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contents of the latest issue of:</SPAN><BR
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Journal of Knowledge Management (IJKM)</B><BR
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Official Publication of the<SPAN class=Apple-converted-space> </SPAN><A
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href="http://www.irma-international.org/membership/" target=_blank>Information
Resources Management Association</A></I><BR
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9, Issue 4, October - December 2013</SPAN><BR
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Quarterly in Print and Electronically</SPAN><BR
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1548-0666; EISSN: 1548-0658;<SPAN
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by IGI Global Publishing, Hershey, USA</SPAN><BR
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href="http://www.igi-global.com/journal/international-journal-knowledge-management-ijkm/1083"
target=_blank>www.igi-global.com/ijkm</A>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Editor(s)-in-Chief:
Murray E. Jennex (San Diego State University, USA)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><B>ARTICLE
1</B></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Does
Knowledge Management Systems Moderate Turnover Effects?: A Study on Software
Development Teams</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Davi
Nakano (Production Engineering Department, Escola Politecnica, Universidade de
São Paulo, Butantã, Brazil), Renato de Oliveira Moraes (Production Engineering
Department, Escola Politecnica, Universidade de São Paulo, Butantã, Brazil), Ana
Paula Pereira de Moraes Ress (Production Engineering Department,Escola
Politecnica, Universidade de São Paulo, Butantã, Brazil)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Knowledge
assets are key to innovative capability, but are perishable and may decay over
time. Knowledge Management Systems (KMS) can prevent knowledge decay and
maintain and enhance performance and innovation. This paper investigates if the
use of a KMS mitigates employee turnover negative effects on organizational
performance. Data on turnover and project performance from two software
development teams from the same corporation were collected and compared. One
team adopted and uses a KMS to support development, while the other did not
implement a KMS. Paired t-tests were performed and confirmed that KMS usage
moderate turnover impact on organizational performance. There is also evidence
that, when KMS are not used, turnover and performance are correlated with a time
lag. From a practical stance, results indicate that knowledge intensive firms
can avoid knowledge assets loss by implementing a KMS.</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
obtain a copy of the entire article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/article/does-knowledge-management-systems-moderate-turnover-effects/105175"
target=_blank>www.igi-global.com/article/does-knowledge-management-systems-moderate-turnover-effects/105175</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
read a PDF sample of this article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/viewtitlesample.aspx?id=105175"
target=_blank>www.igi-global.com/viewtitlesample.aspx?id=105175</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><B>ARTICLE
2</B></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Formality
and Informality: Learning in Relationships in an Organisation</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Karin
Dessne (University of Borås, Borås, Sweden)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">An
organisation and its work are formed by social structures in the form of
relationships. The aim of this paper is to explore the nature of relationships
and its impact on learning with a qualitative approach. A case study focusing on
the Land Warfare Centre (LWC) of the Swedish Armed Forces (SwAF) was conducted.
The main target of the study was learning from experiences in training and field
action. The analysis shows that relationships are characterised by and
contributing to 1) local and oral learning, 2) confusion in the formal design of
concepts and processes and 3) issues of power, status and trust. The results of
this research support and clarify the viewpoint that the nature of relationships
– with various degrees of formality/informality – impacts on learning in an
organisation. The relationships are formed and re-formed by their preconditions
and may be altered through conscious and unconscious changes of the
preconditions.</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
obtain a copy of the entire article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/article/formality-and-informality/105176"
target=_blank>www.igi-global.com/article/formality-and-informality/105176</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
read a PDF sample of this article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/viewtitlesample.aspx?id=105176"
target=_blank>www.igi-global.com/viewtitlesample.aspx?id=105176</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><B>ARTICLE
3</B></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Intention
to Knowledge Sharing: From Planned Behavior and Psychological Needs
Perspectives</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Seuwandhi
Buddika Ranasinghe (Faculty of Management and Finance, University of Colombo,
Colombo, Sri Lanka), Pradeep Dharmadasa (Faculty of Management and Finance,
University of Colombo, Colombo, Sri Lanka)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Intention
to knowledge sharing is a growing concern that has been largely discussed in
extant literature using Ajzen's theory of planned behavior (TPB). However, the
studies have mostly neglected the influence of individual psychological needs of
knowledge workers on intention to share knowledge. Combining the TPB with
McClelland's three psychological needs approach, the study aims at uncovering
such influence on intention to knowledge sharing. Survey data collected from 123
Information Technology (IT) based knowledge workers in Sri Lanka are analyzed
using Partial Least Squares (PLS) method. It was found that attitudes toward
knowledge sharing behavior, subjective norms, and need for affiliation are
influential in determining knowledge sharing intentions of knowledge workers.
Moreover, the findings suggest the need for careful consideration of individual
psychological needs of knowledge workers in understanding their intentions
toward knowledge sharing.</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
obtain a copy of the entire article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/article/intention-to-knowledge-sharing/105177"
target=_blank>www.igi-global.com/article/intention-to-knowledge-sharing/105177</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
read a PDF sample of this article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/viewtitlesample.aspx?id=105177"
target=_blank>www.igi-global.com/viewtitlesample.aspx?id=105177</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><B>ARTICLE
4</B></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Knowledge
Management Implementation in Information Society: A Review of IIUM Library KM
Strategy</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Nafisat
Afolake Adedokun-Shittu (School of Business, College of Business, University
Utara Malaysia, Sintok, Malaysia), Abdul Jaleel Kehinde Shittu (School of
Computing, College of Arts and Sciences, University Utara Malaysia, Sintok,
Malaysia)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Most
organizations implementing knowledge management are thrilled by the numerous
opportunities it offers and the International Islamic University Malaysia (IIUM)
library is not left behind in the innovative shift. Even though knowledge
management practice is demanded in information society, it does not exist as a
full-fledged solution in most organizations yet. The reality in IIUM library is
that it already employs certain elements of knowledge management through the use
of IT to support various activities from administrative jobs to user education.
