scholarly journals Communication In Communities Of Practice: Knowledge Management Pressure Point

2020 ◽  
Author(s):  
Taggart Smith
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Pressure Point ◽  
Practice Knowledge

Global ranking of knowledge management and intellectual capital academic journals: 2017 update

2017 ◽  
Vol 21 (3) ◽  
pp. 675-692 ◽  
Author(s):  
Alexander Serenko ◽  
Nick Bontis
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Process Management ◽  
Citation Impact ◽  
Academic Journals ◽  
Expert Survey ◽  
Ranking List ◽  
Content Type ◽  
Global Ranking ◽  
Practice Knowledge

Purpose The purpose of this study is to update a global ranking of 27 knowledge management and intellectual capital (KM/IC) academic journals. Design/methodology/approach The ranking was developed based on a combination of results from a survey of 482 active KM/IC researchers and journal citation impact indices. Findings The ranking list includes 27 currently active KM/IC journals. The A+ journals are the Journal of Knowledge Management and the Journal of Intellectual Capital. The A journals are the Learning Organization, Knowledge Management Research & Practice, Knowledge and Process Management, VINE: The Journal of Information and Knowledge Management Systems and International Journal of Knowledge Management. A majority of recently launched journals did not fare well in the ranking. Whereas a journal’s longevity is important, it is not the only factor affecting its ranking position. Expert survey and citation impact measures are relatively consistent, but expert survey ranking scores change faster. Practical implications KM/IC discipline stakeholders, including practitioners, editors, publishers, reviewers, researchers, students, administrators and librarians, may consult the developed ranking list for various purposes. Compared to 2008, more researchers indicated KM/IC as their primary area of concentration, which is a positive indicator of discipline development. Originality/value This is the most recent ranking list of KM/IC academic journals.

A Proposed Framework for Designing Sustainable Communities for Knowledge Management Systems

2013 ◽  
pp. 226-245
Author(s):  
Lakshmi Goel ◽  
Elham Mousavidin
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Sustainable Communities ◽  
British Petroleum ◽  
Almost All ◽  
Oil Company ◽  
Practical Implications ◽  
Network Component

Despite considerable academic and practitioner interest in knowledge management, success of knowledge management systems is elusive. This chapter provides a framework which suggests that KM success can be achieved by designing sustainable communities of practice. Communities of practice have proven to have significant economic and practical implications on organizational practices. A growing body of literature in KM recognizes the importance of communities that foster collaborative learning in organizations and almost all KMS have a ‘network’ component that facilitates connecting people in communities of practice. Evidence has shown that communities have been a key element in KMS of many companies including Xerox PARC, British Petroleum Co., Shell Oil Company, Halliburton, IBM, Proctor and Gamble, and Hewlett Packard.

Knowledge Management, Communities of Practice, and the Role of Technology

2011 ◽  
pp. 573-585 ◽  
Author(s):  
Lee Tan Wee Hin ◽  
Thiam-Seng Koh ◽  
Wei-Loong David Hung
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Situated Cognition ◽  
Research Work ◽  
Learning Processes ◽  
Current Work ◽  
Community Of Learners ◽  
Teachers And Students ◽  
K 12

This chapter reviews the current work in knowledge management (KM) and attempts to draw lessons from research work in situated cognition about the nature of knowledge which can be useful to the field of KM. The role of technologies and the issues of literacy in technology are discussed in the context of communities of practice (CoPs) and the KM framework with some examples described for K-12 settings. Implications are drawn in terms of how teachers and students can be a community of learners-practitioners through technologies which support their work and learning processes.

Usage of TB in Practice

2018 ◽  
pp. 149-165
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Open Source ◽  
Information Management ◽  
Information Technologies ◽  
Business Administration ◽  
Management Framework ◽  
Time Bank ◽  
Open Source Communities ◽  
Generic Time

This chapter compares the universal TB model with the previous TB interpretation discussed in the first half of the book. Special attention is devoted to 19 selected TB properties ranging from adaptability to universality. Furthermore, tangible results follow in form of potential implications to business administration. Namely, information and knowledge management and information technologies are considered. In the area of information management, a generic time bank information management framework is outlined. In the scope of knowledge management, the function of TB is compared with the phenomenon known as communities of practice. Finally, co-productive behavior of the TB related to open source communities are depicted in the area of information technologies.

