[AISWorld] ToC International Journal of Knowledge Management 11(1)
MurphJen at aol.com
MurphJen at aol.com
Sat Jul 11 04:17:45 EDT 2015
The contents of the latest issue of:
International Journal of Knowledge Management (IJKM)
Volume 11, Issue 1, January - March 2015
Published: Quarterly in Print and Electronically
ISSN: 1548-0666; EISSN: 1548-0658;
Published by IGI Global Publishing, Hershey, USA
_www.igi-global.com/ijkm_
(http://www.igi-global.com/journal/international-journal-knowledge-management-ijkm/1083)
Editor-in-Chief: Murray E. Jennex (San Diego State University, USA)Note:
There are no submission or acceptance fees for manuscripts submitted to the
International Journal of Knowledge Management (IJKM). All manuscripts are
accepted based on a double-blind peer review editorial process.
ARTICLE 1
The Influence of Individual Characteristics on Knowledge Sharing
Practices, Enablers, and Barriers in a Project Management Context
Laila N. Marouf (Kuwait University, Kuwait City, Kuwait), Omar E. M.
Khalil (Department of Quantitative Methods & Information Systems, College of
Business Administration, Kuwait University, Kuwait City, Kuwait)
The knowledge management (KM) literature in general is short on field
evidence concerning knowledge sharing (KS) practices in project management
settings, where knowledge occupies a central place. In addition, research on KS
enablers and barriers has largely overlooked the fact that individual
characteristics may influence the choice to share knowledge. This research
explored departmental KS practices, enablers and barriers at a Middle-Eastern
project management company. It also investigated the influence of a number
of individual characteristics on KS, enablers and barriers. The findings
confirm that Knowledge is partially shared within departments, and the
employees have varying views on KS enablers and barriers. Although many do not
perceive organizational enablers as catalysts for KS, they somewhat believe
that the information technology (IT) enablers do facilitate KS. The
employees, however, do not believe that the identified individual, organizational
and IT barriers hinder KS. In addition, gender, age, department type and job
type have varying effects on the perceived KS practices, organizational
enablers, and IT enablers and barriers. These findings and their implications
are further discussed in the paper.
To obtain a copy of the entire article, click on the link below.
_www.igi-global.com/article/the-influence-of-individual-characteristics-on-k
nowledge-sharing-practices-enablers-and-barriers-in-a-project-management-con
text/130706_
(http://www.igi-global.com/article/the-influence-of-individual-characteristics-on-knowledge-sharing-practices-enablers-and-barriers-in-a-pr
oject-management-context/130706)
To read a PDF sample of this article, click on the link below.
_www.igi-global.com/viewtitlesample.aspx?id=130706_
(http://www.igi-global.com/viewtitlesample.aspx?id=130706)
ARTICLE 2
Rethinking Knowledge Sharing Barriers: A Content Analysis of 103 Studies
Simon Cleveland (Graduate School of Computer and Information Sciences,
Nova Southeastern University, Ft. Lauderdale-Davie, FL, USA), Timothy J. Ellis
(Graduate School of Computer and Information Sciences, Nova Southeastern
University, Ft. Lauderdale-Davie, FL, USA)
The current work force will not only lose 3.6 million “baby boomers” by
2020, but also a substantial organizational knowledge. Presently, there is a
gap in understanding how to promote effective organizational knowledge
sharing due to the limited awareness of factors that inhibit knowledge sharing
behaviors. The focus of this article is to explore the most commonly noted
barriers to employees' knowledge seeking and knowledge contributing
practices and extract potential factors that influence these barriers. A content
analysis study is performed on 103 knowledge management articles from ten
computer and information science databases. The results demonstrate a clear
division between the barriers limiting each specific behavior: knowledge
seeking behaviors depend largely on the time availability of knowledge
seekers, while poor communication skills and lack of trust appear to be the major
inhibitors to knowledge contribution. Three main factors were found to
influence these barriers: role conflict, role ambiguity and locus of control.
The findings are consistent with the information foraging and social
exchange theories. Implications for future research are proposed.
To obtain a copy of the entire article, click on the link below.
_www.igi-global.com/article/rethinking-knowledge-sharing-barriers/130707_
(http://www.igi-global.com/article/rethinking-knowledge-sharing-barriers/13070
7)
To read a PDF sample of this article, click on the link below.
