In this book leading scholars debate current issues and shed light on future prospects in the field of Knowledge Management. It presents new perspectives on knowledge and learning, including modes of knowing in practice, transactive knowledge systems, organizational narrations, and challenges conventional wisdom. It deals with emerging issues in knowledge and innovation embracing models of distributed innovation and forms of co-operation. It also includes problems in managing knowledge, leadership issues and how to measure knowledge.

This edited volume explores the challenges and opportunities of knowledge management (KM) in the post-pandemic world. Intangibles have become dominant resources, and their effective management is key to navigating the complexity of the new business environment. The book is divided into three parts, each focusing on a different aspect of KM: complexity, human factors, and technology. Through 15 chapters by 28 contributors from 18 countries, this collection offers a diverse range of perspectives on the evolution of KM over the past decade and its potential for the future. The contributors analyze topics such as digital transformation, distant reading, knowledge visualization, and advanced KM systems. This volume will be of interest to researchers and practitioners in the field of KM, as well as to anyone interested in the challenges and opportunities facing organizations in the post-pandemic world. This edited volume celebrates the 10th anniversary of the International Association for Knowledge Management, offering an overview of the field's achievements and prospects for innovation and sustainability.

The best thinking and actions in the fast-moving arena of collaboration and knowledge management The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today. Build or retrofit your organization for new ways of working and collaboration by using knowledge management Adapt to today's most popular ways to collaborate such as social networking Overcome organization silos, knowledge hoarding and "not invented here" resistance Take advantage of emerging technologies and mobile devices to build networks and share knowledge Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management.

Knowledge management (KM) has become an evolving discipline since the early 1990s, when organizations started perceiving knowledge as a valuable resource. This field of research has its origin in many disciplines, such as: information and IT management, computer science, enterprise management, organization science, human resource management and even philosophy, offering many potential research perspectives and approaches. For more than three decades, organizations of various types have been undertaking efforts to apply knowledge management, in order to benefit from a competitive advantage. Researchers and practitioners from diversified industries, and with different backgrounds, have tried to answer the question how to successfully manage knowledge, knowledge work and knowledge workers, still leaving much space for further research avenues Now, after all those years of research, some old questions have still not been answered and some new ones have arisen. During the pre-conference workshop on “The future of KM: short-time goals and long-term vision”, organized in Barcelona before the European Conference on Knowledge Management 2017 and conducted by myself and my colleague, Dr Sandra Moffett from Ulster University (UK), we asked the participants what their idea of the future of KM was. We could observe many different voices and approaches: some very pessimistic that KM is probably coming to an end, but mostly very promising that there are still many unexplored aspects of KM we should focus on and there is still a plethora of issues related to knowledge management that should be examined. Similar voices can be detected in the flagship article written by Meliha Handzic, who claims that KM definitely has a future, although it may not be without some challenges and obstacles to overcome. This paper links the past (three evolutionary stages of KM called fragmentation, integration and fusion) with the future of KM (three new trends named extension, specialization and reconceptualization). The author also suggests that KM should embrace different approaches under the “KM Conceptual Umbrella”, highlighting the possibility of addressing many themes, ideas or tools linked with knowledge. All the past and future evolutionary stages of KM are described in detail, together with the challenges that the KM field might face in the future. In the second paper, by Philip Sisson and Julie J. C. H. Ryan, the authors present a mental model of knowledge as a concept map being an input to KM research. The authors used qualitative methods, together with system engineering and object analysis methods, to collect various concepts and relate them. The issue of knowledge is elementary in knowledge management and showing the links between particular knowledge terms is of very high value to all KM researchers. Although the length of this article may constitute a challenge, it is definitely worth the effort as it illustrates many multifaceted, multilayered and multidimensional aspects of knowledge. The third paper by Karl Joachim Breunig and Hanno Roberts discusses another valid issue of value creation in the context of knowledge flow. The authors try to answer the question: How can we express knowledge in such a way that it can be monetized and made accessible to specific managerial interventions? Building on the previous extant studies and authors’ ideas, the paper points out that boundary spanners play a focal role in the monetization efforts of knowledge. In the fourth paper by Regina Lenart-Gansiniec one can read about crowdsourcing and the virtual knowledge sharing taking place in this process. The phenomenon of crowdsourcing is still under-researched and not much is known about the virtual exchange of knowledge in crowdsourcing and its benefits, such as co-creation, participation or gaining new ideas, and potential sources of innovations. Apart from the examination of the potential benefits of virtual knowledge sharing, the author also analyses ways of measuring virtual knowledge sharing in the process of crowdsourcing. The fifth paper by Kaja Prystupa concerns knowledge management processes in small entities and the role played by organizational culture. As the aim of this paper, the author set the examination of organizational culture in small Polish companies with the application of a symbiotic-interpretive perspective. Interesting outcomes of this study are: the confirmed role of organizational culture in KM initiatives, the importance of the founder and the industry, and the threat posed by organizational growth, which should be well-managed from the perspective of organizational culture so as not to hinder organizational performance. The sixth and the final paper, by David Mendes, Jorge Gomes and Mário Romão, deals with ways of creating intangible value through the use of a corporate employee portal. The authors undertake the effort to explain how such a portal fosters the creation of organizational values built on intangible assets. As the research confirms, an employee portal can be considered as a strategic tool for promoting organizational culture and cooperation, through information and communication fluxes and through the teamwork of collaborative functionalities. This issue of JEMI integrates contributions from Bosnia and Herzegovina, the United States, Norway, Poland and Portugal. I would like to express my gratitude to all the authors who contributed to this special issue, proving that knowledge management is still a valid topic, and offering abundant research opportunities. I would also like to express my sincerest thanks to the anonymous reviewers who contributed highly to the selection of the best submissions for this issue and guided the authors to further improvements in their works. Finally, I would like to pay special thanks to Dr Anna Ujwary-Gil, Editor-in-Chief of JEMI, for her kind invitation to prepare this special issue and her continual support at each stage of its preparation. I do hope that the readers of JEMI find the selected papers valuable and that they enrich their knowledge on KM issues. Additionally, I do believe that the collected works will be inspiring and offer some future directions for the examination of the knowledge management field. Dr. Małgorzata Zięba Guest Editor, JEMI Assistant Professor, Gdansk University of Technology, Poland

