Organizational Learning and Knowledge: Concepts, Methodologies, Tools and Applications demonstrates exhaustively the many applications, issues, and techniques applied to the science of recording, categorizing, using and learning from the experiences and expertise acquired by the modern organization. A much needed collection, this multi-volume reference presents the theoretical foundations, research results, practical case studies, and future trends to both inform the decisions facing today's organizations and the establish fruitful organizational practices for the future. Practitioners, researchers, and academics involved in leading organizations of all types will find useful, grounded resources for navigating the ever-changing organizational landscape.

Table of Contents

• Editorial Advisory Board and List of Reviewers
• Preface
• Section 1: Fundamental Concepts and Theories
• Chapter 101: Are We Stuck With Knowledge Management?
• Chapter 102: Learning from Failure
• Chapter 103: Exploring the Knowledge Management Landscape
• Chapter 104: The Management and Creation of Knowledge
• Chapter 105: The Professionalization of Knowledge Management
• Chapter 106: Does Knowledge Management Really Work?
• Chapter 107: Measuring the Dimensions of Tacit and Explicit Knowledge
• Chapter 107: Appendix
• Chapter 108: Knowledge Calibration and Knowledge Management
• Chapter 109: Aligning a KM Strategy and Developing KM Capabilities
• Chapter 110: Sustainable Communities for Knowledge Management Systems in the New Technological Era
• Chapter 111: Adult Learners and Their Development in the Information Society
• Chapter 112: Exploiting KM in Support of Innovation and Change
• Chapter 113: Understanding the Composition of Knowledge Management Capability
• Chapter 114: Change Knowledge Management
• Chapter 115: On Data Mining and Knowledge
• Chapter 116: Knowledge Transfer in Project-Based Organisations
• Chapter 117: Product Innovation as a Result of Knowledge Development Processes in Organisations
• Chapter 118: Communities of Practice in Knowledge Management and Organisational Learning
• Chapter 119: Faculty Professional Learning
• Chapter 120: Contributions of E-Collaborative Knowledge Construction to Professional Learning and Expertise
• Chapter 121: Foundations of Cross-Cultural Knowledge Management
• Chapter 122: Transnational Knowledge Transfer
• Chapter 123: Video Issues for Knowledge Management
• Section 2: Development and Design Methodologies
• Chapter 201: Towards a Consensus Knowledge Management Success Definition
• Chapter 202: Readiness for Knowledge Management, Methods and Environments for Innovation
• Chapter 203: Quality and Continuous Improvement in Knowledge Management
• Chapter 204: How Do We Get There?
• Chapter 205: Developing an effective Knowledge Management System
• Chapter 206: Permitting the True Potential of Knowledge Assets to be Utilized with KMI1
• Chapter 207: Toward Building the Knowledge Culture
• Chapter 208: The Knowledge CORE
• Chapter 209: Knowledge Sharing Model of 24-Hour Knowledge Factory
• Chapter 210: Process Model for Knowledge Potential Measurement in SMEs
• Chapter 211: A Knowledge Management Model for Patterns
• Chapter 212: Knowledge Patterns
• Chapter 213: A Conceptual Framework for Effective Knowledge Management Using Information and Communication Technologies
• Chapter 214: Key Characteristics Relevant for Selecting Knowledge Management Software Tools
• Chapter 215: Using Soft Systems Methodology to Reveal Socio-Technical Barriers to Knowledge Sharing and Management
• Chapter 215: Appendix
• Chapter 216: A Methodology for the Auditing of Technological Knowledge Management
• Chapter 217: C3EEP Typology and Taxonomies
• Chapter 218: Artifacts of Expansive Learning in Designing a Web-Based Performance Assessment System
• Chapter 218: Appendix A
• Chapter 218: Appendix B
• Chapter 219: Semantic Annotation of Process Models for Facilitating Process Knowledge Management
• Chapter 220: A Novel Practical Triangular Approach to Process Innovation
• Chapter 221: A Re-Distributed Knowledge Management Framework in Help Desk
• Chapter 222: Model of a Knowledge Management Support system for Choosing Intellectual Capital Assessment Methods
• Chapter 223: A Knowledge Management Framework to Manage Intellectual Capital for Corporate Sustainability
• Chapter 224: A Model for Knowledge Management and Intellectual Capital Audits
• Section 3: Tools and Technologies
• Chapter 301: History, Evolution, and Impact of Digital Libraries
• Chapter 302: Could Web 2.0 Technologies Support Knowledge Management in Organizations?
