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An Evaluation Of Knowledge Management

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Text Preview Journal of Knowledge Management
An evaluation of knowledge management tools: Part 1 – managing knowledge resources Peter Massingham

Article information:
To cite this document:
Peter Massingham, (2014),"An evaluation of knowledge management tools: Part 1 – managing knowledge resources", Journal of Knowledge Management, Vol. 18 Iss 6 pp. 1075 - 1100 Permanent link to this document:

http://dx.doi.org/10.1108/JKM-11-2013-0449
Downloaded on: 22 January 2015, At: 18:50 (PT)
References: this document contains references to 31 other documents. To copy this document: [email protected]
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Users who downloaded this article also downloaded:
Fabio Lotti Oliva, (2014),"Knowledge management barriers, practices and maturity model", Journal of Knowledge Management, Vol. 18 Iss 6 pp. 1053-1074 http://dx.doi.org/10.1108/JKM-03-2014-0080 Lesley Crane, Nick Bontis, (2014),"Trouble with tacit: developing a new perspective and approach", Journal of Knowledge Management, Vol. 18 Iss 6 pp. 1127-1140 http://dx.doi.org/10.1108/JKM-02-2014-0061 Ing-Long Wu, Jian-Liang Chen, (2014),"Knowledge management driven firm performance: the roles of business process capabilities and organizational learning", Journal of Knowledge Management, Vol. 18 Iss 6 pp. 1141-1164 http:// dx.doi.org/10.1108/JKM-05-2014-0192

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An evaluation of knowledge management
tools: Part 1 – managing knowledge
resources

Downloaded by Telkom University At 18:50 22 January 2015 (PT)

Peter Massingham

Peter Massingham is
Director of Centre for
Knowledge Management
based at Faculty of
Business, University of
Wollongong, Wollongong,
Australia.

Received 14 November 2013
Revised 4 June 2014
Accepted 4 June 2014

DOI 10.1108/JKM-11-2013-0449

Abstract
Purpose – This paper aims to evaluate a range of best practice knowledge management (KM) ideas used to manage knowledge resources. In total, four KM toolkits and 16 KM tools were tested over a five-year period (2008-2013), as part of a large-scale longitudinal change project. Each tool was assessed against an evaluative framework designed to test criticisms of KM: strategy, implementation and performance. The results provide empirical evidence about which KM tools work and which do not and why, and outcomes for practitioners, researchers and consultants. Design/methodology/approach – The case study organization participating in the study was selected because it was a knowledge-intensive organization, with an ageing workforce. An invitation and cover letter explaining the study were sent via email to all 150 engineering and technical staff at the case study organization. Therefore, the entire population was included in the study. Respondents were asked to attend training workshops. Following each workshop, respondents were asked to complete feedback in... Show More

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