Knowledge Management Review, 9 (4), 2006
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Is your knowledge an asset or a liability?
Eddie Obeng
 
Eddie Obeng looks at the complexities and multi-faceted nature of knowledge.
 

Using knowledge as a competitive differentiator at Atlantis Systems
Blake Melnick
 
Blake Melnick is the chief knowledge officer and chief operating officer at Atlantis Systems International. Here, he explains his beginnings in KM and how Atlantis used its strategic knowledge advantage to recover after the September 11 terrorist attacks. 
 

Taking a unified approach to remote working environments  
Nigel Jones
 
The concept of remote working has been around for many years, yet the technology to support such workers is often inadequate. Here, Nigel Jones describes a unified approach to your technology platforms, which allow familiar working environments, wherever employees may be. 
 

Identifying and overcoming barriers to sharing 
Prof. Kamal Kishore Jain, Manjit Singh Sandu and Gurvinder Kaur Sidu
 
What are the main barriers and key enablers to knowledge sharing in an organization? In this article, we look at a study of business schools in Malaysia that set out to discover the perception of knowledge and knowledge sharing among academic staff who are vital to keeping their institutions at the forefront of learning. 
 

Advancing knowledge sharing with intranet 2.0 
Audrey Scarff
 
Find out how IBM, Motorola and Siemens are using blogs, wikis and RSS.
 

12 steps to a successful KM program
Simon Walker
 
In this article Simon Walker presents a “12 steps to success” framework for KM practitioners. He discusses the framework, providing Company Performance Revitalisation (CPR) is a specialist consultancy firm that delivers sustainable value for organizations through knowledge-centric practices. 
 

Improving intranet usability at AXA 
Elizabeth Kirby
 
AXA UK, an insurance, investments, pensions and healthcare business, put usability at the heart of its intranet strategy – ensuring the intranet is a practical tool for its 11,000 UK based employees. The aim was to ensure that employees excel professionally by making available the resources they need to acquire new skills and knowledge and by encouraging teamwork and empowerment in the workplace. Here, Elizabeth Kirby explains the intranet strategy. 
 

Leadership and strategic knowledge management 
Victor Newman
 
It’s widely agreed that the KM function should sit as high as possible in an organization’s operational structure. Here, Victor Newman suggests that the KM function should actually be of chief importance to the CEO as well, because business strategies are fundamentally based on knowledge and thus are knowledge strategies that need to be constantly monitored and adapted to the latest opportunities and business factors. 
 

Avoiding the typical barriers to effective KM  
Chris Collison
 
We’ve all heard of the seven deadly sins and, if we pause for a moment of private reflection, can probably identify our own particular personal weaknesses. In this article, consultant, author and KM Review editorial board member Chris Collison shares his experience working with a number of private and public sector organizations and explores seven deadly syndromes which can impact the supply and demand for knowledge within organizations. 
 

Integrating local knowledge strategies  
Kevin Desouza and Yukika Awazu
 
Achieving a unified KM strategy across multiple business units is something all practitioners will aim to achieve. But it’s a difficult task and there can be numerous obstacles to overcome including cultural and technical differences and deep-rooted psychological mindsets. For a global organization, these issues can have major impact on strategy effectiveness. Here, Kevin Desouza and Yukika Awazu highlight some key areas to address if your organization’s knowledge is siloed according to country and region. 
 

Mapping network warfare techniques to KM  
Mostafa Jafari, Mohammad Fathian, Peyman Akhavan, and Mehdi N. Fesharaki 
This article explores KM from a new point of view, a theory that’s effectively used in modern warfare and known as network-centric warfare (NCW). In this article the use of NCW is explained alongside a roadmap for organizations to address when adopting or implementing such a strategy.

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© Copyright MELCRUM PUBLISHING 2006.


Alternative source: Volume 2005 – 2008 on HighBeam


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