing knowledge management (KM) systems with the assumption that the result will be an increase in organizational effectiveness, efficiency, and competitiveness. Implementing KM systems, however, may be a problem to organizations: too much or too little effort might lead to unwanted outcomes. This paper shows how the introduction of KM systems, which lead to knowledge-sharing, has a negative as well as a positive effect. Important variables from economic perspectives are identified and presented as an integrated framework to illustrate their interrelationships. This paper also explains the implications of an integrated framework for knowledge flow in organizations.Organizations are implementing knowledge management (KM) systems with the assumption that the result will be an increase in organizational effectiveness, efficiency, and competitiveness. Implementing KM systems, however, may be a problem to organizations: too much or too little effort might lead to unwanted outcomes. This paper shows how the introduction of KM systems, which lead to knowledge-sharing, has a negative as well as a positive effect. Important variables from economic perspectives are identified and presented as an integrated framework to illustrate their interrelationships. This paper also explains the implications of an integrated framework for knowledge flow in organizations. Smith, A. D. (2004). "Knowledge management strategies: a multi-case study." Journal of Knowledge Management 8(3): 6-16. Southon, F. C. G., R. J. Todd, et al. (2002). "Knowledge management in three organizations: an exploratory study." Journal of the American Society for Information Science and Technology. 53(12): 1047-59. Squier, M. M. and R. Snyman (2004). "Knowledge management in three financial organisations: a case study." Aslib Proceedings: new information perspectives 56(4): 234-242. Centre for Clinical Governance Research in Health • October 2004 21 Selected abstracts and citations • Knowledge Management Stefanou, C. J., C. Sarmaniotis, et al. (2003). "CRM and customer-centric knowledge management: an empirical research." Business Process Management Journal 9(5): 617-634. Syed-Ikhsan, S. O. S. and F. Rowland (2004). "Knowledge management in a public organisation: a study on the relationship between organizational elements and the performance of knowledge transfer." Journal of Knowledge Management 8(2): 95-111. Tyndale, P. (2002). "A taxonomy of knowledge management software tools: origins and applications." Evaluation and Program Planning 25(2): 183-190. Abstract A large number of tools have been deemed to be knowledge management tools. In this paper we examine, evaluate and organize a wide variety of such tools, as we look at their origins and their opportunities in the knowledge management arena, by examining the literature related to the selection and evaluation of the knowledge management tools available on the software market.A large number of tools have been deemed to be knowledge management tools. In this paper we examine, evaluate and organize a wide variety of such tools, as we look at their origins and their opportunities in the knowledge management arena, by examining the literature related to the selection and evaluation of the knowledge management tools available on the software market. uit Beijerse, R. P. (1999). "Questions in knowledge management: Defining and conceptualising a phenomenon." Journal of Knowledge Management 3(2): 94-110. Abstract This article examines and defines the main concepts in knowledge management. Since the economy has evolved over the last couple of years into a knowledge-based economy, knowledge has become one of the main assets of companies. Knowledge can be defined as: information; the capability to interpret data and information through a process of giving meaning to these data and information; and an attitude aimed at wanting to do so. In making these factors productive knowledge management can be defined as achieving organisational goals through the strategy-driven motivation and facilitation of (knowledge) workers to develop, enhance and use their capability to interpret data and information (by using available sources of information, experience, skills, culture, character, etc.) through a process of giving meaning to these data and information. Consultants and managers should ask themselves strategic, organisational and instrumental questions regarding knowledge management to stay competitive in a highly dynamic and changing world.This article examines and defines the main concepts in knowledge management. Since the economy has evolved over the last couple of years into a knowledge-based economy, knowledge has become one of the main assets of companies. Knowledge can be defined as: information; the capability to interpret data and information through a process of giving meaning to these data and information; and an attitude aimed at wanting to do so. In making these factors productive knowledge management can be defined as achieving organisational goals through the strategy-driven motivation and facilitation of (knowledge) workers to develop, enhance and use their capability to interpret data and information (by using available sources of information, experience, skills, culture, character, etc.) through a process of giving meaning to these data and information. Consultants and managers should ask themselves strategic, organisational and instrumental questions regarding knowledge management to stay competitive in a highly dynamic and changing world. uit Beijerse, R. P. (2000). "Knowledge management in small and mediumsized companies: Knowledge management for entrepreneurs." Journal of Knowledge Management 4(2): 162-179. Abstract Develops and presents a conceptual model that discusses knowledge management in small and