Knowledge Management Research & Practice

2003 - 2025

Current editor(s): Giovanni Schiuma

From Taylor & Francis Journals
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Editorial pp. 67-68: John S Edwards
Aggressively pursuing knowledge management over 2 years: a case study at a US government organization pp. 69-76: Jay Liebowitz
Knowledge creation through the synthesizing capability of networked strategic communities: case study on new product development in Japan pp. 77-85: Mitsuru Kodama
Knowledge management and intellectual capital: an empirical examination of current practice in Australia pp. 86-94: Albert Z Zhou and Dieter Fink
The enterprise knowledge dictionary pp. 95-101: Stuart D Galup, Ronald Dattero and Richard C Hicks
Community of practice and metacapabilities pp. 102-112: G P Furlong and L Johnson
Innovation as an objective of knowledge management. Part I: The landscape of management pp. 113-119: Dave Snowden
Review of Enterprise Information Portals and Knowledge Management pp. 120-122: Marcus Spies

Editorial pp. 1-1: John S Edwards
The knowledge-creating theory revisited: knowledge creation as a synthesizing process pp. 2-10: Ikujiro Nonaka and Ryoko Toyama
Knowledge sharing in a multi-cultural setting: a case study pp. 11-27: Dianne P Ford and Yolande E Chan
R&D collaboration: role of Ba in knowledge-creating networks pp. 28-38: Malin Brännback
Critical role of leadership in nurturing a knowledge-supporting culture pp. 39-48: Vincent M Ribière and Aleša Saša Sitar
Knowledge management research & practice: visions and directions pp. 49-60: John S Edwards, Meliha Handzic, Sven Carlsson and Mark Nissen
Handbook on Knowledge Management (2 volume set) pp. 61-63: John Kidd
The New Knowledge Management – Complexity, Learning and Sustainable Innovation pp. 64-66: Con Connell