A framework for studying computer support of organizational infrastructure
Information and Management
Information systems strategy formation embedded into a continuous organizational learning process
Information Resources Management Journal
Self-directed teams in IS: correlates for improved systems development work outcomes
Information and Management
Managing the business of knowledge in interesting times
Information Resources Management Journal
Becoming knowledge-powered: Planning the transformation
Information Resources Management Journal
Computer science as empirical inquiry: symbols and search
Communications of the ACM
Applied Data Communications: A Business-Oriented Approach
Applied Data Communications: A Business-Oriented Approach
Knowledge Management and New Organization Forms: A Framework for Business Model Innovation
Information Resources Management Journal
Knowledge management support for decision making in the pharmaceutical industry
Decision making support systems
A knowledge architecture for IT security
Communications of the ACM - Creating a science of games
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In today's competitive global economy characterized by shorter product life cycles, increased employee turnover, and ubiquitous information technologies, an organization's ability to manage knowledge may be the only remaining source of competitive advantage Drucker, 1995; 1999. Even though a number of researchers have outlined the importance of adopting knowledge management KM practices and many organizations have given lip service to the term, there is still some ambiguity concerning what KM actually is and little attention has been paid to factors that enable effective KM to occur. This research uses technical and human-centric approaches combined with Holsapple and Joshi's 1998 Kentucky Initiative to investigate KM within a small information technology group. Based on the findings of our case study, we propose some factors that seem to enable effective KM and a modification to Holsapple and Joshi's architecture of a KM episode.