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About EPSS & Technology - Knowledge Management - articles about knowledge management technologies and practices.

Reinventing Training

In this Knowledge Management Magazine article, Marc J. Rosenberg asserts that "An effective e-learning strategy must be more than the technology itself or the content it carries. It must also focus on critical success factors that include building a learning culture, marshaling true leadership support, deploying a nurturing business model and sustaining the change throughout the organization. It must be pursued by people who are highly skilled and capable of executing effectively. And it must move us to a view that sees learning in the context of the intellectual capital of the firm and the enabling of higher individual and organizational performance. (2000-08-13)

Organizational learning and communities-of-practice

This paper by John Seely Brown and Paul Duguid concludes that "By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three." (2000-08-13)

Developing a Knowledge Strategy

This article by that Michael H. Zack that appeared in the Spring, 1999 edition of California Management Review.  "...most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy" (2000-08-13)

Harnessing Corporate Knowledge

According to this Information Week product comparison article "Microsoft is gunning for the knowledge-management market with the upcoming Exchange 2000, sporting tighter application integration and a Web repository, but Lotus has a big head start and ambitious plans to link collaboration and transaction systems." (2000-08-13)

Knowledge Pool

In this CIO interview, Wendi Bukowitz and Ruth Williams, authors of The Knowledge Management Fieldbook advise that "The first question you need to ask those who are expected to use and contribute to a KM system or process is, "What mission-critical information do you need to do your job?" Is it previously completed project deliverables? Is it process methodologies? Is it customer information? The answers should serve as the cornerstone of your KM initiative. (2000-08-06)

Knowledge Management Mistakes

In this Computer World article, Johanna Ambrpsio reports that according to some experts the failure rate of knowledge management projects is as high as 70%. One expert attributes this phenomena to "...initiatives that rely too heavily on technology." The article presents five KM mistakes and how to avoid them.  (2000-07-09)

Knowledge Management: Collaborating for a Competitive Edge

This CIO Magazine white papers explores "...how collaboration, content, training and enterprise resource management technologies-along with appropriate knowledge management practices-can help you change all that and extract as much value as possible from your organization's intellectual capital." (2000-07-09)


Linking Knowledge Management and Intellectual Capital professionals worldwide to certification programs, expert networks, knowledge resources, and  electronic publishing services.  Keep current with the latest in research, trends, and news. (2000-07-09)

100 companies who matter in DM, WM, CM, KM and BI

KMWorld Magazine assembled a list of the 100 "...developers, vendors and service providers who are positioned to influence markets in the way rudders, flaps or trim tabs on boats or planes influence the direction of the entire craft." The ".. may not be the best marketer or innovator, but may, because of sheer mass, have inordinate influence over technology adoption and market penetration." (2000-05-29)

Why Can't We Get Anything Done?

In this Fast Company article, Jeffery Pfeffer offers 16 rules that explain why, despite so much knowing, there's so little doing -- and what you can do to get something done in your company.  (2000-05-15)

Knowledge Management Conference Reports

This site contains summary reports of various Knowledge Management Conference: BrainTrust International 2000, etc.  (2000-04-02)

A Model for Knowledge Worker Information Support

This study examines how knowledge workers use information during decision making processes. A model of information support for knowledge workers was developed and validated, and a computer software strategy is proposed for coupling knowledge worker processes with the information they need. (2000-03-26)

Knowledge Management Links

This site contains links to the top knowledge management sites and information. The sites are rated on a five star scale.  (2000-03-05)

What is knowledge management?

"In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above including groupware and intranets." (2000-01-22)

Summary of the Presentations at the Enterprise Intelligence World Summit

The Adobe Acrobat file contains a summary of the presentations at the Enterprise Intelligence World Summit: Annual Knowledge Conference and Exposition, held in Orlando, Florida, on December 4-6, 1999 (2000-01-16)

Skills for Knowledge Management

According to this briefing paper: "The knowledge economy has become a reality for many organisations and nation states. The rapid development of information and communications technology (ICT) has changed the basis of trading and doing business. The wealth of a nation no longer depends on its ability to acquire and convert raw materials, but on the abilities and intellect of its citizens and the skills with which organisations harness and develop those abilities. The success of organisations depend on their ability to operate in a fast moving and global market place where customers are increasingly knowledgeable, have a rich landscape of choice and where the relationships between supplier and client are changing." (2000-01-10)

