Journal of Knowledge Management, Volume 11

Volume 11, Number 1, 2007

• Richard C. Hicks, Ronald Dattero, Stuart D. Galup:
  A metaphor for knowledge management: explicit islands in a tacit sea. 5-16
  
• Bertolt Meyer, Kozo Sugiyama:
  The concept of knowledge in KM: a dimensional model. 17-35
  
• Peter Holdt Christensen:
  Knowledge sharing: moving away from the obsession with best practices. 36-47
  
• Andreas Riege:
  Actions to overcome knowledge transfer barriers in MNCs. 48-67
  
• Ursula Mulder, Alma Whiteley:
  Emerging and capturing tacit knowledge: a methodology for a bounded environment. 68-83
  
• Eliezer Geisler:
  A typology of knowledge management: strategic groups and role behavior in organizations. 84-96
  
• Andre Saito, Katsuhiro Umemoto, Mitsuru Ikeda:
  A strategy-based ontology of knowledge management technologies. 97-114
  
• Chaminda P. Pathirage, Dilanthi G. Amaratunga, Richard P. Haigh:
  Tacit knowledge and organisational performance: construction industry perspective. 115-126
  
• Mostafa Jafari, Mehdi N. Fesharaki, Peyman Akhavan:
  Establishing an integrated KM system in Iran Aerospace Industries Organization. 127-142
  
• Lim Wai Tat, Stewart Hase:
  Knowledge management in the Malaysian aerospace industry. 143-151
  

Volume 11, Number 2, 2007

• Zhiyi Ang, Peter Massingham:
  National culture and the standardization versus adaptation of knowledge management. 5-21
  
• Adel Ismail Al-Alawi, Nayla Yousif Al-Marzooqi, Yasmeen Fraidoon Mohammed:
  Organizational culture and knowledge sharing: critical success factors. 22-42
  
• Rodney McAdam, Bob Mason, Josephine McCrory:
  Exploring the dichotomies within the tacit knowledge literature: towards a process of tacit knowing in organizations. 43-59
  
• Angel L. Merono-Cerdan, Carolina López-Nicolás, Ramón Sabater-Sánchez:
  Knowledge management strategy diagnosis from KM instruments use. 60-72
  
• Wayne O'Donohue, Cathy Sheehan, Robert Hecker, Peter Holland:
  The psychological contract of knowledge workers. 73-82
  
• Jen-te Yang:
  The impact of knowledge sharing on organizational learning and effectiveness. 83-90
  
• Marina du Plessis:
  Knowledge management: what makes complex implementations successful? 91-101
  
• Kevin J. O'Sullivan:
  Creating and executing an internal communications plan for knowledge management systems deployments. 102-108
  
• Samuel Driessen, Willem-Olaf Huijsen, Marjan Grootveld:
  A framework for evaluating knowledge-mapping tools. 109-117
  
• Mark Wolfe:
  Broadband videoconferencing as a knowledge management tool. 118-138
  

Volume 11, Number 3, 2007

• Maria Sarabia:
  Knowledge leadership cycles: an approach from Nonaka's viewpoint. 6-15
  
• Pasi Pyöriä:
  Informal organizational culture: the foundation of knowledge workers' performance. 16-30
  
• Nick Bontis, Alexander Serenko:
  The moderating role of human capital management practices on employee capabilities. 31-51
  
• Julia Connell, Ranjit Voola:
  Strategic alliances and knowledge sharing: synergies or silos? 52-66
  
• Edurne Loyarte, Olga Rivera:
  Communities of practice: a model for their cultivation. 67-77
  
• Thomas W. Jackson:
  Applying autopoiesis to knowledge management in organisations. 78-91
  
• Megan Lee Endres, Steven P. Endres, Sanjib K. Chowdhury, Intakhab Alam:
  Tacit knowledge sharing, self-efficacy theory, and application to the Open Source community. 92-103
  
• Keedong Yoo, Euiho Suh, Kyoung-Yun Kim:
  Knowledge flow-based business process redesign: applying a knowledge map to redesign a business process. 104-125
  
• Jina Kang:
  Testing impact of knowledge characteristics and relationship ties on project performance. 126-144
  
• Sung-kwan Kim, Silvana Trimi:
  IT for KM in the management consulting industry. 145-155
  
• Alexandre Perrin, Nicolas Rolland, Tracy Stanley:
  Achieving best practices transfer across countries. 156-166
  