Accelerating Knowledge Adoption

2018 ◽  
pp. 1689-1704
Author(s):  
Hung-Chun Huang ◽  
Frederick Leslie Davy ◽  
Hsin-Yu Shih ◽  
Chwei-Jen Fan
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Change Management ◽  
Competitive Advantage ◽  
Systems Change ◽  
Knowledge Diffusion ◽  
Collaboration Network ◽  
Learning Efficiency ◽  
New Thinking ◽  
Practice Knowledge

Learning faster is important in personal competitive advantage. However, to accelerate a group of people's learning efficiency is more complicated than individual practice. Learning efficiency is highlighting research in information systems change management as well as knowledge management. In practice, knowledge is difficult to manage directly. On the other hand, managing knowledge behaviors can achieve knowledge management. A teamwork structure is a micro-social system and internal collaboration network. Therefore, different teamwork structures conduct different knowledge behaviors. Social influence theories provide an interpretation that different social proximity distinguish contagion effects. This study applies the social network perspective to explore the knowledge behaviors of computer software developers. Therefore, the finding of this study shows that controlling network redundancy can enhance knowledge diffusion efficiency. Furthermore, if team fails to manage knowledge diffusion, they will offset the timing of competitive advantage in technological upgrade. Based on this finding, this study suggests a new thinking for implementation of information systems, change management, and strategic planning.

Collaborative Approaches for Communities of Practice Activities Enrichment

2018 ◽  
pp. 304-333 ◽  
Author(s):  
Ziska Fields ◽  
Sulaiman Olusegun Atiku
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Communities Of Practice ◽  
Digital Age ◽  
Collective Learning ◽  
Organisational Structure ◽  
Collaborative Practices

This chapter explores the role of communities of practice (CoPs) in knowledge management (KM) and how various collaborative practices can be used to enrich the activities of CoPs in organisations. The objectives of the chapter are firstly to define and explain the role of CoPs as a form of social and team networks in KM, secondly to identify the role and importance of collaborative approaches, specifically focusing on collective learning, creativity, innovation and problem-solving in CoPs and how these impact on the KM process, and thirdly to make recommendations to enhance the collaborative approaches to ultimately enrich the activities of CoPs in a digital age in organisations. Recommendations are made that management needs to support the forming and activities of CoPs in KM strategies, and that a suitable organisational structure and culture are needed to stimulate and support collaborative approaches to enrich the activities of CoPs.

A Knowledge Management Tool for the Interconnection of Communities of Practice

2013 ◽  
pp. 56-76
Author(s):  
Élise Lavoué ◽  
Sébastien George ◽  
Patrick Prévôt
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Knowledge Base ◽  
Daily Practice ◽  
Local Communities ◽  
Management Tool ◽  
Use Case ◽  
Specific Knowledge ◽  
Geographically Distributed

In their daily practice, practitioners belong to local communities of practice (CoPs) within their organisation. This knowledge is rarely capitalised upon because discussions are mainly verbal. Practitioners can also belong to general CoPs online. Within these general CoPs, discussions are rarely linked to the context in which they appeared, since the members are from different companies or institutions. This paper (1) connects these two levels of CoPs by contacting practitioners belonging to CoPs centred on the same general activity but who are geographically distributed and (2) capitalises on the produced knowledge by contextualising, allowing it to be accessible and reusable by all the members. The authors detail the main results of the research: (1) a model of the interconnection of CoPs (ICP) to support knowledge sharing and dissemination; and (2) a specific knowledge management tool for the ICP knowledge base. The authors apply the model and platform to university tutors by: (1) developing a use case, which links the model and the TE-Cap 2 platform and highlights the new possibilities offered by the knowledge management tool; and (2) conducting a descriptive investigation lasting for five months.

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