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© Springer International Publishing AG 2017. This chapter forms the introduction to the Social Knowledge Management book. Prying back in time, the chapter first discusses the history of knowledge management and social media. Their emergence, evolution and difficulties are elaborated. Then, the revitalization of knowledge management by social media, through communities, networking and other technologies, is explained and illustrated. Furthermore, it is explained how the synthesis of knowledge management and social media opened even new avenues for both scholars and practitioners, through analyzing digital traces and the employment of the wisdom of the crowd. The chapter continues by providing an overview of its chapters and illustrates how every chapter informs the reader about novel theories and applications of social media for knowledge management in business or societal contexts. The reader is left with insight in the successes and challenges faced by these endeavors and therefore, this chapter concludes with a sneak preview for each of the chapters, inviting the reader to stat their journey into the realm of social knowledge management as it stands in current day science and practice.

This short introductory chapter aims to familiarise readers with the main theme of the book and its structure. It argues the need for expanding the realm of knowledge management and suggests the benefits of interdisciplinary collaborations between knowledge management and arts and humanities. Then it briefly presents individual chapters of the book and explains how they contribute novel theoretical approaches and empirical evidence of the nature and value that arts and humanities bring to knowledge management and vice versa.

A contingency perspective of knowledge management, as one of the popular ways of promoting decision making capabilities, recognizes the need for a fit between knowledge management solutions (KMS) and decision-making contexts which they support. In order to determine the best fit, a field survey was carried out to investigate the impact of two different types of KMS (technical and social) on decision makers' behavior and performance in different decision contexts (simple and complex). According to the results, there is a partial support for the contingency view. As expected, social KMS appears as the best fit for complex contexts, based on subjects' superior performance from comparable adoption of both KMS. In contrast, the results suggest that both KMS were an equally good fit for simple contexts, based on similar levels of subjects' performance, but social KMS was preferred in terms of adoption. These findings contribute to much necessary empirical evidence for research and provide useful guidance for practice. However, their limitations necessitate further study.

Purpose– The purpose of this paper is to empirically investigate the relationship between project-specific intellectual capital (IC) and project success in the context of information technology (IT) projects.Design/methodology/approach– Using data collected from surveys of 603 IT professionals across a variety of projects, the authors constructed a structural (structural equation model) model in AMOS to examine the relationships between three dimensions of project-specific IC (project team, project customer and project process) and project success.Findings– The empirical results support the proposition that IC has a positive impact on project success, and thus may be a good indicator of future projects’ performance. More importantly, the authors found out an important mediating role of a project’s structural capital (process) in exploiting its human (team) and relational (customer) capital for realising project success.Research limitations/implications– Interpretation of current results should be considered in light of the following methodological limitations: convenient rather than systematic sampling, use of previously untested measures and prevailing European subjects.Practical implications– These results suggest that project-based organisations need to invest heavily in their project workforce talent and then translate it into superior project practices in order to produce successful IT projects. They also need to maintain close relationships with their project customers and involve them during the entire project process.Originality/value– The current empirical evidence extends the understanding of the role of IC in improving project success and thus helps project-based organisations create and maintain competitive advantage in emerging economies.

Management literature proposes several broad categories of business motives behind Knowledge Management (KM) initiatives: minimising risk, improving efficiency and effectiveness and enabling innovation. While risk minimisation and efficiency and effectiveness improvement are fundamental for organisational survival, innovation is the key for organisational advancement and long-term economic success. Choosing the right KM strategy is of utmost importance for organisational performance. On the one hand, two popular Knowledge Management strategies termed codification and personalisation differ in their reliance on technology or people. On the other hand, two strategies referred to as exploitation and exploration differ in their focus on transferring existing or developing new knowledge. This study aims to examine the main business forces in KM adoption and to identify preferred KM strategies responsively. More specifically, it aims to provide a metric in determining (1) applied and realised KM strategies, (2) business focus, (3) knowledge processes and (4) knowledge focus. Data, collected from 372 surveyed employees of Turkish organisations across different industries, were analysed in terms of the two key classes of KM drivers and strategies. The findings reveal a widespread tendency for simultaneous pursuance of dual survival and advancement business goals and widespread integration of codification and personalisation as well as exploitation and exploration strategies. The findings validate the ability of Turkish firms in the organisation of KM activities through the combination of somewhat contradictory drivers and strategies implying their ambidexterity regarding considered KM strategies.

