Purpose – This paper aims to achieve fully intertwined knowledge and business processing in change processes. It proposes streamlining situated articulation work, value network analyses (VNA) and subject-oriented business process modelling (S-BPM) and execution to provide non-disruptive single...

The present paper is a cross‐sectional case study of knowledge management (KM) initiatives at Ericsson. The general aim of the study was to investigate how a large Swedish telecom corporation developed and integrated KM tools with existing organizational structure, needs and tasks, and to...

This study explores knowledge management within an Australian regional health care organization. Many barriers inherent in the organizational structure and design of the organization that are indicative of the public health sector have been identified and discussed. From the results and...

Purpose – The purpose of this paper is to provide a conceptual and practical basis for developing new organization structures by augmenting the old through virtual knowledge based structures. While organization structure has a major impact on knowledge exchange, its design nevertheless...

This paper examines the role of information technology as an enabler of Knowledge Management. It begins with the premise that Knowledge Management requires an under‐standing of knowledge creation at the individual level, and argues that IT tools are necessary, but not sufficient, for enabling...

With the advent of knowledge management, intellectual capital is gaining increasing recognition as the only true strategic asset. This has led to a proliferation of organizational knowledge management systems (OKMS), for managing intellectual capital. This article addresses the question: “Are...

Chronicles the unfolding convergence of thinking and practice behind knowledge management, organizational learning and complexity theory. Of particular interest are the roles that knowledge management and complexity theory play in this impending consilience of ideas. On the one hand, knowledge...

Knowledge is a resource that is valuable to an organization’s ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the organization. According to the resource‐based view of the firm (RBV), strategic assets are the critical...

Executives and strategists have long recognized the value of knowledge as a primary driving source for a firm’s sustainable competitive advantage – hence the creation by many firms of a position called the chief knowledge officer (CKO). However, many people have proposed differing...

This study is based upon a longitudinal research project undertaken between 1994 and 1999 from one partnering case study. At the outset both parties did not anticipate the significance of the learning which would take place within and between the companies. The structure of the paper is as...