The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Uncovering a KMSD Approach from Practice  pp123-134

Aboubakr A. Moteleb, Mark Woodman

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

There is no credible methodology for knowledge management systems development (KMSD). We report on a KMSD approach that has emerged from an investigation based on action research and grounded theory into a number of business problems experienced by organizations. The KMSD approach is highly participatory, requiring full involvement of members of an organization. It has three interacting aspects: envisioning knowledge work behaviour, design of knowledge management system (KMS), and exploring technology options for supporting the KMS. In the first of these aspects, challenges and opportunities in an organization's current situation are analysed and an improved situation is envisioned to expose knowledge concepts and their properties. In the second, a logical design of a KMS is produced using knowledge entities, knowledge flows and knowledge interfaces; the design is guided and constrained by an organization's structure, culture, and resources. The third aspect is to do with introducing appropriate IT into KMS design, integrating organizational, social and technological aspects of the system. The paper describes this KMSD approach and how it emerged from both practical and theoretical investigation.

 

Keywords: knowledge management, knowledge management systems, knowledge management systems development, social network technologies, organizational improvement, action research, grounded theory, small and medium enterprises, SMEs

 

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Journal Article

International Lessons in Knowledge Management: A Study of Western & Eastern Manufacturing SMEs  pp113-130

Chayaruk Thanee Tikakul, Avril Thomson

© Sep 2018 Volume 16 Issue 2, The Management of IC and Knowledge “in action”, Editor: Dr Maria Serena Chiucchi and Dr Susanne Durst, pp73 - 186

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Abstract

In today’s competitive business market, Small and Medium Enterprises (SMEs) are seeking to adopt supporting tools in order to survive. Many large organizations have been successfully implementing Knowledge Management with productivity and efficiency gains cited. SME’s on the other hand are less familiar with this practice with fewer published studies of Knowledge Management focusing on SMEs. Studies which draw global comparisons of Knowledge Management practices in SME’s are particularly rare. The aim of this study is to identify and investigate similarities and differences in Knowledge Management practice between SMEs in UK and Thailand within the manufacturing sector. The objective being to better understand and facilitate the transfer of good practice and lessons between the two countries. Questionnaires investigating Knowledge Management practice have been developed and distributed to SMEs in the Manufacturing Sector across the UK and Thailand. This paper reports on the responses of a total of 384 questionnaires from 36 manufacturing companies from the UK and Thailand. The study covers a range of manufacturing sectors including food and beverage, automotive and aerospace industries etc. Findings are reported from each of the two countries followed by a comparative statistical analysis of the similarities and differences. The results show a significant difference between the numbers of manufacturing SME’s that have implemented a formal knowledge management approach. With significantly more Thai organisations reporting the adoption of formal knowledge management approaches. Similarities exist in the encouragement given to employees for knowledge management activities. Significant difference exists in the barriers that the UK and Thai organisations face in capturing knowledge. The results have the potential to gain improvements and competitive advantage through understanding how knowledge management is influenced by geographic and cultural differences and the transfer of lessons and good practice between Thailand and the UK.

 

Keywords: Knowledge Management, Small and Medium Enterprises (SMEs), Manufacturing, UK, Thailand

 

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Journal Issue

Volume 16 Issue 2, The Management of IC and Knowledge “in action” / Sep 2018  pp73‑186

Editor: Dr Maria Serena Chiucchi, Dr Susanne Durst

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Editorial

Special theme issue on The Management of IC and Knowledge “in action

‑bridging the gap between theory and practice

‑building bridges for different individuals interested in developing the field of IC/knowledge management

‑uniting different ways of thinking/mindsets to the benefit of IC/KM.

‑making room for dialogue on this matter.

 

Keywords: Intellectual capital, measurement, intangible assets, communities of practice, knowledge brokers, SME, Intellectual Capital, Churches, Assets and Liabilities, Organizational Culture, Value Creation, accountability, intellectual capital, spaces, logics, settings, corporate university, Knowledge Management, Small and Medium Enterprises (SMEs), Manufacturing, UK, Thailand, Tacit Knowledge, Knowledge Accumulation, Knowledge Transfer, Tacit Knowledge Capacity, Higher Education, Universities

 

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