This paper presents a Knowledge Management (KM) software tool which has been designed to support managing implementation of best practices and improvement initiatives within a VDO (Virtual Development Office) Network. A VDO Network is an organization integrated by SMEs, with a particular form of governance. Furthermore, the KM tool enables building a knowledge base of key capabilities available...

In this paper the KM governance configuration of a knowledge intensive research organisation is outlined, and the impact of this configuration on the organisational KM approach is discussed. Findings show the particular importance of the structure of the KM function, the communication and coordination processes that have been put in place, and the provision of leadership for the knowledge manag...

Recently, a great number of theoretical frameworks have been proposed to develop the linkages between knowledge management (KM) and organizational strategies. However, while there has been much theorizing and case study in the area, validated research models integrating KM and information technology strategies for empirical testing of these theories have been scarce. In this research, we try to...

This case study looks at knowledge management (KM) at Ernst & Young UK (E&Y UK), at the end of 1999/ beginning of 2000. The case describes the business processes to be supported by KM in a professional services firm, and E&Y UK’s efforts in developing a robust Knowledge Management system that can deliver value. The case describes the electronic resources in place, the key processes and the key ...

A growing number of construction organizations are using Key Performance Indicators (KPIs) and some also perceive knowledge management as an integral part of their strategy. However, the link between knowledge management (KM) and organizational performance has not been adequately addressed, as the evaluation of the impact of knowledge management on business performance has remained a difficult ...

With millions invested in knowledge management (KM), researchers and organizations are constantly investigating how firms can best organize their KM processes to reap instrumental benefits. Yet, most KM research, apart from being fragmented, overemphasizes knowledge creation and draws little attention to key intermediaries in the KM process. The paper captures the specificity of agents as key p...

Intellectual Capital Management (ICM) and Knowledge Management (KM), two highly popular topics in current management discussions, are often bracketed together. The common understanding of ICM is that concepts of measurement, reporting and valuation most distinctively define this perspective, whereas KM connects debates about organizational knowledge with possibilities and limitations of managem...

The authors of this paper believe that scholarly work on knowledge management (KM) has largely overlooked ethical considerations. As such, this paper argues for the infusion of ethical considerations into knowledge management (KM) research. Using the lens of the classical ethical theories in philosophy, this paper revisits key areas of KM—knowledge creation, storage and access, transfer, and ap...

This paper reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM-i.e., information technology, organisational culture and structure, communities of practice, and human resource practices-to examine how knowledge is interpreted, processed ...