Among the IT support system used include: the staff intranet and email to share
and exchange information, library database to capture and store data and the
digital library facilities to serve the diverse interest of its numerous
customers. These imply that the strategies employed by IIUM library include:
intellectual asset management strategy, personal knowledge asset responsibility
strategy and mostly customer-focused knowledge strategy.The purpose of this
study lies in its concern for whether the elements of knowledge management
involved in the administration of IIUM library is achieving the goals of
knowledge management and whether the staff and customers of IIUM library are
maximizing the benefits of knowledge management in information societies.</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
obtain a copy of the entire article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/article/knowledge-management-implementation-in-information-society/105178"
target=_blank>www.igi-global.com/article/knowledge-management-implementation-in-information-society/105178</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">To
read a PDF sample of this article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/viewtitlesample.aspx?id=105178"
target=_blank>www.igi-global.com/viewtitlesample.aspx?id=105178</A></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px"><B>ARTICLE
5</B></P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Knowledge
Representation Strategy Determination in Quantitative Terms</P>
<P
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Tsang (Health Economics, People's Open Access Education Initiative, Manchester,
United Kingdom)</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Knowledge
strategy is a critical component of knowledge management (KM) success.
Surprisingly, a simple and quantifiable model of KM representation strategy does
not seem to exist. This paper applies economics principles to derive a model for
thinking of the decision problem in quantitative terms. The decision is about
choosing the right codification-personalization split where all knowledge
related resources are efficiently allocated to simultaneously support the
business process or production. It shows that failing at making a diversified
resource choice may conclude a suboptimal strategy (split). It seems to justify
the propositions of an oft-cited paper and some published evidence. That is, a
50-50 split or a merely pure strategy can also be the optimal strategy. The
model can be extended to include subjective decision factor, and be mastered
easily. In future research, it may be developed into a game theoretical
framework to capture the strategic and/or cooperative KM behaviors.</P>
<P
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obtain a copy of the entire article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/article/knowledge-representation-strategy-determination-in-quantitative-terms/105179"
target=_blank>www.igi-global.com/article/knowledge-representation-strategy-determination-in-quantitative-terms/105179</A></P>
<P
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read a PDF sample of this article, click on the link below.<BR><A
style="TEXT-DECORATION: none; COLOR: rgb(51,102,204)"
href="http://www.igi-global.com/viewtitlesample.aspx?id=105179"
target=_blank>www.igi-global.com/viewtitlesample.aspx?id=105179</A></P>
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Journal of Knowledge Management (IJKM)</B><SPAN
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journal is also included in the IGI Global aggregated</SPAN><B
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<P
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<P
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FOR PAPERS</B></P>
<P
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of IJKM:</P>
<P
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primary objective of the<SPAN
class=Apple-converted-space> </SPAN><B>International Journal of Knowledge
Management (IJKM)</B><SPAN class=Apple-converted-space> </SPAN>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.</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">Coverage
of IJKM:</P>
<P
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">The<B><SPAN
class=Apple-converted-space> </SPAN>International Journal of Knowledge
Management (IJKM)</B><SPAN class=Apple-converted-space> </SPAN>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:<BR><BR></P>
<UL
style="WHITE-SPACE: normal; WORD-SPACING: 0px; TEXT-TRANSFORM: none; COLOR: rgb(51,51,51); TEXT-ALIGN: left; FONT: 12px Arial, Helvetica, sans-serif; PADDING-LEFT: 10px; MARGIN: 0px 0px 0px 10px; ORPHANS: 2; WIDOWS: 2; LETTER-SPACING: normal; BACKGROUND-COLOR: rgb(255,255,255); TEXT-INDENT: 0px; -webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px">
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Basic theories associated
with knowledge creation, knowledge management, and organizational memory</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Case studies of knowledge
management and organizational memory systems</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Cognitive theories of
knowledge management and organizational memory</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Design of information and
communication systems that facilitate knowledge transfer and sharing</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Enablers and inhibitors of
knowledge sharing and knowledge transfer behaviors</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Global issues in knowledge
management and organizational memory</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Issues related to the
capture, storage, search, retrieval, and use of knowledge and organizational
memory</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge acquisition and
transfer processes</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge management in
small and medium enterprises</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge management
strategy</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge management
training issues</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge reuse in
organizations</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Knowledge transfer and
sharing behaviors within emergent organizational forms such as virtual
communities</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Methodologies and
processes for developing knowledge management systems</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Metrics and effectiveness
of knowledge management and organizational memory systems</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Organizational and
economic incentive structures for knowledge sharing and use</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Organizational culture
impacts on knowledge management</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Organizational
learning</LI>
<LI style="MARGIN-BOTTOM: 3px; PADDING-BOTTOM: 3px">Use of semantic networks,
topic maps, the Internet, digital documents, XML, taxonomies, ontologies, and
other technologies to implement knowledge management systems</LI></UL>
<P
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<P
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authors should consult the journal's manuscript submission guidelines<SPAN
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href="http://www.igi-global.com/calls-for-papers/international-journal-knowledge-management-ijkm/1083"
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