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FYI, see SNA-relevant papers by Nissen & Levitt (ABM) and Schieffer (value
networks).

Enjoy!

Kari Chopra
Lead, Organizational Networks
Aptima, Inc.
http://www.aptima.com



-----Original Message-----
From: Nissen, Mark USA [mailto:[log in to unmask]]
Sent: Tuesday, December 21, 2004 11:39 AM
To: ISWORLD Information Systems World Network
Cc: Nissen, Mark USA
Subject: [isworld] Knowledge Management Research & Practice 2:3 - Table of
Contents

Managing the knowledge environment: a case study from healthcare

Randal Ford1 and Ingo Angermeier2

1Department of Communication, University of Colorado-Boulder, Boulder, CO,
U.S.A.
2Spartanburg Regional Healthcare System, 1001 East Wood Street, Spartanburg,
SC, U.S.A.


Abstract
An organization's future is viable to the degree it can create, obtain, and
leverage its intellectual capital in an effort to manage knowledge for
sustained, competitive advantage in the market place. Failure to do so can
spell disaster. Case in point: Due to a festering crisis between his
strategic intent and the organization's operational capacity to support it,
in May 2000, the Spartanburg Regional Healthcare System (SRHS) board of
directors voted for its chief executive officer (CEO) to resign. His
resignation signaled the need for new learning, in addition to more
effective management and communication practices in improving the
identifying and codifying of knowledge and then facilitating the sharing of
it organization-wide. This article focuses on delineating the process
principles in managing a supportive environment necessary for the sharing of
knowledge to spark creative thinking in devising innovative solutions that
the hospital used in adapting to its market.
Knowledge Management Research & Practice (2004) 2, 137-146.
doi:10.1057/palgrave.kmrp.8500037
Published online 11 November 2004


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England



Knowledge management: Taxis Parisiens case study

W Skok1

1Business School, Kingston University, Kingston upon thames, U.K.

Abstract

This paper presents a case study of the management and operation of the
Paris taxi cab service (Taxis Parisiens), which is one of the world's
largest and most complex public transport operations. The method adopted is
to consider the taxi cab service as a set of processes forming a knowledge
value chain, which forms the basis of a continuous learning cycle. The case
study investigates the management and operation of the Taxis Parisiens
community by analysing the corresponding practice along the knowledge value
chain. This is achieved by identifying the roles of the main stakeholders
associated with the Taxis Parisiens community, discussing current licensing
and examination processes, considering the potential use of Information
Technology and making recommendations for improved knowledge management
practices.
Knowledge Management Research & Practice (2004) 2, 147-154.
doi:10.1057/palgrave.kmrp.8500035
Published online 25 November 2004

Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England



A sensemaking model of knowledge in organisations: a way of understanding
knowledge management and the role of information technologies?

Dubravka Cecez-Kecmanovic1

1School of Information Systems, Technology and Management, Faculty of
Commerce and Economics, UNSW, Sydney, Australia

?An earlier, shorter version of this paper was presented at the Australian
Conference for Knowledge Management and Intelligent Decision Support
(ACKMIDS), Melbourne, Australia, 2003.


Abstract
The objective of the paper is to demonstrate how a sensemaking model of
knowledge enables better and deeper understanding of knowledge management
(KM) processes in organisations and the role of information technologies
(IT) in these processes. Inspired and informed by a sensemaking view of
organisations, the model identifies four types of knowledge, corresponding
to four sensemaking levels: the individual, collective, organizational, and
cultural. Each knowledge type, as the paper shows, is of different nature
and has different characteristics but is constituted and affected by all
other knowledge types. An organisation is thus seen as a 'distributed
knowledge system' composed of numerous instances of these four knowledge
types and their dynamic interplay. By drawing from three empirical studies,
the paper illustrates how the sensemaking model of knowledge can be applied
to investigate different ways companies (try to) manage knowledge and use
IT-based systems to improve KM and ultimately company performance. A deeper
understanding of these processes through the lens of the model reveals
mechanisms and forces underlying KM phenomena that help explain why some
processes were successful and others failed. The paper intends to make the
following contributions: propose a theoretical framework of knowledge and KM
in organizations, which is reasonably comprehensive and empirically grounded
and also demonstrate its relevance and usefulness to both researchers and
practitioners as they investigate and make sense of specific KM processes
and IT applications in practice.
Knowledge Management Research & Practice (2004) 2, 155-168.
doi:10.1057/palgrave.kmrp.8500040
Published online 2 December 2004


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England


Agent-based modeling of knowledge dynamics

Mark E Nissen1 and Raymond E Levitt2

1Naval Postgraduate School, Monterey, CA, USA
2Stanford University, Stanford, CA, USA