Structured Abstract Purpose – The purpose of this paper is to propose a conceptual design of a virtual knowledge space for use by digital humanists. Digital humanists’ work lies at the crossroads of computer science and the humanities (Stanford Humanities Center, 2017). Moving traditional humanistic material into digital forms brings new challenges for scholars of the humanities. The proposed virtual knowledge space is intended to help users make humanistic knowledge in digital media more manageable and usable. Design/methodology/approach – A knowledge management (KM) approach suggested by Handzic (2004) was used as a theoretical basis for designing the structure of the proposed knowledge space. According to KM, a virtual knowledge space should provide support for knowledge codification and personalisation. It should also support knowledge exploration and exploitation. Following these KM principles, the proposed design incorporates the ability to build and access knowledge repositories (e.g. digital documents, images, metadata), tools for knowledge discovery and presentation (e.g. data mining, topic modelling, visualisation), support for knowledge sharing and collaboration with other researchers (e.g. email, wikis, virtual meeting rooms), as well as for new knowledge creation (e.g. simulation games, mind mapping, brainstorming). Originality/value – This paper contributes a novel conceptual design of a virtual knowledge space that pushes forward the current state-of-the art in digital humanities. It integrates all relevant digital assets, services and tools that support the user experience. It is envisaged as a one-stop shop for humanities scholars in the digital production and usage of relevant humanistic knowledge. Practical implications – The current conceptual work implies that KM technology may change the way humanities scholars interact with their data and share their insights. In particular, the paper suggests that the proposed virtual knowledge space may serve as reference for implementing various digital humanities projects relevant to a wide range of humanities disciplines. However, these implications need to be interpreted with caution due to the current lack of empirical evidence. Future study is recommended to address this research gap. Keywords – Knowledge Management, Digital Humanities, Virtual Knowledge Space, Conceptual Design. Paper type – Academic Research Paper

Purpose The purpose of this paper is to discuss key aspects of knowledge management (KM) education in response to challenges posed by the necessity to improve KM as a discipline and an established professional field. Design/methodology/approach The paper is based on a systematic review of the current literature. This review was used as input in a recent panel held at the 2016 International Conference on Knowledge Management (ICKM). The paper brings together current literature with thought-provoking panelists’ presentations and subsequent debates with the audience. Findings KM education from the “why, what, who, where and when” perspectives were first addressed and analyzed, and the end result was a reflection on “how” to approach KM education in the future. Research limitations/implications This paper effectively underlines that, KM being a relatively new phenomenon, there is no clear consensus about roles that KM employees should play in an organization, what KM competencies and skills are needed, and where and when these should be obtained. Broad guidelines on how to approach KM education in the future may serve as a basis for further research. Practical implications The study provides suggestions on how to place KM in adult education. Originality/value The paper tackles the research questions through an innovative combination of a systematic literature review and a panel discussion on the topic of KM and education. Overall, the paper provides a fresh view of the state of the art of knowledge and research on the topic and also shows the common vision of a group of KM researchers and educators.

This chapter proposes and empirically tests a contingency knowledge management (KM) selection model for project management (PM). Essentially, the proposed model posits a mediating role of project factors in the choice and impact of KM on project success. The evidence from two empirical studies provide full support for the contingency model and its proposition that the appropriate KM for PM depends upon project complexity. In particular, the empirical findings show that with increased project complexity, customer-related intellectual capital (IC) and personalization KM strategy tend to have greater importance for project success than team or process IC and codification KM strategy. These findings contribute valuable insights for researchers and provide useful guidance for project managers. The chapter also suggests plausible directions for further research to address current limitations.

