Knowledge Management ('KM') comprises a range of practices used by organizations to identify, create, represent, and distribute knowledge. Knowledge Management programs are typically tied to organisational objectives such as improved performance, competitive advantage, innovation, developmental processes, lessons learnt transfer (for example between projects) and the general development of collaborative practices.
#32938
The Nonsense of 'Knowledge Management' 
Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
Wilson, T.D. Information Research (2002). Articles>Knowledge Management
#32939
Three Considerations for Enterprise 2.0
Continuing my discussions about practical approaches to enterprise 2.0, I’ve been observing and thinking about a range of adoption patterns. Like any new technology, there are many successes, and at least as many failures. For organisations looking to benefit from enterprise 2.0, we obviously want successes. From where I stand, there are three main considerations when conducting strategic planning.
Robertson, Stephen. Step Two (2008). Articles>Knowledge Management>Intranets
#33020
Collaborative Knowledge Gardening
With Flickr and del.icio.us, social networking goes beyond sharing contacts and connections.
Udell, Jon. InfoWorld (2004). Articles>Knowledge Management>Metadata>Social Networking
#33070
Intranets and Knowledge Sharing
This article challenges the vision of the corporate intranet as a publishing tool, or a static repository for web pages or documents. Instead, it looks at a number of ways in which the intranet can become a dynamic and living environment for knowledge-based activities.
Robertson, James. Step Two (2004). Articles>Web Design>Intranets>Knowledge Management
#33074
Intranets Look Vainly to Knowledge Management
I have been watching the knowledge management boom for 15 years. I would love to belive that knowledge management was a valuable field. But to the extent that it's about capturing "knowledge" in documents, it goes against everything I know about successful organisations. Like artificial intelligence, it seems based on a mistaken idea about what knowledge is, and about how knowledge-based economies function.
Shorewalker (2004). Articles>Web Design>Intranets>Knowledge Management
#33095
How can an organization empower its employees, reduce costs and improve data quality? Implementing employee self-service tools is one direction that a number of leading companies are turning to as they look to build win-win propositions with their most important assets: their people.
Di Ferdinando, Bridgette, Eric Lesser and Tomer Amit. IBM (2004). Articles>Web Design>Knowledge Management>Intranets
#33570
Technology Transfer: An Unparalleled Opportunity for Technical Writing Professionals 
This nation does not effectively transfer expensively acquired knowledge into cost-effective, labor-saving tools and processes.
Roberts, Suzanne S. IEEE PCS (1991). Articles>Knowledge Management>Technical Writing>Technology Transfer
#33762
Using RDF for Knowledge Management
Using new tools, RDF can be used for knowledge management, maintaining all the data’s relations, automatically building tables for RDBMS deployment, and supporting graphical navigation, multiple navigation trees, and linking across diverse content sets.
Sperberg, Roger and Rajeev Voleti. IDEAlliance (2004). Articles>Knowledge Management>XML>Metadata
#34242
The Use of XML to Express a Historical Knowledge Base 
Since conventional historical records have been written assuming human readers, they are not well-suited for computers to collect and process automatically. If computers could understand descriptions in historical records and process them automatically, it would be easy to analyze them from different perspectives. In this paper, we review a number of existing frameworks used to describe historical events, and make a comparative assessment of these frameworks interms of usability, based on 'deep cases' of Fillmore ’score grammar. Based on this assessment, we propose a new description framework, and have created a microformat vocabulary set suitable for that framework.
Nakahira, Katsuko T., Masashi Matsui and Yoshiki Mikami. WWW 2007 (2007). Articles>Knowledge Management>XML>History
#34499
In this project we examined the common practices among website operators of collecting, sharing and analyzing data about their users. We attempted to identify practices which may be deceptive or potentially harmful to users’ privacy and we make recommendations for changes in industry practice or government regulations accordingly. We compared industry practices with users’ expectations of privacy, identified points of divergence, and developed solutions for them.