• Chapter 303: DeLone & McLean IS Success Model in Evaluating Knowledge Transfer in a Virtual Learning Environment
• Chapter 304: A Specialized Evaluation and Comparison of Sample Data Mining Software
• Chapter 305: Data Mining and the Project Management Environment
• Chapter 306: Utilisation of Expert Online Retrieval Tools
• Chapter 307: Case Studies of Creating Reusable Inter Professional E-Learning Objects
• Chapter 308: Reusable Learning Objects in Health Care Education
• Chapter 309: Achieving Interprofessional Health Education Through the Use of E-Resources
• Chapter 310: Integrating Telehealth into the Organization's Work System
• Chapter 311: Designing E-Mail for Knowledge Management in Distributed Organizations
• Chapter 312: ICT and Web 2.0 Technologies as a Determinant of Business Performance
• Chapter 313: Managing Requirements Elicitation Knowledge using a Spatial Hypertext Wiki
• Chapter 314: Multiagent System for Supporting the Knowledge Management in the Software Process
• Chapter 315: RDF and OWL for Knowledge Management
• Chapter 316: The Use of ‘Web 2.0’ and Social Software in Support of Professional Learning Communities
• Chapter 317: Using Wikis in Teacher Education
• Chapter 318: Wikis for Collaboration and Knowledge Management
• Chapter 319: Telementoring and Virtual Professional Development
• Chapter 320: Customers Knowledge and Relational Marketing
• Chapter 321: Knowledge Management under Coopetition
• Chapter 322: Mobilizing Knowledge in the UK Public Sector
• Chapter 323: Critical Success Factors in the Development of Folksonomy-Based Knowledge Management Tools
• Chapter 324: Industrialisation of the Knowledge Work
• Section 4: Utilization and Application
• Chapter 401: SMEs and Competitive Advantage
• Chapter 402: Reflective Practice, Professional Learning, and Educational Partnerships Effecting Change in Classroom Settings
• Chapter 403: Exploring Interprofessional Educational Possibilities
• Chapter 404: Teacher Professional Development through Knowledge Management in Educational Organisations
• Chapter 405: Key Considerations for the Adoption and Implementation of Knowledge Management in Healthcare Operations1
• Chapter 406: A Case Study Exploring a Multi-Disciplinary Collaborative Initiative to Use E-Learning to Meet the Professional Learning Needs of Health and Social Care Practitioners
• Chapter 407: Deploying Knowledge Management in R&D Workspaces
• Chapter 408: Collaborative Knowledge Management in the Call Center
• Chapter 409: Knowledge Management in Charities
• Chapter 410: An Evaluation of Factors that Influence the Success of Knowledge Management Practices in US Federal Agencies
• Chapter 411: Knowledge Management and Intelligence Work
• Chapter 412: The Green Bay Chamber of Commerce
• Chapter 413: A Cross-National Comparison of Knowledge Management Practices
• Chapter 414: Knowledge Management Solution to Challenges of Higher Education in South Africa
• Chapter 415: Culturally-Bound Innovation in Romanian Teaching and Research Hospitals
• Chapter 416: Factors Affecting Knowledge Sharing Practice in Malaysia
• Chapter 417: Investigating the Effect of Color on Memorization and Trust in E-Learning
• Chapter 418: Knowledge Creation and Sharing in Japanese Organisations
• Chapter 419: Knowledge Creation and Sharing in the Malaysian Housebuilding Industry
• Chapter 420: Knowledge Management and Entrepreneurship Cases in India
• Chapter 420: Appendix A
• Chapter 420: Appendix B
• Chapter 421: Knowledge Management Practices in Brazilian Software Organizations
• Chapter 422: Meeting Czech Knowledge Management Challenges Head-On
• Chapter 423: Connected Learning in an Australian Technology Program