This paper traces the changes in the development of the field of knowledge management (KM) over time, through a review of the representative literature and the author’s own research. The paper starts by going back to the origins of KM and reflects on three significant evolutionary stages termed fragmentation, integration and fusion. Following these reflections on the KM past, the paper speculates on the possible KM future. It identifies three emerging trends named extension, specialization and reconceptualization that point to several possible KM futures. The first two involve decentralisation and regeneration of prior KM interpretations, while the third trend signals a revolutionary next KM generation. Irrespective of the direction it may take, the evidence presented in this paper suggests that KM has a future, although it may not be without challenges.

This article presents a contingency model of knowledge management system (KMS) effectiveness and reports the results of its empirical test. The conceptual model was developed to include the components of KMS perceptions and usage (as indicators of adoption) and its antecedents and consequences. The model was tested in the context of individual decision making. Data were collected by a survey of 372 knowledge workers across a variety of Turkish industry sectors and were analysed through structural equation modelling. The results provide fairly good empirical support for the proposed theoretical model when using approximate fit measures. The results suggest that system sophistication and knowledge worker self-efficacy, but not decision task complexity, influence the perceived benefits and usage of the system, which in turn affect net benefits in terms of knowledge and performance (individual and organisational).

This panel will discuss key aspects of knowledge management (KM) education in response to challenges posed by the necessity to improve KM as a discipline and an established professional field. Through panelists’ thought-provoking presentations and interactions with the audience, the discussion will address KM education from the starting why, what, who, where and when perspectives to the end result and understanding of how to approach KM education in the future.

A contingency perspective of knowledge management recognises the need for a fit between knowledge management solutions (KMS) and decision making contexts which they support. In order to determine the best fit, a field survey was carried out to investigate the impact of two different types of KMS (technical and social) on decision makers' behaviour and performance in different decision contexts (simple and complex). The results provide partial support for the contingency view. As expected, the study identified social KMS as the best fit for complex contexts, based on subjects' superior performance from comparable adoption of both KMS. In contrast, the study identified that both KMS were an equally good fit for simple contexts, based on similar levels of subjects' performance, but social KMS was preferred in terms of adoption. These findings contribute to much needed empirical evidence for research and provide useful guidance for practice. However, their limitations warrant further study. © 2016, IGI Global.

PurposeThe purpose of this paper is to examine the validity of the proposed integrated socio‐technical knowledge management (KM) model, and to determine the relative importance of social and technical initiatives in organizational KM.Design/methodology/approachThe conceptual model was proposed with three inter‐related concepts (knowledge stocks, processes, and socio‐technical enablers) and was tested via a survey‐based study in the context of public administration of a small European country using 185 senior Civil Servants as subjects.FindingsThe findings provided a confirmatory test of the proposed model and revealed social factors to be of greater importance than technical factors in advancing organizational knowledge in the case of public administration organizations. They also pointed to leadership as the single most important enabler of organizational KM in these organizations.Research limitations/implicationsFindings are based on European public administration and may not reflect other geographic, economic and cultural contexts. Variables were perceptual and measurement items proxies for the real phenomena. There is a need for including objective data, improving measurement, and extending research towards deeper analysis of contextual influences on and consequences of KM.Practical implicationsThe model may be useful to managers for predicting organizational learning, as well as intervening to enhance organizational social environment and to increase the likelihood of technology use in KM.Originality/valueThe main contribution of this research is the discovery of complex interactions among knowledge enablers and processes influencing knowledge stocks. Another contribution of this research is the revelation that (at least in the context of public administration) leadership may be the single most important enabler of successful KM.