#34556
Knowledge Management and Communication in the Life Sciences
This Knowledge Management and Communication in the Life Sciences Blog is for those interested in medical, pharmaceutical, biological, and chemical research and development: the world of life science research.
Bernick, Philip. Brainery.net (2009). Resources>Knowledge Management>Scientific Communication>Blogs
#34611
Benchmarking comprises prioritisation of strategic improvement need (the why), measurement (the what) and practices (the how). Re-measure tracks performance improvement.
Searles, Bruce and Fiona Stewart. APQC (2006). Presentations>Knowledge Management>Assessment
#34797
Medical and Pharmaceutical Writers Must Use Knowledge Management Tools To Create Their Documents
Full-time writers in the life sciences must see themselves as much more than just writers. Writers must see themselves as knowledge managers, not merely the managers of data or the “shapers” of information. Writers must make use of knowledge management tools to help them represent the explicit, and more importantly, the tacit knowledge of a development or research project.
Cuppan, Gregory. Brainery.net (2009). Articles>Knowledge Management>Regulatory Writing
#34900
"Meaning must be negotiated and confirmed." This is an important concept not just for developing a working definition for a term like knowledge management, but it is also an approach critical to the conveyance of knowledge in scientific and technical report.
Cuppan, Gregory P. Brainery.net (2009). Articles>Knowledge Management>Scientific Communication
#34989
Work activities that are mediated by information rely on the production of discourse-based objects of work. Designs, evaluations, and conditions are all objects that originate and materialize in discourse. They are created and maintained through the coordinated efforts of human and non-human agents. Genres help foster such coordination from the top down, by providing guidance to create and recreate discourse objects of recurring social value. From where, however, does coordination emerge in more ad hoc discursive activities, where the work objects are novel, unknown, or unstable? In these situations, coordination emerges from simple discursive operations, reliably mediated by information and communication technologies (ICTs) that appear to act as discursive agents. This article theorizes the discursive agency of ICTs, explores the discursive operations they mediate, and the coordination that emerges. The article also offers and models a study methodology for the empirical observation of such interactions.
Swarts, Jason. Journal of Technical Writing and Communication (2008). Articles>Knowledge Management>Project Management>Technology
#35246
Catalyzing Innovation and Knowledge Sharing
Generation Y are the first generation to fully put the process of ‘prosumption’ into practice. Individuals are proactively seeking to generate and share creative outputs as a result of their online activities, and this produces a set of fundamental questions for business librarians, information management specialists and consultants: does our profession adhere to a logic of service-delivery, which is rapidly becoming obsolete in the context of service-innovation. Suggestions for how information specialists (called librarian 2.0 in this article) can participate in the creation of value for users are offered.
Cullen, John T. Business Information Review (2008). Articles>Management>Knowledge Management>Information Design
#35250
The Contemporary Library and Information Services Manager
The contemporary Library and Information Services (LIS) environment employs a multifaceted group of employees who are better educated and more expensive to recruit than in previous times. In order to maximize these talents and resources available, this modern setting requires managers — at all levels — who are versatile and fitted out with the right skills and knowledge to maintain group cohesion and to propel this dynamic environment to continuously move in unison with the society. This article identifies and discusses the required skills and knowledge of the contemporary manager. In doing so, the concepts of skill and knowledge are defined and their interrelationship is highlighted.
Knight, Jeannine. Business Information Review (2009). Careers>Knowledge Management
#35255
Competitive Advantage and its Conceptual Development
This article explores the competitive advantage of businesses. Current understanding of competitive advantage arises from the strategic management paradigm. However, the early theory that underpins this comes from optimising economic theory, the inadequacy of which led to the resource-based view. The next development came from knowledge management, which sees knowledge as a valuable strategic resource recognizing the need to look more inside the organization qualitatively. However, a new paradigm has arisen that couples knowledge processes with cybernetics. This recognizes that achieving competitive advantage requires that an organization’s pathologies must be recognized and addressed.
Yolles, Maurice. Business Information Review (2009). Articles>Management>Knowledge Management
