Because of the increasing interests on knowledge management (KM), various researches have been accomplished. Many conceptual research frameworks have been proposed and thus empirical researches are required to provide practical benefits. However, most current empirical researches have dealt with the relationship of knowledge management enablers, processes or performance in isolation. Accordingly, an integrated view of knowledge management is missing and thus how to perform knowledge management to improve organizational performance is not clear. In order to alleviate these limitations of the previous researches, this study analyzes the current research frameworks and finds their relationships. An integrated research model is built by incorporating knowledge management processes into organizational performance. The model is tested empirically to investigate the relationship between knowledge management processes and enablers such as organizational structure, culture, and information technologies. The correlation between knowledge management processes and organizational creativity is also identified. Both non-financial and financial performance measures are adopted to measure the impact of knowledge management. The findings of this study imply that knowledge management processes are significant predictors for

Abstract. Understanding how to implement SPI successfully is arguably the most challenging issue facing the SPI field today. The SPI literature contains many case studies of successful companies and descriptions of their SPI programs. However, there has been no systematic attempt to synthesize and organize the prescriptions offered. The research efforts to date are limited and inconclusive and without adequate theoretical and psychometric justification. This paper provides a synthesis of prescriptions for successful quality management and process improvement found from an extensive review of the quality management, organizational learning, and software process improvement literature. The literature review was confirmed by empirical studies among both researchers and practitioners. The main result is an instrument for measuring the key factors of success in SPI based on data collected from 120 software organizations. The measures were found to have satisfactory psychometric properties. Hence, managers can use the instrument to guide SPI activities in their respective organizations and researchers can use it to build models to relate the facilitating factors to both learning processes and SPI outcomes.

Effective organizational beaming requires high absorptive capacity, which has two major elements: prior knowledge base and intensity of effort. Hyundai Motor Company, the most dynamic automobile producer in developing countries, pursued a strategy of independence in developing absorptive capacity. In its process of advancing from one phase to the next through the preparation for and acquisition, assimilation, and improvement of foreign technologies, Hyundai acquired migratory knowledge to expand its prior knowledge base and proactively constructed crises as a strategic means of intensifying its beaming effort. Unlike externally evoked crises, proactively constructed internal crises present a clew performance gap, shift beaming orientation from imitation to innovation, and increase the intensity of effort in organizational learning. Such crisis construction is an evocative and galvanizing device in the personal repertoires of proactive top managers. A similar process of opportunistic learning is also

Usability guidelines are becoming increasingly popular with organizations that develop software with significant user interface components. But most guidelines fall short of the goal to put the accumulated knowledge of user-centered design at the fingertips of everyday developers, often becoming a static document read only by human factors specialists. This paper describes a process and technology designed to turn usability guidelines into a proactive development resource that can be applied throughout the development process. The process ensures conformance with established guidelines, but has the flexibility to meet the diverse needs of user interface design requirements, and use project experiences to evolve the guidelines to meet the dynamic needs of organizations. Case-based and organizational learning technology is used to support this process and integrates emerging interface design experiences with established guidelines to create a context-specific body of knowledge about usability practices.

In order for organizations to keep up with the onslaught of challenges inherent in the knowledge era they must continuously learn. From a normative perspective, groupware technologies facilitate organizational learning by providing a means of disseminating and codifying organizational knowledge. However, in practice the potential learning benefits of groupware are rarely achieved. This paper aims to contribute to the fields of organizational learning, innovation and information systems by examining possible reasons for groupware failures, which lead to lost potential learning benefits and thus unsustainable advantage.

Enabling organizational learning involves more than repositories and search engines. At its core, it involves the design of work practices that balance the desire for innovation with knowledge of past experiences and best practices. This tension is particularly acute in the software industry, which involves the development of a highly variable product that dictates the need for continuous process adjustments.

Abstract: In order for organisations to keep up with the onslaught of challenges inherent in the knowledge era, they must continuously learn. From a normative perspective, groupware technologies facilitate organisational learning by providing a means of disseminating and codifying organisational knowledge. However, in practice, the potential learning benefits of groupware are rarely achieved. This paper aims to contribute to the fields of organisational learning, innovation and information systems by examining possible reasons for groupware failures, which lead to lost potential learning benefits and thus unsustainable advantage.

This paper investigates the influence of organizational knowledge resource and learning capacity on the assimilation of information technology in small business context. We propose that in small business context organizational assimilation of new technology is dependent on the top executives ’ decision to adopt the technology, which in turn is affected by their attitudes toward the technology. A survey methodology was used. Our empirical study 1 Wang, Teo, Wei, Sia and Lee Organizational Learning and Knowledge Base in IT adoption validates that top executives ’ attitudes toward an information technology innovation mediate the influence of organizational learning capacity and knowledge resource on top executives’ adoption intention. The study has important implications for the research of technological advancement of small businesses. It also sheds some light on the research of organizational learning and information technology diffusion.

Based on case studies and design projects this paper will discuss the use of collective design processes for collaboration in crossdisciplinary groups and the type of learning which this enables. It will also discuss in what way the spatial issues facilitated discussions on other issues, e.g. technical and organizational issues. Furthermore it will comment on the role of the researcher and the role of the other participants in the design teams. 1.

Companies struggle against complex and dynamic conditions in order to survive in their business settings. Being in the knowledge era, learning has been accepted as one of the main sources of sustainable competitive advantage. Organizational learning (OL) is a set of activities to obtain organizational memory (OM) by acquiring, sharing, interpreting, integrating and institutionalizing knowledge. OM is exploited by the companies in strategic decision-making process, which makes OL a critical concept. The major objective of this study is to explore how construction companies create OM and how they exploit this asset in strategic decision-making process. In this context, an interview study is conducted with eight large Turkish construction companies and OM perceptions of each company are presented as case studies. This survey revealed the strengths and weaknesses in terms of OL competence. One of the key outputs is that companies are successful at acquiring