There is a paucity of theory for the effective management of knowledge transfer within large organisations. Practitioners continue to rely upon ‘experimental’ approaches to address the problem. This research attempts to reduce the gap between theory and application, thereby improving conceptual clarity for the transfer of knowledge. The paper, through an in-depth case analysis conducted within Schlumberger, studies the adoption of an intranet-based knowledge management (KM) system (called InTouch) to support, strategically align and transfer knowledge resources. The investigation was undertaken through the adoption of a robust methodological approach (abductive strategy) incorporating the role of technology as an enabler of Information Systems Journal 2 knowledge management application. Consequently, the study addressed the important question of translating theoretical benefits of KM into practical reality. The research formulates a set of theoretical propositions which are seen as key to the development of an effective knowledge based infrastructure. The findings identify 30 generic attributes that are essential to the creation, mobilisation and diffusion of organisational knowledge. The research makes a significant contribution to identifying a theoretical and empirically based agenda for successful intranet-based KM which will be of benefit to both the academic and practitioner communities. The paper also highlights and proposes important areas for further research.

Interorganizational knowledge sharing is critical to knowledge intensive collaborations between organizations. Despite a proliferation of literature on knowledge sharing, most studies focused on such practice within an organization. The question of how to achieve effective interorganizational knowledge sharing remains unanswered. This study intends to answer this research question using the results from a case study of a software implementation project. Collaboration between software vendors and clients in information systems development/implementation projects require considerable amount of knowledge exchange between the partners. Differences in organizational culture, knowledge domain, as well as other critical factors, pose major challenge for interorganizational knowledge sharing. To be able to observe the impact of these critical factors on interorganizational knowledge sharing, the knowledge sharing processes between organizations should first be thoroughly explored. While effectiveness of knowledge sharing may be viewed from different theoretical disciplines, we draw our analysis based on organizational learning perspective. 1.

A contingency approach to incorporate human, emotional and social influence into a

Background: Knowledge management (KM) is the process by which people in organizations find, share, and develop knowledge for action. KM affects performance by influencing work relationships to enhance learning and decision making. Purpose: To identify how family medicine practices exhibit KM. Methodology: A model and a template of KM concepts were derived from a comprehensive organizational literature review. Two higher and two lower performing family medicine practices were purposefully selected from existing comparative case studies based on prevention delivery rates and innovation. Interviews, fieldnotes of operations, and clinical encounters were coded independently using the template. Face-to-face discussions resolved coding differences. Findings: All practices had processes and tools for finding, sharing, and developing knowledge; however, KM overall was limited despite implementation of expensive technologies like an electronic medical record. Where present, KM processes and tools were used by individuals but not integrated throughout the organization. Loss of information was prominent, and finding knowledge was underdeveloped. The use of technical tools and developing knowledge by reconfiguration and measurement were particularly limited. Socially related tools, such as face-to-face-communication for sharing and developing knowledge, were more developed. As in other organizations, tool use was tailored for specific outcomes and leveraged by other organizational capacities.

Given the need for rapid, accurate, and reproducible interpretation of computer-based information in biomedical domains, the design of optimal human-computer interaction (HCI) models is critical. Traditional methods for the design of HCI models depend heavily on the intuition of the designer, and are thus limited in their applicability to complex application areas where designers may not possess sufficient domain knowledge. This dissertation addresses such limitations by combining knowledge engineering (KE) with rigorous HCI design techniques. Several novel methodologies will be presented, including: (1) a consensus-based approach to the construction of conceptual knowledge collections, and (2) significant extensions of the Presentation Discovery methodology that support the discovery of conceptual knowledge in a visual format that can be used to inform HCI model design. These novel methodologies are evaluated in the context of a design and evaluation study targeting the clinical trials management domain, an example of an information-dense biomedical application area. Major results of this study include: (1) clinical trial related tasks and events can be reliably abstracted and codified from protocol documents, and

As I survey the field of collection management over the last fifty years, I see an evolution in its history that can be characterized as a movement from “collection development, ” to “collection management, ” to present day

Abstract—Knowledge management is a critical component of competitive success in service organizations. Knowledge management centers on creating new knowledge and utilizing existing knowledge. While utilizing existing knowledge relates to input and control and can lead to a reduction in costs; creating new knowledge relates to output and growth and can lead to an increase in revenue. Therefore managers must ensure that they can successfully optimize the knowledge and talent in their organizations. To do this they and must try to develop an environment that promotes the generation, acquisition, transfer and use of valuable knowledge in creative ways. However knowledge management is complex and diverse. Research suggests that organizations in general and SMEs in particular are finding it difficult to implement successful knowledge management initiatives. Our research attempts to understand whether organizations are adopting best practice initiatives in their organizations. This paper presents findings from an exploratory study of 139 SMEs operating in the tourism sector across Europe. The goals of the survey is to assess the level of awareness of knowledge and talent management strategies and methodologies and to determine whether the responding companies implement best practice knowledge management initiatives in their organizations Analysis of the findings from the study are presented and discussed. Keywords—service sector, small enterprise, success factors, survey E I.