Mining in Textual Mountains

According to this Mappa Mundi article "In text data mining the researcher seeks relationships between the content of multiple texts and then sets about linking this information together to form a testable hypothesis about new information. The literature of medical research is a promising target for text data mining: a large and growing database of medical journal articles exists in digital format, and the formalized and detailed content delivery style of medical journal articles makes them a good subject for computerized TDM analysis. Because of the large number of journal articles published, it's unlikely that any one researcher could read (and remember) the contents of all of them. In theory, at least, TDM ought to be able to help researchers find possible linkages in published research findings, even across disciplines. (1999-12-05)

Myths and Realities of Knowledge Management

According to this TechWeb article "Tapping the knowledge and experience of individuals within an organization, and sharing that expertise across a company, has long been one of the most strategic goals of IT and business managers. But knowledge management is a moving target, surrounded by misconceptions. To really understand it, those myths must be dissected. Here are 10 of the biggest." (1999-11-28)

Knowledge Mismanagement

It seems that most everyone in business today knows they need a KM solution but the majority have yet to do anything about it. And two recent studies reinforce the idea: this is a policy that must change if companies want to compete. (1999-11-28)

Knowledge Management, Round Two

According to Tom Davenport "...knowledge management has to be "baked into" the job. It's got to be part of the fabric of the work to import knowledge when it's needed and export it to the rest of the organization when it's created or acquired. But the only way that knowledge activities will be part of the fabric of the job is to design the job from scratch, putting knowledge in and taking out activities that are no longer as critical."(1999-11-15)

Knowledge--Critical Capital of Modern Organizations

According to this Booz.Allen & Hamilton article, "The aim is to determine which knowledge provides the highest business value and to use it effectively. Knowing what the customer desires before he does, leveraging the power of the company's full expertise for each individual issue, having instant access to the corporation's global experience--these are only some of the advantages of knowledge management: if a company only knew what it knows. (1999-11-15)

The Knowledge Fuss

According to Paul Strassman "...what passes for knowledge management applications invariably calls for overlaying short-lived technologies on top of the existing software junkyard. That is unlikely to produce lasting value. Before you are swayed by the vendors and the hawkers, keep your sense of balance about such investments; don't be easily swayed. Insist that any "knowledge management" system produce verifiable gains in your company's earning capacity. That's the only way to distinguish between a passing utopia and the capacity to deliver increased economic value." (1999-11-01)

The Knowledge Conversation

In this article, David Weinberger, argues that "The promise of KM is that it'll make your organization smarter. That's not an asset. It's not a thing of any sort. Suppose for the moment that knowledge is a conversation. Suppose making your organization smarter means raising the level of conversation. After all, the aim of KM was never to take knowledge from the brain of a smart person and bury it inside some other container like a document or a database. The aim was to share it, and that means getting it talked about." (1999-10-10)

The Knowledge Warehouse: Reusing Knowledge Components

This article, by Michael Yacci,  Associate Professor, Information Technology Rochester Institute of Technology appeared in Performance Improvement Quarterly, Vol. 12, Number 3 (1999). The article describes a conceptual model for enabling the reuse of knowledge. It also "..takes the first steps towards defining a standardized classification scheme for storing knowledge components." (1999-11-07)

Overload Redux

According to this article by Tom Davenport, we are drowning in a sea of information and technology alone will not solve the problem. He sites a study that found the average US office works sends and receives more than 175 messages a day and 60% of them feel overwhelmed by the amount of information they receive. Davenport sets out three non-technology strategies for managing this information overload. (1999-10-03)

Behind The Numbers: Sharing Knowledge Isn't Easy Yet

According to the Information Week research report "Knowledge management is as much, if not more, an organizational and cultural challenge as a technology issue. Most IT managers say the impetus to improve knowledge management has to come from the business side--and based on the results of a recent InformationWeek Research survey, that's quite a challenge." (1999-08-22)


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