"... In PAGE 4: ... Typical barriers faced within this context This paper identifies and categorises general inter and intra-organisational knowledge barriers using to the TOP (Technology, Organisation, People) socio-technical systems classification [10]. Table1 shows the barriers listed by category and a brief description of each follows. Technology Organisation People Existing resources Available technology Rewards Legacy systems Culture Targeting Internal resistance Costs Self interest Proprietary knowledge Trust Distance Risk ... ..."

"... In PAGE 20: ... However, as shown above, these systems are non-neutral in their adoption and effects. Therefore, the manager (see Table1 ) and management researcher needs to understand the current application and potential implications of the use of systems to allocate and reallocate cognitive responsibilities at the individual, organizational and inter- organizational level. Table 1: Critical Issues for the General Manager... ..."

"... In PAGE 59: ....1. Lessons Learned Many lessons were learned during the developing of these two projects, considering the requirements management phase. In the following table there is a list of the main lessons learned: Table1 . Lessons Learned.... In PAGE 63: ...2. Supporting structures We identified tree aspects that create supporting structures for an inter-organizational project: 1) a clear organizational structure with communicating roles, 2) partial synchronization of intra-organizational processes, and 3) structures for project level coordination ( Table1 ). Table 1.... In PAGE 63: ....2. Supporting structures We identified tree aspects that create supporting structures for an inter-organizational project: 1) a clear organizational structure with communicating roles, 2) partial synchronization of intra-organizational processes, and 3) structures for project level coordination (Table 1). Table1 . Supporting structures Structure Actions Support for communication Organizational structure with communicating roles - Create roles - Link communicating roles between organizations - Make the organization chart, with roles and contact info easily available - Roles include communication requirements and identify which roles need to communicate with each other between companies - Roles and the organization chart make it easier to know whom to contact Inter- organizational process - Synchronize the main process milestones between organizations - Use iteration cycles of similar length and frequent builds - Milestones synchronize communication - Several iteration cycles and builds create transparency, and facilitate follow-up and communication Project level coordination - Create a project level steering group with members from all organizations and sites - Arrange inter- organizational groups with weekly (teleconference) meetings - Meetings (face-to-face / video- / teleconference) facilitate problem solving and decision making, they provide transparency and facilitate later electronic communication When these structures are planned and implemented carefully and used constantly during a project, they support work and communication.... In PAGE 68: ...Table 1: Regression Analysis Results Regression results from Ordinary Least Squares models ( Table1 ) suggest that the model is robust and that it behaves as expected. Both models were run first including only main effects and then adding interaction variables.... ..."

"... In PAGE 3: ... In process improvement models, the demand for knowledge sharing is also important, in order the decrease the dependency on employees who are single owners of critical knowledge, therefore knowledge management have vital, either direct or indirect role in software process improvement projects (Meehan and Richardson, 2002). Related to the management goals of knowledge, in the case of the researched organisations, six kind of activities can be distinguished ( Table1 ): Bigger part of these activities concentrates to knowledge transfer, and the remaining concentrates to creating new or developing existing knowledge. Organisations and projects attempted to achieve several knowledge related goals simultaneously, and neither of the knowledge related project goals can exclude other project goals.... ..."

"... In PAGE 11: ...able 3. Knowledge management models. When considering information technologies in support of decision making within DKM, the specificity of these DSSs is the generic interdependency. The differences between KM and DKM are given in Table3 above. The distinction is made to acknowledge an interdependent, multi-participant DSS.... ..."

"... In PAGE 4: ... Fahey and Prusak (Fahey and Prusak 1998) identify a number of errors of knowledge management relating to what organizations know and how organizations learn. The 11 errors identified by Fahey and Prusak are listed in Table1 . These 11 errors basically lead us to address a number of ontological questions about SPI, e.... ..."

"... In PAGE 21: ...Grade Mobility Descriptive statistics and bivariate correlations for the primary independent variables of interest are reported in Tables 1 and 2, respectively! apos;. Table3 reports the effects of social networks on grade mobility. We begin by examining how task-advice networks influence mobility chances.... In PAGE 22: ...Table3 provide further evidence that structural holes among those with fate control diminish mobility. In column 1, which does not include any network variables other than mentor ties, the existence of a tie to a mentor within the buy-in network has a significant positive impact on the odds of grade mobility.... In PAGE 23: ... Individuals with mentors are more satisfied with their jobs, more likely to intend to stay with the company, and more satisfied with their mobility relative to others in the same department. Even mentors who are not in the buy-in network -- shown in Table3 to decrease mobility -- have a strong positive effect on these dimensions of work related satisfaction. These results are quite consistent with the relatively large literature on mentor relations, which documents a strong relationship between the presence of a mentor and affective orientations to work.... In PAGE 32: ...Table3 : Network Effects on Log-odds of Grade Mobility (N =229) Variables (1) (2) (3 (4) Intercept 0.34(1.... In PAGE 45: ...1994), the meaning of employee know-how and other apos;intangible resources apos; (Hall, 1992 ; 1994) have been written. There are more branches in the knowledge management tree and Table3 lists sorne of these ..... In PAGE 95: ...Dealing with the most cited works we have chosen to concentrate our attention to those having a frequency equal to or above 10. This group of pro minent works contains totally 108 references ( Table3 and Appendix 1). Most of them are well-known to scholars in the field.... In PAGE 115: ... WHOLEY Douglas R., 1985 : quot;Determinants of Firm InternaI Labor Markets in Large Law Firms quot;, 30: 318-335 REFERENCES (For references to Table3 and 6, see Appendix 1 and 2, respectively.) ASTLEY W.... ..."

"... In PAGE 14: ... The comparison is summarized in Table 2. As indicated in Table2 , there are significant differences between document management, information management and knowledge management, but also some similarities between them. ... In PAGE 17: ... It stops at the operational and personal levels, to use the available means to manage the internal and external documents. As shown in Table2 , different levels have different functions in information management. Knowledge is a critical asset for an organization, but its effective management requires investment.... ..."