medium-sized companies. This model is used to analyze 12 innovative companies from the industrial and businessDevelops and presents a conceptual model that discusses knowledge management in small and medium-sized companies. This model is used to analyze 12 innovative companies from the industrial and business Centre for Clinical Governance Research in Health • October 2004 22 Selected abstracts and citations • Knowledge Management service sector. It is stated that knowledge management appears in small and medium-sized companies to get its form especially at an operational level. A total of 79 instruments were found with which knowledge is organized in practice: 18 instruments for determining the knowledge gap and for evaluating knowledge; 41 instruments for acquiring and developing knowledge; 20 instruments for knowledge sharing. On a strategic and tactical level there are provisions for knowledge management but they have not been developed as such. van Zolingen, S. J., J. N. Streumer, et al. (2001). "Problems in knowledge management: A case study of a knowledge-intensive company." International Journal of Training & Development 5(3): 168-184. Abstract Knowledge management has become an important tool in staying ahead in the competition between companies. In this article five different phases of the knowledge management process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of knowledge management problems is demonstrated in a case study in a knowledge-intensive company. Most of the problems in this case occur in the first three phases of the knowledge management process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages them to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior employees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories.Knowledge management has become an important tool in staying ahead in the competition between companies. In this article five different phases of the knowledge management process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of knowledge management problems is demonstrated in a case study in a knowledge-intensive company. Most of the problems in this case occur in the first three phases of the knowledge management process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages them to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior employees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories. Wickramasinghe, N. and G. L. Mills (2002). "Integrating e-commerce and knowledge management--what does the Kaiser experience really tell us." International Journal of Accounting Information Systems 3(2): 83-98. Abstract The growth of e-commerce (electronic commerce) is vast, complex and rapidly expanding. E-commerce is clearly an integral part of business, spreading across the areas of Business to Consumer, Business to Business, egovernment and e-health. In fact, we could be forgiven for thinking we are in the e-millennium. E-medical record is an example of one such e-initiative to touch the health care sector. However, the true advantages of these e-medical records are not clear. We present the case example of medical automated record system (MARS), the automated medical record system at Kaiser Permanente-Ohio. In so doing, we show that the true advantage of this system is that it functions as a knowledge management system (KMS) simultaneously enabling and facilitating convergence and compliance of health care treatment, as well as enhancing and supporting the creation and renewal of knowledge pertaining to health careThe growth of e-commerce (electronic commerce) is vast, complex and rapidly expanding. E-commerce is clearly an integral part of business, spreading across the areas of Business to Consumer, Business to Business, egovernment and e-health. In fact, we could be forgiven for thinking we are in the e-millennium. E-medical record is an example of one such e-initiative to touch the health care sector. However, the true advantages of these e-medical records are not clear. We present the case example of medical automated record system (MARS), the automated medical record system at Kaiser Permanente-Ohio. In so doing, we show that the true advantage of this system is that it functions as a knowledge management system (KMS) simultaneously enabling and facilitating convergence and compliance of health care treatment, as well as enhancing and supporting the creation and renewal of knowledge pertaining to health care Centre for Clinical Governance Research in Health • October 2004 23 Selected abstracts and citations • Knowledge Management delivery. This demonstrates the importance of integrating a knowledge management focus in many e-commerce initiatives and we conclude by outlining the implications of such a focus for all organisations trying to increase their customer moment of value. Yahya, S. and W.-K. Goh (2002). "Managing human resources toward achieving knowledge management." Journal of Knowledge Management 6(5): 457-468. Abstract Examined the linkages between human resource management and knowledge management. Specifically, the association between 4 areas of human resource management (training, decision-making, performance appraisal, and compensation and reward) with the 5 areas of knowledge management (knowledge acquisition, knowledge documentation, knowledge transfer, knowledge creation, knowledge application) was explored. Subjects were 300 managerial-level employees of Malaysian companies. The statistical results suggest that a knowledge organization requires a different management approach than the non-knowledge organization. Hence, the role of human resource management is also unique. In terms of employee development, the focus should be placed on achieving quality, creativity, leadership, and problem solving skill. The design