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The paper presents some recent researches results based on the concept of collaborative infrastructure, in order to unify existing standards for supply chain management and to provide the support in various decision making process in manufacturing supply networks. Intended to facilitate and enhance the required knowledge management processes the proposed collaborative infrastructure, based on a virtual enterprise network, is expected to promote the development of the business services sector using a new product lifecycle paradigm according with the greater need for software tools for risk estimation. We focus on the professional risk assessment (PRA) as part of risk management process (RMP) and how the risk level can be established in collaborative infrastructures depending on probability and severity of consequences. A case study is presented to show PRA at the SMEs level. [ABSTRACT FROM AUTHOR]

Copyright of Handbuch Online-kommunikation is the property of Springer Nature / Books and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This chapter seeks to establish the conceptual basis for an innovative instrument of corporate knowledge management: the knowledge map. It begins by briefly outlining the rationale for knowledge mapping, i.e., providing a common context to access expertise and experience in large companies. It then conceptualizes five types of knowledge maps that can be used in managing organizational knowledge. They are knowledge-sources, -assets, -structures, -applications, and -development maps. In order lo illustrate these five types of maps, a series of examples is presented (from a multimedia agency, a consulting group, a market research firm, and a medium-sized services company) and the advantages and disadvantages of the knowledge mapping technique for knowledge management are discussed. The chapter concludes with a series of quality criteria for knowledge maps and proposes a five step procedure to implement knowledge maps in a corporate intranet. [ABSTRACT FROM AUTHOR]