_www.igi-global.com/viewtitlesample.aspx?id=130707_
(http://www.igi-global.com/viewtitlesample.aspx?id=130707)
ARTICLE 3
The Negative Performance Implications of Industry Dynamism on
Organizational Knowledge
James M. Bloodgood (Department of Management, College of Business
Administration, Kansas State University, Manhattan, KS, USA)
Organizational knowledge is a key component of organizational efficiency
and effectiveness, and ultimately success. The use of organizational
knowledge is not always a conscious endeavor, and this can lead to the use of
knowledge at inappropriate times or in inappropriate ways, particularly under
changing conditions. To investigate the potential for ineffectual knowledge
use, this study examines how organizational knowledge influences
organizational performance when there is a high degree of industry dynamism. Using a
sample of 105 U.S. firms from 46 industries, this study finds that industry
dynamism moderates the relationship between organizational knowledge and
organizational performance. Specifically, higher levels of dynamism weaken
the positive effect of organizational knowledge on organizational
performance. Implications for researchers and practitioners of this finding are
discussed.
To obtain a copy of the entire article, click on the link below.
_www.igi-global.com/article/the-negative-performance-implications-of-industr
y-dynamism-on-organizational-knowledge/130708_
(http://www.igi-global.com/article/the-negative-performance-implications-of-industry-dynamism-on-organiza
tional-knowledge/130708)
To read a PDF sample of this article, click on the link below.
_www.igi-global.com/viewtitlesample.aspx?id=130708_
(http://www.igi-global.com/viewtitlesample.aspx?id=130708)
ARTICLE 4
Measuring Knowledge Enablers and Project Success in IT Organizations
Donald S. McKay II (Forbes School of Business at Ashford University, San
Diego, CA, USA), Timothy J. Ellis (Graduate School of Computer and
Information Sciences, Nova Southeastern University, Fort Lauderdale-Davie, FL, USA)
Knowledge enablers exist at the organizational and project levels. There
is however, no meaningful means to measure organizational or project
knowledge sharing. The need to understand the elements that enable this flow of
knowledge is dramatically evidenced in information technology organizations
in which insufficient knowledge sharing leads to intellectual capital loss,
rework, skills deterioration, and repeated mistakes that increase project
costs or failures. The goal of this study was to examine the relationship
among knowledge sharing processes at the organizational level –
organizational learning enablers (OLEs) – the project level – project learning enablers
(PLEs) – and project success variables (PSVs). After identifying and
validating the OLE, PLE, and PSV constructs they were codified in a survey.
Results showed a positive and significant relationship among OLEs, PLEs, and
PSVs. A multiple regression indicated that the combination of OLEs and PLEs
accounted for 30% of a project's success, however, PLEs alone were not
statistically significant.
To obtain a copy of the entire article, click on the link below.
_www.igi-global.com/article/measuring-knowledge-enablers-and-project-success
-in-it-organizations/130709_
(http://www.igi-global.com/article/measuring-knowledge-enablers-and-project-success-in-it-organizations/130709)
To read a PDF sample of this article, click on the link below.
_www.igi-global.com/viewtitlesample.aspx?id=130709_
(http://www.igi-global.com/viewtitlesample.aspx?id=130709)
ARTICLE 5
Reconceptualizing the Knowledge Hierarchy for Management Education
William Acar (Graduate School of Management, Kent State University, Kent,
OH, USA), Susan V. Iverson (Higher Education Administration & Student
Personnel, College of Education, Health, & Human Services, Kent State
University, Kent, OH, USA), Rami S. Al-Gharaibeh (Faculty of Computer & Information
Technology, J ordan University of Science & Technology, Irbid, Jordan)
Education is undergoing a crisis. Among the several remedial approaches
proposed, this article contributes to the promotion of structured teaching
for constructed knowing. One of the neglected areas of concern in the current
education revolution is the structure of knowledge itself. The
Data-Information-Knowledge (DIK) hierarchy was originally suggested to explain the
differences between the three levels of knowledge; however, it does not
capture them very well. Aiming at re-conceptualizing the DIK hierarchy from an
up-to- date knowledge acquisition and management perspective, the authors
start by making an argument for splitting each of the data and information
levels into two. Instead of simply data, the authors propose the two levels of
raw data and processed data. Likewise, they propose the two levels of
potential information and actual information. Since knowledge expressions of
other individuals constitute another source of potential information, they
replace the three new levels of raw data, processed data and potential
information with a single level, which they call the environment, and that
embraces all means of acquiring information, whether through data collection and
processing or potential information filtering. The authors thus propose a
framework of knowledge acquisition based on an
Environment-Information-Knowledge (EIK) hierarchy more indicative of actual teaching and learning
processes.
