The technology of team navigation
Intellectual teamwork
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
Knowledge management and new organization forms: A framework for business model innovation
Information Resources Management Journal
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
Decision Support Systems - Knowledge management support of decision making
Organizational knowledge resources
Decision Support Systems - Knowledge management support of decision making
Applied Data Communications: A Business-Oriented Approach
Applied Data Communications: A Business-Oriented Approach
The Social Life of Information
The Social Life of Information
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Knowledge Management: An Organizational Capabilities Perspective
Journal of Management Information Systems
Knowledge Management Strategies: Toward a Taxonomy
Journal of Management Information Systems
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In today's competitive global economy, characterized by shorter product lifecycles, 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; Kogut & Zander, 1992; Nonaka, 1994; Winter, 1987). 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 (Malhotra, 2000b), and little attention has been paid to factors that enable effective KM to occur (Nonaka & Takeuchi, 1995). This research uses technical and human-centric approaches combined with Holsapple and Joshi's (1998, 2001) Kentucky Initiative to investigate KM within an information technology (IT) department. Based on our case study, modifications to Holsapple and Joshi's architecture of a KM episode, a model of execution of knowledge manipulation activities and a model outlining factors enabling effective KM are proposed.