In this book Dr. Michael Stankosky, founder of the first doctoral program in knowledge management, sets out to provide a rationale and solid research basis for establishing Knowledge Management (KM) as an academic discipline. While it is widely known that Knowledge is the driver of our knowledge economy, Knowledge Management does not yet have the legitimacy that only rigorous academic research can provide. This book lays out the argument for KM as a separate academic discipline, with its own body of knowledge (theoretical constructs), guiding principles, and professional society.
In creating an academic discipline, there has to be a widely accepted theoretical construct, arrived at by undergoing scholarly scientific investigation and accompanying rigor. This construct becomes the basis for an academic curriculum, and proven methodologies for practice. Thus, the chapters in this book bridge theory and practice, providing guiding principles to those embarking on or evaluating the merits of a KM program.
As a methodology itself for undertaking the development of a body of knowledge, a KM Research Map was developed to guide scholars, researchers, and practitioners. This book presents this map, and showcases cutting-edge scholarship already performed in this nascent field by including the dissertation results of eleven KM scholar/practitioners.
Table of Contents
1. Advances in Knowledge Management: university research toward an academic displince, Editor: Michael A. Stankosky, D.Sc.
2. The Early Pathways: Theory to Practice – A Continum, Francesco A. Calabrese, D.Sc.
3. Developing A Foundation For A Successful Knowledge Management System, Charles H. Bixler, D.Sc.
4. An Empirical Study of Organizational Culture Types and their Relationship with the Success of a Knowledge Management System and the Flow of Knowledge in the U.S. Government and Nonprofit Sectors, Juan Roman-Velazquez
5. Building a Knowledge-Centered Culture: a Matter of Trust, Vincent M. Ribière, D.Sc.
6. The State of Knowledge Management Practice in Taiwan, William D. Schulte, Ph.D. and Po Jeng Wang, D.Sc.
7. Relationship between Knowledge Management Technologies and Learning Actions of Global Organizations, Juan Pablo Giraldo, D.Sc.
8. Leveraging Knowledge Management Technologies to Manage Intellectual Capital, Kevin O’Sullivan, D.Sc.
9. Knowledge Management Technology and Organizational Culture, Heejun Park, Ph.D.
10. Knowledge Management in a Military Enterprise: A Pilot Case Study of SPAWAR, Captain Mickey V. Ross, USN, D.Sc. and Dr. William Schulte
11. Knowledge Management Criteria, Dr. Vittal Anantatmula
12. A Framework of Intangible Valuation Areas (FIVA), Dr. Annie Green
About the Contributors
About the Editor