Information media and source patterns across management levels: a pilot study
Journal of Management Information Systems
A systems thinking framework for knowledge management
Decision Support Systems - Knowledge management support of decision making
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
A theoretical framework for knowledge management implementation
SAICSIT '02 Proceedings of the 2002 annual research conference of the South African institute of computer scientists and information technologists on Enablement through technology
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Knowledge Management Systems: Emerging Views and Practices from the Field
HICSS '99 Proceedings of the Thirty-second Annual Hawaii International Conference on System Sciences-Volume 7 - Volume 7
Knowledge creating communities in the context of work processes
ACM SIGGROUP Bulletin
Handbook Of Knowledge Management: Knowledge Matters
Handbook Of Knowledge Management: Knowledge Matters
An examination of the trade-off between internal and external IT capabilities
The Journal of Strategic Information Systems
Enabling Customer-Centricity Using Wikis and the Wiki Way
Journal of Management Information Systems
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With promises of reinventing the organisation, practitioners, consultants and academics alike jumped on the Knowledge Management (KM) bandwagon in the late 1990s. It has typically been larger organisations that have possessed the economies of scale i.e. the financial resources to pursue this strategy, where they perceive they will lose their market share if they do not follow the trend while smaller organisations have not had the same luxury. Ironically, it is these small businesses that have successfully managed knowledge for centuries. However, the success of the KM approach is too tightly linked to the implementation of Knowledge Management Systems (KMS). Although information systems are integral to a KM approach, from an organisational perspective, it is essential that alternative mechanisms which support a formalised KM approach are better understood in order to make a suitable match between the organization's knowledge needs with the most fitting modes available to support the activity. Consequently, using multiple case studies, this study presents a well rounded view of the KM approach, identifying both routine and non-routine modes of knowledge processing for small software organisations, addressing the balance of usage associated with supporting knowledge requirements, in order to improve the organisation's ability to be more flexible in the face of change.