An Analysis of Key Factors for the Success of the Communal Management of Knowledge.

This paper explores the links between Knowledge Management and new community-based models of the organization from both a theoretical and an empirical perspective. From a theoretical standpoint, we look at Communities of Practice (CoPs) and Knowledge Management (KM) and explore the links between the two as they relate to the use of information systems to manage knowledge. We begin by reviewing technologically supported approaches to KM and introduce the idea of Systèmes d'Aide à la Gestion des Connaissances SAGC (Systems to aid the Management of Knowledge). Following this we examine the contribution that communal structures such as CoPs can make to intraorganizational KM and highlight some of 'success factors' for this approach to KM that are found in the literature. From an empirical standpoint, we present the results of a survey involving the Chief Knowledge Officers (CKOs) of twelve large French businesses; the objective of this study was to identify the factors that might influence the success of such approaches. The survey was analysed using thematic content analysis and the results are presented here with some short illustrative quotes from the CKOs. Finally, the paper concludes with some brief reflections on what can be learnt from looking at this problem from these two perspectives.Knowledge Management; Community-based; Communities of Practice; Gestion des Connaissances; Chief Knowledge Officers; Success Factors; KM

Process Moves in The Intra-organizational Diffusion of Knowledge Management: Preliminary Findings from A Study on CKO Effectiveness

The existing literature on Chief Knowledge Officers (CKOs) focuses on individual characteristics and organizational context but fails to convincingly address the issue of process dynamics in terms of effective and ineffective CKO moves and strategies. In order to address this gap we review propositions from the management fashion, diffusion of innovations and issue selling literatures, and identify sets of effective and ineffective CKO process moves based on an empirical study of CKOs in large industrial and financial service companies in Germany and Switzerland. The paper proposes an agenda for future CKO research, and concludes with a set of guidelines for organizational practice.Knowledge management; implementation; innovation diffusion; management fashion, issue selling

IP Basics: Managing Intellectual Property

This provides an overview of the IP management process, including the key decisions to be made in the effort to make the most of intellectual property

The professionalization of festival organizations : A relational approach to knowledge management

In this article we examine the emergence of knowledge management (KM) within the professionalisation of festivals and events. The growing complexity of festival management places pressure on organisations to effectively manage ‘knowledge’ in order to succeed. Knowledge is commonly conceptualised as information that can be stored or itemised through checklists. We offer an alternative conceptualisation of KM as a relational construction shaped by the organisational culture and structure. We develop this relational approach through a case study of the Queensland Music Festival (QMF) to examine the construction of KM roles and responsibilities. Our ethnographic research and qualitative analysis identifies how QMF implicitly utilises chief knowledge officer, knowledge broker, and knowledge worker roles. These roles were successfully performed over a short duration and yet they were not defined or explicitly stated. We discuss how the culture and spatial organisation of work teams contributed to a collective understanding of the value of sharing and creating knowledge. With growing professionalisation we argue that festival organisations will increasingly develop a more self-conscious awareness of the significance of KM language and practice. The findings will enable festival managers to better understand how KM processes are embedded within an organisational culture and contribute to organisational learning.Peer reviewedFinal Accepted Versio

Converting Intellectual Assets into Property

The mouse and graphic interface were first commercialized on Macintosh computers. Yet, Steve Jobs is said to have derived both from the Alto computer developed by Xerox\u27s Palo Alto Research Center. While Jobs became a billionaire, Xerox completely failed to get into the personal computer business, missing one of the biggest business opportunities in history. Preferring to be more akin to Apple than to Xerox, firms are increasingly mindful that their most valuable assets are apt to be ideas and information instead of land, buildings and inventory. Not capable of being fenced in or locked up, intangible assets can be protected when they are converted into patents, copyrights, trademarks and trade secrets -- collectively intellectual property (IP)

Knowledge management: Exploring the relationship between human capital and organisation structure capital

Human capital and its impact on the organisation structure capital are of paramount importance in the modern business organisations. This research in progress, which investigates and analyses the role that human capital plays in the determination of the organisation structure capital. The study is based on wide spectrum of current literature, which presents theoretical and practical research on the subject of study. Knowledge Management (KM) is systematic process based on models and technological integration, which helps in the development of the conceptual framework. It is assumed that KM leads to benefits for the organisation and provides a platform for future research. Also, it addresses KM impacts on human capital and the enhancement of organisational effectiveness. The procedure is established for the measurement of the effectiveness of knowledge management criteria. The study aims at large businesses in Syria. It is confirmed through the results and findings that models and processing of information through systematic structure is essential for the development of the manager’s capabilities which plays an important factor in defining the impact of human capital on the success of the organisation structure of a business

Knowledge management during radical change: Applying a process oriented approach

During periods of radical organisational change two elements - namely the organisation's strategy and its people - are affected profoundly. Strategic change involves refocusing the organisation in a direction that has little bearing on its past. People are affected by changes, as they are displaced to other parts of the organisation in different roles, or perhaps, are removed under the euphemism of de-layering, rightsizing and re-engineering. Hence, rather than enhance knowledge, senior managers inadvertently destroy knowledge during a radical organisational change. Yet pressures to change and the pace of change are unrelenting. Senior managers are forced to take an approach that can be summarised as ''change first - limit the damage to knowledge later''. Thus, this paper argues that organisations need a process to manage knowledge during periods of radical organisational change. The paper proposes such a process through case study evidence. It highlights actions managers take to ensure that they navigate the paradox of leading the organisation through radical change and nurture knowledge

An Approach to Knowledge Management: The Contribution of Technical and Social Concepts

This paper attempts to identify models of knowledge acquisition and dissemination that are appropriate for the 21st century organizations facing complex and rapidly changing business environments. The specific aims of this paper are to (1) propose a new socio-technical model for Knowledge Management, (2) discuss some mature as well as emerging technologies that are now widely used for Knowledge Management, and (3) present few emerging learning systems and environments, and introduce how shadowy groups called “Communities of Practice” and “Share Groups” are transforming the acquisition, creation, packaging, and application of knowledge