The KDD process for extracting useful knowledge from volumes of data
Communications of the ACM
Intellectual capital: the new wealth of organizations
Intellectual capital: the new wealth of organizations
Four models for a decision support system
Information and Management
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Knowledge Management Processes and International Joint Ventures
Organization Science
PKM: knowledge management tool for environments centered on the concept of the experience factory
Companion of the 30th international conference on Software engineering
Mobile agent-based framework for healthcare knowledge management system
MSN'05 Proceedings of the First international conference on Mobile Ad-hoc and Sensor Networks
International Journal of Productivity Management and Assessment Technologies
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Knowledge and knowledge management are receiving tremendous interest from both practitioners and academics. Although knowledge management is often accepted as a very useful organizational activity, a number of the assumptions underlying knowledge management have not been investigated. This paper examines four knowledge management assumptions: knowledge is worth managing, organizations benefit from managing knowledge, knowledge can be managed, and little risk is associated with managing knowledge. The assumptions are analyzed at strategic and operational levels, and both negating and supporting evidence is presented. Based on this analysis, a framework for research in knowledge management is proposed. The framework is used to generate a number of key questions that should be addressed in knowledge management research. Particular attention is given to goals and rewards as well as to the role of information technology in knowledge management.