This paper represents a step toward a theory of knowledge reusability, with emphasis on knowledge ma nagement systems and repositories, often called organizational memory systems. Synthesis of evidence from a wide variety of sources suggests four distinct types of knowledge reuse situations according to the knowledge reuser and the purpose of knowledge reuse. The types involve shared work producers, who produce knowledge they later reuse, shared work practitioners, who reuse each other’s knowledge contributions, expertise-seeking novices, and secondary knowledge miners. Each type of knowledge reuser has different requirements for knowledge repositories. Owing to how repositories are created, reusers ’ requirements often remain unmet. Repositories often require considerable rework to be useful for new reusers, but knowledge producers rarely have the resources and incentives to do a good job of repurposing knowledge. Solutions include careful use of incentives and human and technical intermediaries.

In this paper, we criticise the objectivistic approach that underlies most current systems for Knowledge Management. We show that such an approach is incompatible with the very nature of what is to be managed (i.e., knowledge), and we argue that this may partially explain why most knowledge management systems are deserted by users. We propose a different approach - called distributed knowledge management - in which subjective and social (in a word, contextual) aspects of knowledge are seriously taken into account. Finally, we present a general technological architecture in which these ideas are implemented by introducing the concept of knowledge node.

The modern enterprise depends upon timely and effective flows of knowledge through its organizations for success. But knowledge is not evenly distributed through the enterprise, and a dearth of information systems is available to enable such timely and effective flows. Further, the few theoretical knowledge-flow models available have not yet been developed to a point where they can effectively inform the design of information systems and business processes to support knowledge flow in the enterprise. A survey of current practice shows that such system and process design is accomplished principally by trial and error, one of the least effective approaches known. The research described in this article builds upon and extends current theory about knowledge flow. It focuses in particular on investigating flow dynamics to inform the design of information systems and business processes to enhance the flow of knowledge through the enterprise. Leveraging the good understanding of flows in other domains, we strive to extend theory that can lead to "devices " of considerable utility in the enterprise knowledge domain. The result is a four-dimensional, dynamic model that can be used to classify and visualize a diversity of knowledge-flow patterns through the enterprise. These patterns can, in turn, be analyzed to inform the design of useful information systems and business processes. The implications of this dynamic model are explored and a number of hypotheses are generated to motivate and guide future research into the phenomenology of knowledge flow.

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ywords: Design rationale; Software evolution; Negotiation; Issue model; QOC; IBIS. 1. Introduction Rationale 1 methods aim at capturing, representing, and maintaining records about why developers have made the decisions they have [8]. Rationale includes the problems developers encountered, the options they investigated, the criteria they selected to evaluate options, and, most important, the debate that lead to making decisions. Rationale can serve two different purposes: discourse and 1 Historically, much research about rationale focuses on design and, hence, the term design rationale is most often used in the literature. Instead, we use the term rationale to avoid confusion and to emphasize that rationale models can be used during all phases of development, including requirements engineering, system design, implementation, and testing. 2 Handbook of Software Engineering and Knowledge

The paper gives an overview of major scientific approaches to inter-enterprise relationships. A distinction is made between approaches that focus on vertical relationships between companies (Value and Supply Chain Management, Transaction Cost Theory and Agency Theory), and approaches that focus on the position of a company in its business and social-economic environment (Strategic Management, Network Theory and Social Capital theory). Specific attention will be paid to the role of information and communication technology for inter-enterprise collaboration. Although the approaches are different with regard to their perspective on collaboration, variables and methods, the paper shows that they are complementary tools in the analysis and design of inter-enterprise relationships. Keywords: Inter-enterprise relationships, scientific approaches, vertical collaboration, business environment

Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through knowledge-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. The basic research program proposed here addresses this deficiency directly through its three-pronged technical approach: 1) develop and refine a model of knowledge-flow theory, emphasizing the very-large enterprise (e.g., Navy, Department of Defense); 2) develop a contingency model for matching the most-appropriate process and system designs to enterprise knowledge-flow patterns; 3) assess the performance effects of alternative knowledge systems and processes through simulation (e.g., of naval warfare, personnel processes). Informed by the basic science of knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work—a quantum shift from the current state of affairs. This, basic research also directly supports ongoing, priority ONR projects (e.g., Sailor-21, advanced command and control, artificially-intelligent systems and decision aids) and should contribute to development of network-centric warfare concepts, systems and operations. i

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Consistent with the call of the Minnesota Symposium for new theory in knowledge management, we offer a new conceptualization of Knowledge Management Systems (KMS) as a portfolio of personalized knowledge delivery services. Borrowing from research on online consumer behavior, we describe the challenges imposed by personalized knowledge delivery services, and suggest design parameters that can help to overcome these challenges. We develop our design constructs through a set of hypotheses and discuss the research implications of our new conceptualization. Finally, we describe practical implications suggested by our conceptualization- practical suggestions that we hope to gain some experience with as part of an ongoing action research project at our partner organization. 2 PERSONALIZING KNOWLEDGE DELIVERY SERVICES:

Knowledge management is a topic that has gained increasing attention since the mid-1990s. A knowledge management strategy involves consciously helping people share and put knowledge into action. However, before an organization can undertake a knowledge management initiative, it needs to first understand what knowledge should be managed and to what performance ends. In this paper, we describe a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the efficacy of this framework to knowledge management using two organizational case studies. Then, based on the framework and insights drawn from our case studies, we present a series of steps – a checklist for action – that may assist organizations and practitioners as they undertake knowledge management initiatives. We conclude our paper with a discussion of implications for practice and future research directions. 1.