The Essentials of Knowledge Management

John S. Edwards John Mingers Richard Baskerville and Alina Dulipovici Ikujiro Nonaka and Ryoko Toyama Jean-Pierre Noblet, Eric Simon and Robert Parent Ettore Bolisani and Alessandro Oltramari Juan Gabriel Cegarra-Navarro, Anthony K.P. Wensley and María Teresa Sánchez Polo Rémy Magnier-Watanabe, Caroline Benton and Dai Senoo George Huber Jialin Yi Andrew Cox Antonella Padova and Enrico Scarso Tao Guo, David G. Schwartz, Frada Burstein and Henry Linger Paul Jackson and Jane Klobas Julia Nieves and Javier Osorio

1. Introduction: setting the scene PART I: FOUNDATIONS 2. Management knowledge and knowledge management: realism and forms of truth 3. The theoretical foundations of knowledge management PART II: STRATEGIC ISSUES 4. The knowledge-creating theory revisited: knowledge creation as a synthesizing process 5. Absorptive capacity: a proposed operationalization 6. Knowledge as a measurable object in business contexts: a stock-and-flow approach 7. A conceptual framework for unlearning in a homecare setting 8. A study of knowledge management enablers across countries PART III: UNDERSTANDING KNOWLEDGE TRANSFER/SHARING 9. Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies 10. A measure of knowledge sharing behavior: scale development and validation PART IV: PEOPLE OR TECHNOLOGY ISSUES? 11. Reproducing knowledge: Xerox and the story of knowledge management 12. Managing large amounts of knowledge objects: cognitive and organisational problems PART V: NEWER TECHNOLOGICAL DEVELOPMENTS 13. Codifying collaborative knowledge: using Wikipedia as a basis for automated ontology learning 14. Deciding to use an enterprise wiki: the role of social institutions and scripts 15. The role of social networks in knowledge creation.