This case study provides an exploratory analysis of the Faculty Learning Community (FLC) aimed at encouraging and supporting sharing of teaching experiences among faculty members at Universitas 21 Global (U21G). The analysis reveals a community in the formative stages of evolutionary development. The preliminary results indicate a prevailing pattern of knowledge sharing characterised by low intensity, variable member participation and selective topical focus. The results also point to a number of possible reasons for the exhibited behaviour including FLC's academic environment, instrumental nature of the community and its majority adjunct faculty membership. Further directions for practical actions are recommended that may help FLC to grow and mature and future research that may help to demystify contemporary learning communities.

This chapter reports on types and roles of information and communication technologies (ICT) implemented in knowledge management (KM) solutions in local governments. A sample of nine local councils were rated on usage of various generic and KM specific ICT in supporting knowledge exploitation or exploration, and codification or personalization strategies. The results indicate a marked preference for generic types of ICT, and support for knowledge exploitation and codification approaches. These findings and their implications are further interpreted in terms of three stages of KM development in organizations.

This paper proposes a knowledge management audit model to assist organisations to obtain an accurate picture of their knowledge-based assets and the strategies used to manage that knowledge across the organisations. The model also serves as a means for assessing how well the identified assets and strategies meet organisational business goals and strategies. The practical application of the model is illustrated in the local government environment. Implications of such an audit are also discussed.

This paper reports the results of a survey of the adoption of knowledge management (KM) in the public administration organisations in Bosnia and Herzegovina (BiH). The results indicate that these organisations have a good understanding of the value of their knowledge assets, that they are in the process of implementing some form of strategy to manage these assets, and that they face obstacles in this process that are mainly outside their control. The overall picture also shows that KM practices in BiH are being implemented at similar levels as other countries in all aspects except measurement and technology. This suggests that BiH needs to catch up with the more advanced countries by accelerating application of these two KM initiatives.

This paper reports a case study of a knowledge sharing culture in a large Australian consulting firm, Deloitte. An exploratory study was conducted to examine the extent to which knowledge sharing behaviour occurs within Deloitte and its relationships with the firm's core values, structures and practices. The study identified widespread knowledge sharing behaviour as demonstrated by a high degree of communication and collaboration activities. It also identified the firm's core values and corresponding procedures that cultivated trust, redundancy, staff empowerment, motivation and remuneration. Structures and practices were also found to convey a high degree of leadership commitment and provision for continuous learning.

One of the most interesting aspects of knowledge management (KM) is the striking diversity of the field. A wide variety of frameworks of KM have recently appeared in the literature reflecting different emphases and meanings of the term to different people. While all different views are acknowledged, there is a need to integrate and reconcile the demands of each view. An integrated framework proposed here brings together different perspectives on knowledge management and provides a unifying view based on descriptive and inductive inquiry. The core of the framework is a two-by-two matrix with 'explicit' and 'tacit' 'know-that' and 'know-how' dimensions of working knowledge. Working knowledge is affected by processes that generate, transfer and apply knowledge. Technological and organisational factors act as enablers that influence knowledge processes. By providing a holistic view, common ground, consistent terminology and units of analysis, it is hoped that the proposed framework may be useful in enhancing understanding and in providing guidance for the future research and practice of knowledge management.

This editorial paper outlines key directions for knowledge management research and practice. The editorial team presents the results from a small survey of academics and practitioners about the present and future of knowledge management, and the editors include their own informed views on how this journal can help promote scholarly inquiry in the field.

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

This study investigated empirically the value of social interaction in promoting people's working knowledge and performance in decision-making. The results indicate that social interaction was highly beneficial for enhancing people's knowledge and performance of complex decision tasks. However, the results indicate that social interaction made no difference to people's performance of simple decision tasks. These findings make two important contributions to the development of theory: they support the contingent nature of social interaction effects on decision making knowledge and performance, and identify component task complexity as an important contingent factor.