• Chapter 424: Developing an Integrated Model for Understanding Knowledge Management Practices in an Arab Country
• Section 5: Organizational and Social Implications
• Chapter 501: Knowledge for Communicating Knowledge
• Chapter 502: Human Factors in Knowledge Management
• Chapter 503: Causal Relationship among Perceived Organizational Environment, Leadership and Organizational Learning in Industrial Workers
• Chapter 504: Organizational Needs Analysis and Knowledge Management
• Chapter 505: Personal Knowledge Management Skills in Web 2.0-Based Learning
• Chapter 506: Impact of Organizational Culture on Knowledge Management in Higher Education
• Chapter 507: Managing Knowledge for Enhancing the Participants through Organizational Learning and Leadership
• Chapter 508: Individual Learning and Emotional Characteristics in Web-based Communities of Practice
• Chapter 509: Personal Knowledge Management by the Knowledge Citizen
• Chapter 510: Renewal and Personal Mastery in Knowledge-Based Organisations
• Chapter 511: Problem-Solving Style, Problem Complexity and Knowledge Generation
• Chapter 511: Appendix
• Chapter 512: PLE
• Chapter 513: Teams of Leaders Concept (ToL) and E-Business Operations
• Chapter 514: Communities of Practice as Work Teams to Knowledge Management
• Chapter 515: Motivation in Collaborative Knowledge Creation
• Chapter 516: The Effect of Organizational Trust on the Success of Codification and Personalization KM approaches
• Chapter 517: Organizational Learning Facilitation with Intranet (2.0)
• Chapter 518: Knowledge Management for Electric Power Utility Companies
• Chapter 519: Knowledge Management for Hybrid Learning
• Chapter 520: Knowledge Management in Construction Projects
• Chapter 521: Formative Assessment and Certification in Lifelong Learning with Cognitive and Metacognitive Measurements
• Chapter 522: Doctors Using Patient Feedback to Establish Professional Learning Goals
• Chapter 522: Appendix
• Section 6: Managerial Impact
• Chapter 601: Leading in a Knowledge Era
• Chapter 602: Creating and Delivering a Successful Knowledge Management Strategy
• Chapter 603: Governance of Knowledge Management
• Chapter 604: Governance and Leadership of Knowledge Management
• Chapter 605: Strategic Alliances and Knowledge Management Strategies
• Chapter 606: Managing Corporate Responsibility to Foster Intangibles
• Chapter 607: Protecting Knowledge Assets
• Chapter 608: Managing Intellectual Assets in Small Knowledge-Intensive Organizations
• Chapter 609: The Project Manager in the Theatre of Consciousness
• Chapter 610: Virtual Organizing Professional Learning Communities through a Servant-Leader Model of Appreciative Coaching
• Chapter 611: Knowledge Management and the Links to Human Capital Management
• Chapter 612: Reorganizing People in Customer Knowledge Management Change
• Chapter 613: Knowledge Management under Institutional Pressures
• Chapter 614: Knowledge Cultures, Competitive Advantage and Staff Turnover in Hospitality in Australia's Northern Territory
• Chapter 615: Knowledge Management Practices in Temporal Knowledge-Intensive Organizations
• Chapter 616: Knowledge Economy for Innovating Organizations1
• Chapter 617: Knowledge Flow Networks and Communities of Practice In Business Process Management
• Chapter 618: Supporting Communities of Practice by Advancing Knowledge Management between Hybrid Collaborative Environments
• Chapter 619: Linking Exploration and Exploitation Capabilities with the Process of Knowledge Development and with Organizational Facilitators1
• Chapter 620: The Impact of Leadership Style on Knowledge Sharing Intentions in China
• Chapter 620: Appendix A
• Chapter 620: Appendix B
