Case Studies in KM, Revisiting Communities of Practice, KM Training
Case Studies In Knowledge Management by Murray E. Jennex (Editor)
Case Studies in Knowledge Management provides rich, case-based lessons learned from several examples of actual applications of knowledge management in a variety of organizational and global settings. A variety of KM issues are explored, including issues associated with building a KMS, organizational culture and its effect on knowledge capture, sharing, re-use, strategy, and implementation of KM initiatives and a KMS. The benefit of focusing on case and action research is that this research provides an extensive and in-depth background and analysis on the subjects, providing readers with greater insight into the issues discussed.
Section 1 — Knowledge Management in Support of Organizational Learning
- Case 1: Learning From Simple Systems: The Case of JPL 101 — Lynne P. Cooper, Rebecca L. Nash, Tu-Anh T. Phan, Teresa R. Bailey, Jet Propulsion Laboratory
- Case 2: A Knowledge Management Case Study in Developing, Documenting, and Distributing Learning — Brigette McGregor-MacDonald, Marsh Inc.
Section 2 — Knowledge Management in Support of Retaining Organizational Knowledge
- Case 3: A Case Study in Assessing the Readiness of Professional Services Company to Build an Organizational Memory Information System — Hani Abdel-Aziz, Khaled Wahba, Cairo University
- Case 4: Rebuilding Core Competencies When a Company Splits: A Case Study of Assessing and Rebuilding Expertise — Gail Corbitt, California State University
Section 3 — Knowledge Management Strategy
- Case 5: Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study — Afsoun Hatami, London School of Economics and Robert D. Galliers, Bentley College
- Case 6: Governance of Strategies to Manage Organizational Knowledge: A Mechanism in Overseeing Knowledge Needs — Suzanne Zyngier, Frada Burstein, Monash University and Judy McKay, Swinburne University of Technology
- Case 7: Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command — Summer E. Bartczak, Ellen C. England, Air Force Institute of Technology
Section 4 — Knowledge Management in Support of Projects
- Case 8: KM in a Project Climate — Elayne Coakes, Anton Bradburn, University of Westminster and Cathy Blake, Taylor Woodrow
- Case 9: Where Knowledge Management Resides Within Project Management — Jill Owen, Frada Burstein, Monash University
Section 5 — Knowledge Management Is Support of Knowledge Transfer
- Case 10: Organizational Knowledge Sharing Based on the ERP Implementation of Yongxin Paper Co., Ltd. — Zhang Li, Tian Yezhuang, Li Ping, Harbin Institute of Technology
- Case 11: Supporting Research and Development Processes Using Knowledge Management Methods — Thomas Hahn, Bernhard Schmiedinger, Elisabeth Stephan, Profactor Produktionsforschungs GmbH
- Case 12: Know-Com: Decentralized Knowledge Management Systems for Cooperating Die- and Mold-Making SMEs — Florian Bayer, Ronald Maier, Martin Luther University, Rafael Enparantza, Centro Tecnológico Tekniker and Franz Obermair, Bernhard Schmiedinger, Elisabeth Stephan, Profactor Produktionsforschungs GmbH
Section 6 — Issues in Knowledge Management
- Case 13: Reserve Bank of New Zealand: Journey Towards Knowledge Management — Yogesh Anand, Knowledge Services and David J. Pauleen, Sally Dexter, Victoria University of Wellington
- Case 14: Capturing and Consolidating Knowledge Resources: A Comparative Case of Learning Organizations — Colin White, Deloitte Consulting and David Croasdell, University of Nevada, Reno
- Case 15: Implementing a Knowledge-Enabled CRM Strategy in a Large Company: A Case Study From a Developing Country — Minwir Al-Shammari, University of Bahrain
- Case 16: Why Knowledge Management Fails: Lessons From a Case Study — Ivy Chan, Chinese University of Hong Kong and Patrick Y.K. Chau, University of Hong Kong
- Case 17: Infosys Technologies, Limited — Nikhil Mehta, Anju Mehta, Auburn University
- Case 18: Keeping the Flame Alive: Sustaining a Successful Knowledge Management Program — Eliot Rich, Peter Duchessi, University of Albany
Section 7 — Knowledge Management Outcomes
- Case 19: Knowledge Management for Healthcare: Using Information and Communication Technologies for Decision Making — A.N. Dwivedi, Rajeev K. Bali, R.N.G. Naguib, Coventry University
- Case 20: Productivity Impacts From Using Knowledge — Murray E. Jennex, San Diego State University
Articles about Communities of Practice by Miguel Cornejo Castro
Revisiting Communities of Practice: From fishermen guilds to the global village
After a recent debate about what is a CoP and what isn’t, I ended up trying to find the root of the definition problem. IMHO we’ve been running with a model that grew out of a very specific situation that is no longer predominant. If we want a model that truly reflects modern CoP behaviour, we need to take into account a number of changes that have affected CoPs — the same ones that have propelled them to their current number and role. Those changes affect the roles of familiar parts of the model, and highlight the emergence of new elements like the “conversational space” and privately-owned resources.
Revisiting Communities of Practice (II): The honourable lurker and the institution
The second installment in the revision of CoP theory. Here we deal with value generation, reciprocity, the CoP as an institution, the origin of legitimacy, and the ever-interesting subject of lurking
Revisiting Communities of Practice (III): layers and lever of motivation
Continuing the work of previous papers in this series, we explore in more depth the complexity of motivations that weight participant’s decisions to become involved in a Community of Practice. These motivations or sources of utility are not limited to the most immediate one of professional enablement. Indeed for many CoP roles that can hardly be the driving force. Finally, we will change perspective and see those factors as useful levers. This paper will explore two parts of the utility generation model: first, whose utility goes into the calculation, and second, what does generate utility. The first will add a layer of complexity to the calculation. The second will complement the core ideas about professional and productive enablement.
Q: Which educational providers have useful KM offerings?
A: See KM Training.
Q: Do any of the national conferences provide reasonable learning opportunities for junior staff?
A: Two of the KM conferences (APQC and KMWorld) are valuable for the development of KM professionals. They offer workshops prior to the conference in addition to the actual conference sessions.
Q: Are you planning any conference attendance for yourself and your team around collaboration or knowledge management?
A: I generally plan to attend one or two conferences per year. I encourage team members to attend one conference per year, and to give a presentation if possible.