This paper reports a descriptive study of KM research and researchers based on articles published in four specialised academic journals in KM. For each published article, keyword and author analysis were used to discover the main contributors and dominant themes and topics examined. The study shows that KM research is grounded in both KM and non-KM theories, split equally between theoretical and empirical approaches and dominated by the interpretivist over positivist paradigm. So far, core KM elements (enablers, processes and stocks) have been explored more than the extended KM elements (contexts, drivers and outcomes). This might change in the future in order to remain relevant to practice. Published authors are distributed all over the world and tend to be collaborative, but not very productive contributors to KM journals. These findings need to be interpreted and applied with caution due to a number of limiting factors in research design and analysis. Future research is recommended to address these limitations and extend current research to a wider range of publication outlets and issues in KM.

This chapter examines the potential of the application of an individual creativity-enhancing technique (called SoloBrainstorming, or SBS) to improve the level of creativity of Information Technology (IT) students in performing information system (IS) requirements determination. Requirements determination, in the context of software development, involves gaining an understanding of the underlying issues related to a business problem, and also considering potential solutions. The chapter begins with a definition of creativity, followed by an overview of strategies suggested to enhance creativity. The SBS technique is then introduced, followed by a report of empirical results from its application. Finally, we offer advice for IT education in terms of incorporating creativity-enhancing techniques into the IT course curriculum.

Increased interaction, interdependency and volatility on a global scale are rapidly changing local governments’ external environment, their community characteristics, and their organisational orientation. In circumstances of high uncertainty and ambiguity, the success of local governments depends to a greater extent on how well they utilise knowledge resources in adjusting to contextual changes. This requires special attention to knowledge management (KM). The major challenge for KM in local government is to foster the development of an enriched knowledge base that will enable local actors to better deal with adjustment and development issues of importance to their communities (Anttiroico, 2006). The purpose of this article is to address technical issues in organisational KM. Referring to the theoretical work by Handzic (2004), the article considers the role of various information and communication technologies (ICT) in facilitating the processes in which knowledge is created, transferred and utilised in local governments. Findings reported in the article are part of an ongoing research project into the adoption of KM principles and practices in public sector organisations in Bosnia and Herzegovina (BiH). The role of ICT in local government KM solutions addressed in this article is only one of several aspects covered by the research project. Further project details can be obtained elsewhere (Handzic, Lagumdzija, & Celjo, 2007).

The need to improve decision making is a longstanding concern in decision support research. As the accelerated technological development and fierce competition coming from global sources are becoming more apparent in the new 21st century, enhanced decision-making capabilities are required more than ever before to enable organisations to meet the new challenges. Decision making can be viewed as a dynamic and iterative process comprising: (1) identification phase, which involves decision problem recognition and diagnosis activities; (2) development phase, which concerns search and design activities; and (3) selection phase, which comprises screening, evaluation, and authorisation activities (Mintzberg et al., 1976). The quality of the subsequent decisions will depend on the nature of the preceding diagnostic, design, and selection activities.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

Technological advances, globalisation, changing demographics and privatisation are the main driving forces behind the current transformation of education. Market research firms estimate that electronic learning or e-learning is the fastest growing sector of the global education market with an annual growth rate of 10-15% (Hezel Associates, 2005)

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.

The book starts with an introduction to theoretical foundations of knowledge management concepts, proceeds with a series of empirical studies on the role of technology in knowledge management, followed by studies of socially orientated knowledge management solutions. The book ends with the discussion of major issues and challenges for knowledge management research and practice. With its integrated and systematic approach, the book makes a small but important step in helping individuals and organisations to get an objective and complete picture of the role of social and technical initiatives in knowledge management based on formal and sound empirical research. More importantly, the book shows that the impact of various initiatives is highly contingent upon the context in which the knowledge is generated, transferred, and used. This may help managers to choose more suitable solutions to turn their intangible assets into tangible outcomes.