Abstract
Knowledge is distributed unevenly through most enterprises. Hence, flows of
knowledge (e.g., across time, people, locations, organizations) are critical
to organizational efficacy and performance under a knowledge-based view of
the firm. However, supported principally by narrative textual theory in the
emerging knowledge management (KM) field, the researcher has difficulty
describing how different kinds of knowledge will flow through various parts
of an organization. This causes difficulty also for predicting the effects
of alternate approaches to dispersing knowledge that 'clumps' in various
areas. This problem is also manifest for the KM professional, who lacks
clear theory or tools to anticipate how any particular information
technology or other managerial intervention may enhance or impede specific
knowledge flows in the enterprise. In this expository article, we build upon
a steady stream of research in computational organization theory to develop
agent-based models of knowledge dynamics. This work draws from emerging
theory for multidimensional representation of the knowledge-flow phenomenon,
which enables the dynamics of enterprise knowledge flows to be formalized
and emulated through computational models. This approach provides the means
for knowledge-flow processes to be visualized and analyzed in new ways.
Computational experimentation enables the performance of many alternate
process designs and technological interventions to be compared through
examination of dynamic models, before committing to a specific approach in
practice. We illustrate this research method and modeling environment
through semi-formal representation and agent-based emulation of several
knowledge-flow processes from the domain of software development. We also
outline key directions for the new kinds of KM research and practice
elucidated by this work.
Knowledge Management Research & Practice (2004) 2, 169-183.
doi:10.1057/palgrave.kmrp.8500039


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England


Narrative approaches to the transfer of organisational knowledge

N A D Connell1, Jonathan H Klein1 and Edgar Meyer1

1Centre for Narrative Studies, School of Management, University of
Southampton, Southampton, UK

Abstract
Narratives, or stories, have been identified as one of the ways in which
knowledge might be transferred, shared or exchanged in organisational
settings. Beyond their identification, little consideration has been given
to the ways in which narrative approaches can increase our understanding of
the creation and dissemination of knowledge in organisations. This paper
reflects upon some of the ways in which narrative approaches might
contribute towards a better understanding of organisational knowledge
management. It contributes to the debate on the nature and significance of
the contextual features of organisational knowledge, particularly the role
of tacit knowledge, and identifies some of the distinctions between formal
and informal knowledge transfer mechanisms, which operate (with or without
effective management) within organisations.
Knowledge Management Research & Practice (2004) 2, 184-193.
doi:10.1057/palgrave.kmrp.8500034
Published online 30 September 2004


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England


Value networks: how organisations really work An Interview with Verna Allee?

Alexander Schieffer1

1Center of Excellence for Leadership and Learning, München, Germany


This interview was originally carried out for the benefit of members of the
World Business Academy

Abstract
This interview seeks to reframe the traditional perspective on
organisations. Verna Allee's work gives meaning to how the networked
organisation can be understood in a very practical way. She changes the lens
from hierarchy to network, from process to people, from structure to
relationship. Her innovative thinking strips away traditional business
thinking to reveal the new patterns of management practice essential for
success in a more complex and dynamic business environment. With her systems
diagramming tools, which map knowledge exchanges in the context of
relationships, she provides a profound understanding of how value is created
in organisations. Her approach demonstrates how and why making visible the
intangible dimensions of relationships and knowledge exchanges significantly
contributes to value creation and business self-organisation.
Knowledge Management Research & Practice (2004) 2, 194-199.
doi:10.1057/palgrave.kmrp.8500041
Published online 11 November 2004


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England




Editorial

John S Edwards

Knowledge Management Research & Practice (2004) 2, 135-136.
doi:10.1057/palgrave.kmrp.8500038


Is knowledge merely perception?

Heiner Müller-Merbach1

1Universität Kaiserslautern, Germany

Knowledge Management Research & Practice (2004) 2, 200.
doi:10.1057/palgrave.kmrp.8500036
Published online 30 September 2004


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England


Corrigendum
Spanish savings banks: a view on intangibles
Carlos Serrano-Cinca, Cecillo MarMoliero and Fernando Chaparro

 Knowledge Management Research & Practice (2004) 2, 201.
doi:10.1057/palgrave.kmrp.8500043


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England


Managing and leveraging knowledge for organisational advantage

Elayne Coakes, Anton Bradburn and Gill Sugden

Knowledge Management Research & Practice (2004) 2, 201.
doi:10.1057/palgrave.kmrp.8500044


Copyright © 2004 Palgrave Macmillan Ltd
Houndmills, Basingstoke, Hampshire, RG21 6XS, England

Dr. Mark E. Nissen
Associate Professor of Information Science & Management, Naval Postgraduate
School
Regional Editor (Americas), Knowledge Management Research & Practice
Virtual Design Team Research Group, Stanford School of Engineering
555 Dyer Road, Code GB/Ni, Monterey, CA 93943-5000
Tel: 831-656-3570; DSN: 756-3570; fax: 831-656-3407
[log in to unmask]; http://web.nps.navy.mil/~menissen/

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