• Chapter 621: The Implications of the Development and Implementation of CRM for Knowledge Management
• Chapter 622: Informal Self-Regulated Learning in Corporate Organizations
• Chapter 623: Cross-Cultural Knowledge Management Practices to Support Offshore Outsourcing
• Chapter 624: Intellectual Capital Components, Measurement and Management
• Section 7: Critical Issues
• Chapter 701: Knowledge, Culture, and Cultural Impact on Knowledge Management
• Chapter 702: Toward a Living Systems Framework for Unifying Technology and Knowledge Management, Organizational, Cultural and Economic Change
• Chapter 703: Global “Knowledge Management” in Humanist Perspective
• Chapter 704: Knowledge Management and Democracy
• Chapter 705: Examining the Varying Influence of Social and Technological Aspects on Adoption and Usage of Knowledge Management Systems
• Chapter 705: Appendix
• Chapter 706: Towards Understanding the Successful Adoption of Blog-Based Knowledge Management Systems
• Chapter 707: A Survey of Epistemology and its Implications on an Organisational Information and Knowledge Management Model
• Chapter 708: What Does Knowledge Have to do with Ethics?
• Chapter 709: The Emerging Ethics of Knowledge Sharing
• Chapter 710: Conceptual Levels of Information Processing and Information Interpretation in Knowledge Management
• Chapter 711: Conceptual Theory
• Chapter 712: Knowledge Capture in E-Services Development
• Chapter 713: Knowledge Assets, E-Networks and Trust
• Chapter 714: From Information Literacy to Scholarly Identity
• Chapter 715: Operationalizing Knowledge Sharing for Informers1
• Chapter 716: The Interactive Relationship between Corporate Cultures, Leadership Style and Knowledge Management
• Chapter 717: Metaphor Use in Knowledge Management
• Chapter 718: Evaluation of Human Action
• Chapter 719: The Influence of Emotional Intelligence on Tacit Knowledge Sharing in Service Organizations
• Chapter 720: The Role of Emotional Capital in Organisational KM
• Chapter 721: Effort-Accuracy Trade-Off in Using Knowledge Management Systems
• Chapter 722: Pedagogical Sustainability of Interoperable Formal and Informal Learning Environments
• Section 8: Emerging Trends
• Chapter 801: The New Company Water Cooler
• Chapter 802: Towards The New Episteme
• Chapter 803: Innovation in New Technology and Knowledge Management
• Chapter 804: Managing Customer Knowledge with Social Software
• Chapter 805: The New Generation of Knowledge Management for the Web 2.0 Age
• Chapter 806: New Forms of Work in the Light of Globalization in Software Development
• Chapter 807: Knowledge Cybernetics
• Chapter 808: Measuring and Managing Intellectual Capital for both Development and Protection
• Chapter 809: Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises
• Chapter 810: Introducing Knowledge Management as Both Desirable and Undesirable Processes
• Chapter 811: Incorporating Knowledge Management into E-Commerce Applications
• Chapter 812: Transfer Knowledge Using Stories
• Chapter 813: Knowledge Crash and Knowledge Management
• Chapter 814: Exploring Paths toward Knowledge Cities Developments
• Chapter 815: A Social and Technical Investigation of Knowledge Utilization from a Repository Knowledge Management System
• Chapter 815: Appendix
• Chapter 816: The Importance of Process Thinking in Business Intelligence
• Chapter 817: Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce
• Chapter 818: Knowledge Management's Strategic Dilemmas Typology
• Chapter 819: Critical Factors for the Creation of Learning Healthcare Organizations
• Chapter 820: Pattern-Based Task Management as Means of Organizational Knowledge Maturing
• Chapter 821: Trends in Integration-Based Orientation in Academic Libraries