Knowledge management (KM) processes in organizations
Subtitle: theoretical foundations and practice
By: Claire R. McInerney, Michael E.D. Koenig
Contributors: Koenig, Michael E. D.
Series: Synthesis lectures on information concepts, retrieval, and services -- # 18
Publisher: Morgan & Claypool
Published: 2011
Place of publication: San Rafael, Calif. (1537 Fourth Street, San Rafael, CA 94901 USA)
Language: eng
Format: [electronic resource] :
ISBN-13: 9781598299571; 9781598299564
Subjects: Knowledge management
Other titles: Synthesis digital library of engineering and computer science.
Description: Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues.
Notes: Part of: Synthesis digital library of engineering and computer science.

Series from website.

Includes bibliographical references (p. 69-82).

Abstract freely available; full-text restricted to subscribers or individual document purchasers.

Also available in print.

Mode of access: World Wide Web.

System requirements: Adobe Acrobat Reader.
Table of contents: title: 1. Introduction; title: What is KM; title: The history and development of KM; title: The stages of KM development; title: Supplementary ways of looking at KM; title: The IBM two by two matrix; title: The forest and the trees; title: KM as the extension of the successful R&D environment; title: 2. Background bibliographic analysis; title: 3. Theorizing knowledge in organizations; title: Knowledge as resource and process; title: Interactions for knowledge creation; title: Activity as context; title: 4. Conceptualizing knowledge emergence; title: Gatekeepers, information, stars, and boundary spanners; title: Research productivity and knowledge; title: Lack of recognition of these findings in the business community; title: Community-based models; title: Repository model; title: Activity-based models; title: 5. Knowledge acts; title: Question asking and answering; title: Posting content to repositories; title: (Re)using knowledge; title: Knowledge-based decision making; title: 6. Knowledge management in practice; title: KM in practice - processes; title: Finding information and knowledge; title: Sharing information and knowledge; title: Development of knowledge; title: KM in practice, procedures and practices; title: Knowledge audit; title: Tags, taxonomies, and content management; title: Lessons learned databases; title: Expertise location; title: Communities of practice (CoPS); title: Processes, procedures, and practices matrix; title: 7. Knowledge management issues; title: Explicit & tacit; but better: explicit, implicit, & tacit; title: Training and user education in KM; title: User training and education versus management support for KM; title: Trust in KM; title: Information security versus information sharing; title: KM and competitive intelligence; title: KM motivation (creating motivation for KM); title: KM metrification; title: Justifying KM; title: Success; title: Post retirement knowledge retention; title: 8. Knowledge management and decision making; title: 9. Social network analysis and KM; title: Social network analysis; title: 10. Implications for the future; title: 11. Conclusion; title: A. KM websites.