Based on insights from research in information systems, information science, business strategy and organization science, this paper develops the bases for advancing the paradigm of AI and expert systems technologies to account for two related issues: (a) dynamic radical discontinuous change impacting organizational performance; and (b) human sense-making processes that can complement the machine learning capabilities for designing and implementing more effective knowledge management systems. # 2001 Elsevier Science Ltd. All rights reserved.

Our ignorance exceeds our knowledge where issues of motivation and commitment of knowledge workers are concerned in the context of knowledge management systems (KMS) implementation [1,16,17,18]. This study is motivated by the pervasive confusion about the role of knowledge workers ' motivation and commitment in KMS implementation and sparse, if any, theoretical or empirical research on these issues. This paper proposes a theoretical framework for understanding how knowledge workers' commitment and motivation affect the use of KMS and resulting organizational performance of the KMS. The theoretical and empirical validation of the framework require first and foremost the theoretical development of the knowledge workers ' commitment and motivation constructs and empirical validation of these constructs in the context of a real world organizational study of KMS implementation. The authors attempt to fulfill these specific goals within the scope of this paper. Future empirical research on the integration of motivation and commitment within diverse implementation contexts of KMS and organizational knowledge management programs is expected to further advance the theoretical and empirical development of the proposed framework.

The mainstream concept of information technology enabled knowledge management suffers from the limitations embedded in the traditional organizational control model. Although importance of organization control is acknowledged by many authors as critical to the success of knowledge management implementations, however the concept of `control' is often misinterpreted and misapplied. It is the thesis of this paper that most such assertions are based on incomplete, and often, fallacious understanding of `control'. Several authors have often suggested that knowledge management is an `oxymoron,' however such observations are based upon inadequate and incomplete understanding of `control.' Inadequate and incomplete understanding about organization controls may be often attributed for failure of knowledge management implementations in the new world of business. This paper sets forth two important goals: first, to develop a richer understanding of organizational controls as they relate to knowledge management; and, second, to propose an organic model of organizational controls that facilitates creation of new knowledge, renewal of existing knowledge and knowledge sharing.

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such failures of knowledge management systems implementations arise from incorrect understanding and misapplication of the notion of `controls.' Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management systems implementations. This paper fills the critical void of incomplete and often incorrect interpretations of organizational controls by developing a better theoretical and conceptual understanding of organizational controls and their pragmatic implications. The paper also proposes an organic model of organizational controls for design of knowledge management systems that can effectively enable creation of new knowledge, renewal of existing knowledge and knowledge sharing.

Abstract: Collecting, distributing and sharing knowledge in a knowledge-explicit way is a significant task for any company. However, collecting decisional knowledge in the form of formal decision events as the fingerprints of a company is an utmost advance. Such decisional fingerprint is called decisional DNA. Set of experience knowledge structure can assist on accomplishing this purpose. In addition, Ontology-based technology applied to set of experience knowledge structure would facilitate distributing and sharing companies ’ decisional DNA. Such possibility would assist in the development of an e-decisional community, which will support decision-makers on their overwhelming job. The purpose of this paper is to explain the development of.an OWL decisional Ontology built upon set of experience, which would make decisional DNA, that is, explicit knowledge of formal decision events, a useful element in multiple systems and technologies, as well as in the construction of the e-decisional community.

Ongoing transition of the United Nations Member States to knowledge-based economies is a watershed event in the evolution of the global knowledge economies. This transition marks a paradigmatic shift from energy-based economies with traditional factors of production to informationbased economies based upon knowledge assets and intellectual capital. As envisioned in the UN Millennium Declaration, development of national knowledge societies should encompass social, cultural, and human development besides economic growth. Accordingly, one objective of this study is to develop the theoretical and pragmatic foundations for management and measurement of knowledge assets to facilitate this vision of holistic growth and development. Based upon a review of theory, research, practices, and national policies, we critically analyze and contrast the most popular models available for measurement of national knowledge assets. Our review includes knowledge modeling and measurement frameworks and their applications by reputed developmental organizations and national governments. There are two other key outcomes of the above review and analysis. First, to build the capacity of the public sector for measuring and managing knowledge assets, we propose, develop, and define specific frameworks, methodologies, models and indicators with illustrative real world applications. Second, we make specific recommendations for necessary improvements needed in knowledge assets management and measurement models and indicators. Prudent and effective policy directives depend upon pragmatic but theoretically and psychometrically valid measurement models for their success. We recommend that the future development of such models be based upon better understanding of human capital and social capital as well...

Abstract—By the virtue of E-learning, students with different profiles, academic backgrounds, and professional experiences and from diverse geographic locations can enroll in various academic programs and professional courses. In order to be able to ascertain the efficacy of a course, learning from past experiences, adapting to the market demands, finding out the besttime-to-offer and need of a course, the university must be equipped with a Business Intelligence tool, capable of OLAP based data warehouse and data mining (trends analysis and forecasting) capability. Before a course is offered, the university must analyze the job market versus interests, performances and trends of the students. After taking such measures, the university will be able to offer the appropriate course for students, at the right

with Applications www.elsevier.com/locate/eswa Expert systems for knowledge management: crossing the chasm between information processing and sense making Y. Malhotra*

career, he has advised world governments and corporations on knowledge management and business technology strategy; founded the world's most reputed network for worldwide business technology management and knowledge management professionals; developed a B2B enterprise with a client roster of world's most prestigious companies; and held senior management consulting and project management positions with Fortune 100 and global multinationals in healthcare, banking and finance, software development, car manufacturing, and process engineering. His professional contributions to the advancement of worldwide research and practice in Knowledge Management are the subject of biographical