of a compensation and reward system should be on promoting group performance, knowledge sharing, and innovative thinking. The performance appraisal must be the base of evaluation of employee's knowledge management practices, and an input for directing knowledge management efforts.Examined the linkages between human resource management and knowledge management. Specifically, the association between 4 areas of human resource management (training, decision-making, performance appraisal, and compensation and reward) with the 5 areas of knowledge management (knowledge acquisition, knowledge documentation, knowledge transfer, knowledge creation, knowledge application) was explored. Subjects were 300 managerial-level employees of Malaysian companies. The statistical results suggest that a knowledge organization requires a different management approach than the non-knowledge organization. Hence, the role of human resource management is also unique. In terms of employee development, the focus should be placed on achieving quality, creativity, leadership, and problem solving skill. The design of a compensation and reward system should be on promoting group performance, knowledge sharing, and innovative thinking. The performance appraisal must be the base of evaluation of employee's knowledge management practices, and an input for directing knowledge management efforts. Yang, J.-T. and C.-S. C.-S. Wan (2004). "Advancing organizational effectiveness and knowledge management implementation." Tourism Management 25(5): 593-601. Abstract In the recent past, most practitioners and researchers in hospitality have focused on the development of programs and practices for preventing employees leaving a job. The purpose of this paper is to examine an alternative focus, which is the possibility of sharing and retaining the knowledge which resides in employees' minds. The operational practices of this focus would not only add value for internal and external customers, but also benefit overall organizational effectiveness in today's knowledge-oriented era. Semi-structured interviews were administered in four International five-star hotels in Taiwan. This study aims to examine the extent to which the hotels implement knowledge management (KM) practices, the manner in which they are implemented and the impediments they face. The data clearly shows that KM practices, such as programs and cultures that support knowledge acquiring, sharing and storing, can benefit such hotels.In the recent past, most practitioners and researchers in hospitality have focused on the development of programs and practices for preventing employees leaving a job. The purpose of this paper is to examine an alternative focus, which is the possibility of sharing and retaining the knowledge which resides in employees' minds. The operational practices of this focus would not only add value for internal and external customers, but also benefit overall organizational effectiveness in today's knowledge-oriented era. Semi-structured interviews were administered in four International five-star hotels in Taiwan. This study aims to examine the extent to which the hotels implement knowledge management (KM) practices, the manner in which they are implemented and the impediments they face. The data clearly shows that KM practices, such as programs and cultures that support knowledge acquiring, sharing and storing, can benefit such hotels. Centre for Clinical Governance Research in Health • October 2004 24 Selected abstracts and citations • Knowledge Management Zarraga, C. and J. M. Garcoa-Falcon (2003). "Factors favoring knowledge management in work teams." Journal of Knowledge Management 7(2): 8196. Abstract Knowledge management is an activity that has generated great interest in the business world recently. We conceive this activity as the process through which organizational knowledge is created from the individual knowledge of the members of the firm. A variety of contributions on the topic have indicated that organization in work teams is a suitable structure for putting that process into practice. However, we know that this alone is not sufficient. Therefore, in this study, we deal with the analysis of the conditions or characteristics that the work teams should have in order to be true centers of knowledge management. Based on a review of the literature and on the evidence provided by a quantitative empirical study, we obtain a list of factors favoring the process, in order of relative importance. Moreover, we distinguish between those that more deeply favor the creation of individual knowledge and those most suitable for inducing the transfer and integration of that knowledge.Knowledge management is an activity that has generated great interest in the business world recently. We conceive this activity as the process through which organizational knowledge is created from the individual knowledge of the members of the firm. A variety of contributions on the topic have indicated that organization in work teams is a suitable structure for putting that process into practice. However, we know that this alone is not sufficient. Therefore, in this study, we deal with the analysis of the conditions or characteristics that the work teams should have in order to be true centers of knowledge management. Based on a review of the literature and on the evidence provided by a quantitative empirical study, we obtain a list of factors favoring the process, in order of relative importance. Moreover, we distinguish between those that more deeply favor the creation of individual knowledge and those most suitable for inducing the transfer and integration of that knowledge. Centre for Clinical Governance Research in Health • October 2004 25 Selected abstracts and citations • Knowledge Management