This paper identifies the practical requirements for building a successful KM implementation process. We propose Value Creation Cycle (VCC) as an integrative framework of KM implementation. The VCC framework includes four stages: Defining KM Value Proposition, Developing KM Infrastructure, Enabling Learning, and Assessing Value. The temporal relationship between these stages addresses two criti...

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides ...

Based on the C 3 EEP framework we propose a taxonomy of Knowledge Management (KM) strategies companies can use. The article will present the current stage of the taxonomy. We currently have six frameworks of two*by*two KM strategies. Based on our early studies, a framework for KM strategy will also be proposed. In addition, we will present early findings connecting the taxonomies and the framew...

Knowledge Management (KM) involves information technology (IT) aspects as well as psychological and business management issues. A KM effort can always only be successful, if a holistic perspective is taken. By taking a holistic perspective on KM IT support, we identify a number of core services and components of a KM IT support system. The identified components are organized into an IT framewor...

The problem of Knowledge Management (KM) is eminent in the P2P area. This paper presents a general framework of knowledge management based on web services in peer-to-peer (P2P) environment. P2P knowledge management yields significant advantages when combined and applied as web services for KM. By adopting web services techniques and distributed approaches, we partition the knowledge network int...

Knowledge management (KM), both as a practice and as a discipline, is struggling with definitional and foundational issues. Investigation into several Knowledge management frameworks, many developed by corporations, indicates that a new, comprehensive framework may be necessary for knowledge management initiatives to forge ahead in an orderly fashion. A robust framework would benefit practition...

In this paper we develop a theory driven evaluation framework for Knowledge Management Systems (KMS). The framework builds on theoretical foundations underlying organizational Knowledge Management (KM) to identify the facilitators of different KM activities in organizations. These facilitators are then used to form a benchmark for evaluating KMS. Specifically, organizations selecting KMS can us...

This paper outlines an approach to determine the effectiveness of knowledge management (KM) in knowledge intensive organizations. ‘Effectiveness’ implies embedding KM processes in an organizational context. We introduce the Knowledge Governance Framework that includes knowledge resources, knowledge development, three types of KM, and organizational objectives. We applied the framework in two ca...

Knowledge Management (KM) is emerging as one of the management tools to gain competitive advantage. Though several organizations have reported successful KM projects, there are a large number failures due to a variety of reasons including the incongruence between strategic and KM objectives, as well as lack of a sound framework and architecture that supports KM activities. This paper presents a...