Interactive narrative and knowledge stewardship
CHI '01 Extended Abstracts on Human Factors in Computing Systems
KMap: Providing Orientation for Practitioners When Introducing Knowledge Management
PAKM '02 Proceedings of the 4th International Conference on Practical Aspects of Knowledge Management
A Process for Acquiring Knowledge while Sharing Knowledge
PAKM '02 Proceedings of the 4th International Conference on Practical Aspects of Knowledge Management
Communities and technologies
Knowledge-Sharing Issues in Experimental Software Engineering
Empirical Software Engineering
Evolving communities of practice: IBM global services experience
IBM Systems Journal
Knowledge reuse in action: the case of CALL
Journal of Information Science
Organizational learning in the globalization process
ICLS '04 Proceedings of the 6th international conference on Learning sciences
International Journal of Human-Computer Studies
Journal of the American Society for Information Science and Technology
Investigating ownership and the willingness to share information online
Computers in Human Behavior
Representing organizational memory for computer-aided utilization
Journal of Information Science
Fostering the determinants of knowledge transfer: a team-level analysis
Journal of Information Science
A Knowledge Management Success Model: Theoretical Development and Empirical Validation
Journal of Management Information Systems
A tale of two hurricanes: Comparing Katrina and Rita through a knowledge management perspective
Journal of the American Society for Information Science and Technology
Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success
Journal of Management Information Systems
Facilitating experience reuse among software project managers
Information Sciences: an International Journal
Societal knowledge management in the globalised economy
International Journal of Advanced Media and Communication
International Journal of Advanced Media and Communication
Predicting knowledge sharing practices through intention: A test of competing models
Computers in Human Behavior
Knowledge acquisition for decision support systems on an electronic assembly line
Expert Systems with Applications: An International Journal
Knowledge Entry Maps: structuring of method knowledge in the IT industry
Proceedings of the 2006 conference on Information Modelling and Knowledge Bases XVII
Innovation Management in the Knowledge Economy: The Intersection of Macro and Micro Levels
WSKS '09 Proceedings of the 2nd World Summit on the Knowledge Society: Visioning and Engineering the Knowledge Society. A Web Science Perspective
Emergent functions in intranet information management
KMGov'03 Proceedings of the 4th IFIP international working conference on Knowledge management in electronic government
Organizational knowledge sharing through mind mapping
FSKD'09 Proceedings of the 6th international conference on Fuzzy systems and knowledge discovery - Volume 2
Proceedings of the 3rd international conference on Intercultural collaboration
Toward a unified knowledge management model for SMEs
Expert Systems with Applications: An International Journal
The three tiers architecture of knowledge flow and management activities
Information and Organization
Building roadmaps: a knowledge sharing perspective
Proceedings of the 6th International Workshop on SHAring and Reusing Architectural Knowledge
Journal of Engineering and Technology Management
ICCS'06 Proceedings of the 6th international conference on Computational Science - Volume Part III
Study on improving efficiency of knowledge sharing in knowledge-intensive organization
WINE'05 Proceedings of the First international conference on Internet and Network Economics
Journal of Information Science
KM capability for software development: a case study of the Indian software firms
International Journal of Business Information Systems
Knowledge Management: Realizing Value through Governance
International Journal of Knowledge Management
A Knowledge Framework for Development: Empirical Investigation of 30 Societies
International Journal of Knowledge Management
Knowledge Sharing Barriers and Effectiveness at a Higher Education Institution
International Journal of Knowledge Management
A Methodology for Improving Business Process Performance through Positive Deviance
International Journal of Information System Modeling and Design
Interorganizational information systems visibility and supply chain performance
International Journal of Information Management: The Journal for Information Professionals
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From the Publisher:While external knowledge about customers, about competitors is critical, it rarely provides a competitive edge for companies because such information is equally available to everyone. But internal "know-how" that is unique to a specific company how to introduce a new drug into the diabetes market, how to decrease assembly time in an automobile plant is the stuff of which sustained competitive advantage is made. Nancy Dixon, an expert in the field of organizational learning, calls this knowledge borne of experience "common knowledge," and argues that in order to get beyond talking about knowledge management to actually doing it, companies must first recognize that all knowledge is not created and therefore can't be shared equally. Creating successful knowledge transfer systems, Dixon argues, requires matching the type of knowledge to be shared to the method best suited for transferring it effectively. Based on an in-depth study of several organizations including Ernst & Young, Bechtel, Ford, Chevron, British Petroleum, Texas Instruments, and the U.S. Army that are leading the field in successful knowledge transfer, Common Knowledge reveals groundbreaking insights into how organizational knowledge is created, how it can be effectively shared and why transfer systems work when they do. Until now, most organizations have had to rely on costly "trial and error" to find a knowledge transfer system that works for them. Dixon helps managers take the guesswork out of this process by outlining three criteria that must be considered in order to determine how a transfer method will work in a specific situation: the type ofknowledge to be transferred, the nature of the task, and who the receiver of that knowledge will be. Drawing from the successful but very different ractices of the companies in her study and providing compelling illustrative stories based on the experiences of real managers, Dixon distills five distinct categories of knowledge transfer, explains the principles that make each of them work, and helps managers determine which of these systems would be most effective in their own organizations.Common Knowledge gets to the heart of one of the most difficult questions in knowledge transfer today: What makes a system work effectively in one organization but fail miserably in another? Going beyond "one-size-fits-all" approaches and simple generalities like upper management involvement and cultural issues, this important book will help organizations of every kind construct knowledge transfer systems tailored to their unique forms of "common knowledge" and in the process create the best kind of competitive advantage there is: the kind that can't be copied.