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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.

Knowledge building is a social process that is driven by the willingness of people to share their expertise and create new knowledge. Scientific Communities of Practice (CoPs) are communities of professors and researchers whose aim is to foster scientific knowledge generation. In the KM literature, research concerning this kind of CoPs has been substantially neglected so far. The present research analyses the case study of the International Association for Knowledge Management (IAKM) seen as a scientific CoP where members are mostly academics with research interests in developing and promoting knowledge management. Based on a collection of quantitative and qualitative data about member collaborations and scientific production, the study investigates the structure of interactions and the collaborative processes of IAKM members and the specific mechanisms of knowledge building within this CoP, seen as a paradigmatic example of scientific community. Members were asked to respond to a survey regarding their collaborative activities carried out with other IAKM members in the period of 2011 – 2020. The descriptive analysis revealed the kind of collaborations, the distribution of interactions across the community, and the dynamic patterns over time. A follow-up social network analysis was used to provide deeper insight into the community structure and dynamics. The research found that a CoP can really be useful for progress in a scientific field because it can provide a platform for trust and mutual acquaintance that reduces barriers to collaboration and knowledge building across different universities, professional roles, countries, and cultures, which is increasingly important for the progress of science. Most importantly, IAKM exhibited a cohesive and active core membership with pivotal roles played by a number of active members, which contributed significantly to the growth of the Association and, in general, to the advancements in the field of KM through collaborative knowledge building.

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 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 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 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.

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.

Part VIII consists of abstracts from the following articles:COLLABORATIVE KNOWLEDGE MANAGEMENT PORTALS FOR LEARNING ORGANIZATIONSA STUDY OF THE ALIGNMENT OF KNOWLEDGE AND BUSINESS STRATEGIES AND THEIR EFFECT ON THE PERFORMANCE OF THE KINGDOM OF BAHRAIN’S BANKING AND FINANCIAL INSTITUTIONSMODELING AIR TRAFFIC LANDING SEQUENCES AND CONTROL: A SIMULATIONTHE STATE OF IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN SINGAPOREORGANIZATIONAL EFFECTS ON KNOWLEDGE SHARINGLEARNING IN PROJECT-BASED ORGANIZATIONSAPPLYING SOCIAL NETWORK ANALYSIS TO KNOWLEDGE MANAGEMENTTACIT KNOWLEDGE DIFFUSION VIA TECHNOLOGY AND HUMAN NETWORKSHOW DOES KNOWLEDGE MANAGEMENT INFLUENCE THE INNOVATION MANAGEMENT PROCESS?A MEASUREMENT MODEL FOR ASSESSING THE KNOWLEDGE-BASED ECONOMYTRAVERSING THE FUTURE OF KNOWLEDGE MANAGEMENT (KM): AN EMERGING THEME IN HIGHER EDUCATION RESEARCH?PROMOTING PROFESSIONAL COLLABORATION BETWEEN MEDICAL PRACTITIONERS: LEVERAGING AN ONLINE DISCUSSION FORUMMANAGING KNOWLEDGE IN GENERAL PRACTICE SURVEYING FIRMS: A COMPARATIVE STUDY BETWEEN SME AND LARGE FIRMSAN EMPIRICAL EVALUATION OF A CORPORATE E-LEARNING PORTALIMPROVING UNIVERSITY-INDUSTRY KNOWLEDGE PARTNERSHIPS FOR SCIENTIFIC RESEARCH AND DEVELOPMENT PROJECTS: A PILOT STUDYKNOWLEDGE MANAGEMENT SYSTEM: SOME METHODOLOGICAL REMARKSTHE ROLE OF STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE PROCESS OF A COMPANY’S KNOWLEDGE CREATIONBUSINESS INTELLIGENCE FOR KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT AND COMMUNICATION CHALLENGES: DETERMINING WHAT INFORMATION PATIENTS REALLY WANTUTILIZATION OF INFORMATION AND COMMUNICATION TECHNOLOGY IN AGRICULTURAL KNOWLEDGE MANAGEMENT: THE CASE OF THE PHILIPPINE NARSTHE LEARNING SPACE OF THE SERVICE FIRM AND ELEMENTS IN THE CO-PRODUCTION OF KNOWLEDGE: EVIDENCE FROM AUSTRALIAN SERVICE FIRMSKNOWLEDGE SHARING ENABLERS: A REVIEW OF ORGANIZATIONAL STRATEGIES AND PRACTICESKNOWLEDGE MANAGEMENT: FROM PRODUCTIVY GAINS TO STRATEGIC ADVANTAGEDEVELOPING A KNOWLEDGE MANAGEMENT FRAMEWORK FOR SMALL BUSINESSES: A CASE STUDYAPPLICATION OF ADAPTIVE NETWORK BASED FUZZY INFERENCE SYSTEM FOR MODEL RECONSTRUCTION IN REVERSE ENGINEERINGREVAMPING UNIVERSITIES-KNOWLEDGE MANAGEMENT: A MEANS TO EFFECTIVE PERFORMANCEINTELLIGENT KNOWLEDGE RETRIEVAL THROUGH COLLABORATIVE KNOWLEDGE SHARINGGLOBALIZATION AND KNOWLEDGE MANAGEMENT: IMPLICATIONS FOR HRDCONVERSION OF A HETEROGENEOUS EDUCATION SYSTEM (HEES) INTO A HOMOGENEOUS EDUCATION SYSTEM (HOES) BY USE OF KNOWLEDGE MANAGEMENT AND INFORMATION TECHNOLOGYDEVELOPING A KNOWLEDGE-BASED ECONOMY: AN INVESTIGATION OF CULTURAL INFLUENCESSUPPORTING COMMUNITIES OF PRACTICE: A RIPPLE DOWN RULES APPROACH TO CALL CENTRE MANAGEMENTTHE APPLICATION OF KNOWLEDGE MANAGEMENT IN PUBLIC SECTOR BANKS IN INDIA’S POST LIBERALISATION ERAA KM AND E-LEARNING BASED ARCHITECTURE: AN INNOVATIVE APPROACH FOR SMESMODELING A SIMPLIFIED KNOWLEDGE SYSTEM FOR TECHNOLOGY TRANSFER BETWEEN DONOR AND HOME PARTNERSKNOWLEDGE MANAGEMENT PRACTICES IN THE INDIAN CORPORATE SECTOR: AN EMPIRICAL STUDYKNOWLEDGE SHARING IN THE ASIAN PUBLIC ADMINISTRATION SECTORA MULTI-AGENT SYSTEM FOR SUPPLY CHAIN COORDINATION

International audience; Knowledge sharing is considered as a main driver for successful project management, especially in an open perspective. This chapter is focused on the practical evidence of China’s knowledge sharing system from the institutional and organizational perspectives. At the institutional level, the authors point out the government regulation to construct a system of specific Chinese knowledge sharing mode between firms, universities, research institutions and market allowing the success of open model. At the organizational perspective, the analysis underlines the progressive building of knowledge sharing system in China at the example of Huawei case study.