To obtain a copy of the entire article, click on the link below.
_www.igi-global.com/article/reconceptualizing-the-knowledge-hierarchy-for-ma
nagement-education/130710_
(http://www.igi-global.com/article/reconceptualizing-the-knowledge-hierarchy-for-management-education/130710)
To read a PDF sample of this article, click on the link below.
_www.igi-global.com/viewtitlesample.aspx?id=130710_
(http://www.igi-global.com/viewtitlesample.aspx?id=130710)
____________________________________
For full copies of the above articles, check for this issue of the
International Journal of Knowledge Management (IJKM) in your institution's
library. This journal is also included in the IGI Global
aggregated"InfoSci-Journals" database: _www.igi-global.com/isj_
(http://www.igi-global.com/e-resources/infosci-databases/infosci-journals/) .
____________________________________
CALL FOR PAPERS
Mission of IJKM:
The primary objective of the International Journal of Knowledge
Management (IJKM) is to provide a comprehensive cross discipline forum for advancing
the understanding of the organizational, technical, human, and cognitive
issues associated with the creation, capture, transfer and use of knowledge
in organizations. The secondary objective of this Journal is to share
knowledge among researchers and practitioners with respect to the design,
development, implementation and maintenance of effective knowledge management
systems. The journal publishes high quality empirical and theoretical research
covering all aspects of knowledge management. In addition to full-length
research manuscripts, the journal publishes insightful research and practice
notes as well as case studies from all areas of knowledge management.
Indices of IJKM:
* ACM Digital Library
* Australian Business Deans Council (ABDC)
* Bacon's Media Directory
* Burrelle's Media Directory
* Cabell's Directories
* Compendex (Elsevier Engineering Index)
* CSA Illumina
* DBLP
* DEST Register of Refereed Journals
* Gale Directory of Publications & Broadcast Media
* GetCited
* Google Scholar
* INSPEC
* JournalTOCs
* KnowledgeBoard
* Library & Information Science Abstracts (LISA)
* MediaFinder
* Norwegian Social Science Data Services (NSD)
* PsycINFO®
* SCOPUS
* The Index of Information Systems Journals
* The Standard Periodical Directory
* Ulrich's Periodicals Directory
Coverage of IJKM:
The International Journal of Knowledge Management (IJKM) covers all
aspects of the knowledge management discipline, from organizational issues to
technology support to knowledge representation. High quality submissions are
encouraged using any qualitative or quantitative research methodology.
Submissions are especially encouraged covering the following topics:
* Basic theories associated with knowledge creation, knowledge
management, and organizational memory
* Case studies of knowledge management and organizational memory
systems
* Cognitive theories of knowledge management and organizational
memory
* Design of information and communication systems that facilitate
knowledge transfer and sharing
* Enablers and inhibitors of knowledge sharing and knowledge
transfer behaviors
* Global issues in knowledge management and organizational memory
* Issues related to the capture, storage, search, retrieval, and use
of knowledge and organizational memory
* Knowledge acquisition and transfer processes
* Knowledge management in small and medium enterprises
* Knowledge management strategy
* Knowledge management training issues
* Knowledge reuse in organizations
* Knowledge transfer and sharing behaviors within emergent
organizational forms such as virtual communities
* Methodologies and processes for developing knowledge management
systems
* Metrics and effectiveness of knowledge management and
organizational memory systems
* Organizational and economic incentive structures for knowledge
sharing and use
* Organizational culture impacts on knowledge management
* Organizational learning
* Use of semantic networks, topic maps, the Internet, digital
documents, XML, taxonomies, ontologies, and other technologies to implement
knowledge management systems
Interested authors should consult the journal's manuscript submission
guidelines
_www.igi-global.com/calls-for-papers/international-journal-knowledge-management-ijkm/1083_
(http://www.igi-global.com/calls-for-papers/international-journal-knowledge-management-ijkm/1083)
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