Law practice is paying more and more attention to the deployment of knowledge management (KM). However, the deployment of knowledge management is often based on an ad hoc decision. We claim that the application of KM in law practice needs a good preparation, which is important, but often no part of KM methods. There is still no specific KM method for law practice and most methods approach knowl...

Even though there is abundant literature on successful cases of organizations applying knowledge management (KM) instruments, many KM initiatives have failed to achieve their knowledge and business goals. In order to foster decisions about the design of such initiatives, information is required on success factors and barriers when selecting KM instruments. Multi-agent based simulation (MABS) is...

Knowledge management (KM) or knowledge sharing in organizations is based on an understanding of knowledge creation and knowledge transfer. In implementation, KM is an effort to benefit from the knowledge that resides in an organization by using it to achieve the organization’s mission. The transfer of tacit or implicit knowledge to explicit and accessible formats, the goal of many KM projects, ...

Knowledge is one of the most important assets for any kind of organization, and for all areas of science. While experience describes events in one specific context that can only be reused carefully, knowledge is usually applicable in previously unknown contexts with a fair amount of certainty. To support practitioners and researchers in their knowledge management (KM) activities, the concept of...

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...

INTRODUCTION The last few decades have seen a growing proportion of organizational wealth being represented by intangible assets, i.e., assets with value that cannot be measured in terms of any physical attribute. Management thinking, conditioned over centuries to extract the greatest value out of physical assets, has had to bring within its ambit the leveraging of these intangible assets in bu...

Chinese medicine (CM) practice, as a knowledge-based industry, has not embraced knowledge management (KM) techniques widely. However, KM may facilitate the adaptation and promotion of evidence-based CM. A KM framework was introduced to its activities in evidence-based CM through the development of a CM portal. A codification strategy was used to codify and store knowledge systematically in a da...

Knowledge Management Systems (KMS) are typically built with a departmental focus, making it difficult to share and utilize knowledge across departmental boundaries. Integrating such " knowledge pockets " into a knowledge network requires resolving structural differences and coordinating both knowledge processes and software components. Here we identify a set of coordination requirements for the...

Despite significant knowledge management (KM) hype, we predict the "death" of KM as a discrete (product/service) entity after 2001. Indeed, successful KM must be integrated into specific business processes (e.g., sales, R&D) to support knowledge workers managing those processes. Users should avoid discrete consultancy KM offerings (currently, most are not tied to applications). While some firms...

Universities are in the knowledge business and are expected to be at the forefront of knowledge management (KM). However, KM in a university is complex given the diversity of stakeholder groups. This is exacerbated in the Australian context by the changing climate of rationalisation, corporatisation and marketisation universities faced in the past decade. This paper investigates KM strategies i...