Volume 11, Number 4, 2007

• Marina du Plessis:
  The role of knowledge management in innovation. 20-29
  
• Dimitris Lamproulis:
  Cultural space and technology enhance the knowledge process. 30-44
  
• Enrique Claver-Cortés, Patrocinio Zaragoza-Sáez, Eva Pertusa-Ortega:
  Organizational structure features supporting knowledge management processes. 45-57
  
• Carmen Castro Casal, Edelmira Neira Fontela:
  Transfer of socially complex knowledge in mergers and acquisitions. 58-71
  
• Nekane Aramburu, Josune Sáenz:
  Promoting people-focused knowledge management: the case of IDOM. 72-81
  
• Floor Slagter:
  Knowledge management among the older workforce. 82-96
  
• Markus Strohmaier, Stefanie N. Lindstaedt:
  Rapid knowledge work visualization for organizations. 97-111
  
• Martin J. Eppler, Remo Aslak Burkhard:
  Visual representations in knowledge management: framework and cases. 112-122
  
• William H. A. Johnson:
  Mechanisms of tacit knowing: pattern recognition and synthesis. 123-139
  
• Chi Fai Cheung, M. L. Li, W. Y. Shek, W. B. Lee, T. S. Tsang:
  A systematic approach for knowledge auditing: a case study in transportation sector. 140-158
  
• Jay Chatzkel:
  Conference report 2006 KMWorld Conference Review. 159-166
  

Volume 11, Number 5, 2007

• Francisco Javier Carrillo:
  The coming of age of knowledge-based development. 3-5
  
• Tan Yigitcanlar, Scott Baum, Stephen Horton:
  Attracting and retaining knowledge workers in knowledge cities. 6-17
  
• Blanca C. Garcia:
  Working and learning in a knowledge city: a multilevel development framework for knowledge workers. 18-30
  
• Dimitrios A. Brachos, Konstantinos Kostopoulos, Klas Eric Soderquist, Gregory Prastacos:
  Knowledge effectiveness, social context and innovation. 31-44
  
• Ahmad Raza, A. Rashid Kausar, David Paul:
  The social management of embodied knowledge in a knowledge community. 45-54
  
• Mimi Tresman, Edna Pásher, Francesco Molinari:
  Conversing cities: the way forward. 55-64
  
• Konstantinos Ergazakis, Kostas S. Metaxiotis, John E. Psarras, Dimitris Askounis:
  An integrated decision support model for a knowledge city's strategy formulation. 65-86
  
• Isabel Morales Galindo:
  Regional development through knowledge creation in organic agriculture. 87-97
  
• Antonio Messeni Petruzzelli, Vito Albino, Nunzia Carbonara:
  Technology districts: proximity and knowledge access. 98-114
  
• Katia Passerini:
  Knowledge-driven development indicators: still an eclectic panorama. 115-128
  
• Ursula Schneider:
  The Austrian National Knowledge Report. 129-140
  
• Karl M. Wiig:
  Effective societal knowledge management. 141-156
  

Volume 11, Number 6, 2007

• Martina E. Greiner, Tilo Böhmann, Helmut Krcmar:
  A strategy for knowledge management. 3-15
  
• Martin Ward:
  How knowledge companies succeed. 16-27
  
• Patricia Milne:
  Motivation, incentives and organisational culture. 28-38
  
• Sung-Ho Yu, Young-Gul Kim, Min-Yong Kim:
  Do we know what really drives KM performance? 39-53
  
• Halil Zaim, Ekrem Tatoglu, Selim Zaim:
  Performance of knowledge management practices: a causal analysis. 54-67
  
• Yvon Dufour, Peter Steane:
  Implementing knowledge management: a more robust model. 68-80
  
• Robert Parent, Mario Roy, Denis St-Jacques:
  A systems-based dynamic knowledge transfer capacity model. 81-93
  
• Ronald D. Freeze, Uday R. Kulkarni:
  Knowledge management capability: defining knowledge assets. 94-109
  
• Laila Naif Marouf:
  Social networks and knowledge sharing in organizations: a case study. 110-125
  
• J. Swart, S. C. Henneberg:
  Dynamic knowledge nets - the 3C model: exploratory findings and conceptualisation of entrepreneurial knowledge constellations. 126-141
  
• Sonja A. Sackmann, Martin Friesl:
  Exploring cultural impacts on knowledge sharing behavior in project teams - results from a simulation study. 142-156