Essentials of Knowledge Management

John S. EdwardsJohn MingersRichard Baskerville and Alina DulipoviciIkujiro Nonaka and Ryoko ToyamaJean-Pierre Noblet, Eric Simon and Robert ParentEttore Bolisani and Alessandro OltramariJuan Gabriel Cegarra-Navarro, Anthony K.P. Wensley and María Teresa Sánchez Polo Rémy Magnier-Watanabe, Caroline Benton and Dai SenooGeorge HuberJialin YiAndrew CoxAntonella Padova and Enrico ScarsoTao Guo, David G. Schwartz, Frada Burstein and Henry LingerPaul Jackson and Jane KlobasJulia Nieves and Javier Osorio

• 1. Introduction: setting the scene PART I: FOUNDATIONS 2. Management knowledge and knowledge management: realism and forms of truth 3. The theoretical foundations of knowledge management PART II: STRATEGIC ISSUES 4. The knowledge-creating theory revisited: knowledge creation as a synthesizing process 5. Absorptive capacity: a proposed operationalization 6. Knowledge as a measurable object in business contexts: a stock-and-flow approach 7. A conceptual framework for unlearning in a homecare setting 8. A study of knowledge management enablers across countries PART III: UNDERSTANDING KNOWLEDGE TRANSFER/SHARING 9. Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies 10. A measure of knowledge sharing behavior: scale development and validation PART IV: PEOPLE OR TECHNOLOGY ISSUES? 11. Reproducing knowledge: Xerox and the story of knowledge management 12. Managing large amounts of knowledge objects: cognitive and organisational problems PART V: NEWER TECHNOLOGICAL DEVELOPMENTS 13. Codifying collaborative knowledge: using Wikipedia as a basis for automated ontology learning 14. Deciding to use an enterprise wiki: the role of social institutions and scripts 15. The role of social networks in knowledge creation.