Verna Allee, whose groundbreaking book 'The Knowledge Evolution' helped usher in the exploding field of knowledge management, has brought her experience-tested insights into an exciting new synthesis, penetrating to the very heart of value creation. 'The Future of Knowledge' strips away traditional business thinking to reveal the new patterns of management thought and practice essential for success in a more complex world. With a gift for making the complex simple and practical, Allee weaves together diverse threads such as business webs, communities of practice, knowledge technologies, intangibles, network analysis, and biology to show why organizations must be supported as living systems before their natural networked pattern of organization can emerge. Embodying Allee's visionary approach, 'The Future of Knowledge' brings forward a practical view of new theories, frameworks, tools, and methods offering businesses a guide to managing the increasing levels of complexity within their organizations and in society at large. 'The Future of Knowledge' works on many levels: * At the strategic level, the new tools are intangible scorecards and understanding value networks * At the tactical level, the knowledge management tools for exchanging and applying knowledge are knowledge networks and communities of practice * At the operational level, a wealth of new technologies is supporting the codification, storage and delivery of the knowledge people need to complete their routine tasks.

"This encyclopedia is a research reference work documenting the past, present, and possible future directions of knowledge management"--Provided by publisher.

This book focuses on the relationship between innovation and KM, elaborating on the role of KM as the facilitator and enabler of change.

The proceedings from the eighth KMO conference represent the findings of this international meeting which brought together researchers and developers from industry and the academic world to report on the latest scientific and technical advances on knowledge management in organizations. This conference provided an international forum for authors to present and discuss research focused on the role of knowledge management for innovative services in industries, to shed light on recent advances in social and big data computing for KM as well as to identify future directions for researching the role of knowledge management in service innovation and how cloud computing can be used to address many of the issues currently facing KM in academia and industrial sectors.

This book celebrates the past, present and future of knowledge management. It brings a timely review of two decades of the accumulated history of knowledge management. By tracking its origin and conceptual development, this review contributes to the improved understanding of the field and helps to assess the unresolved questions and open issues. For practitioners, the book provides a clear evidence of value of knowledge management. Lessons learnt from implementations in business, government and civil sectors help to appreciate the field and gain useful reference points. The book also provides guidance for future research by drawing together authoritative views from people currently facing and engaging with the challenge of knowledge management, who signal a bright future for the field.