Organizational Knowledge

This paper explores the emergent nature of organizational knowledge, which has not been addressed sufficiently in the current Knowledge Management (KM) research. For the task, we reconsider the concept of knowledge by looking at four distinct discourses on knowledge; namely, knowledge as object, knowledge as interpretation, knowledge as process, and knowledge as relationship. Then the fundamental nature of the emergence of knowledge will be discussed where we will argue that human interaction is the source of knowledge emergence. Based on the theoretical discussions, we examine a case study of a fire crisis threatening the supply chain between Aisin Seiki and Toyota in Japan. It demonstrates significant self-organizing, emergent KM practices that effectively coordinated various human and physical resources and contextual information in this chaotic situation. Finally we discuss the implications for future KM practices, by considering in particularly the institutional aspects of information and communication technologies in KM practices.

The linkage between theory on knowledge management and strategic management provides a framework for understanding the imperative for collaborative research partnerships, particularly those involving government, university and industry actors. The emergence of collaboration is facilitated by the sharing of knowledge across organizational boundaries, which promotes the formation of trusted relationships and builds social capital for further cooperation. Furthermore, these partnerships are a vehicle for accelerating organizational learning and for coordinating trans-organizational "communities of innovation". Understanding the nature, process, and content of such collaborative research and technological development ventures can endow with strategic insights both the government policy making and the corporate strategy crafting that informs, shapes, and evolves such partnerships. In particular, government and industry can learn from past experience on how to design intelligent trans-organizational knowledge interfaces to ensure that knowledge sharing occurs across organizational boundaries. A cross-sectional analysis of representative cases of GUIs from the US, Germany, and France, yields a preliminary list of key considerations and corresponding strategic management skills which firms must develop to participate in win-win-win GUI alliances.

The concept of Learning Collaborative NeMorked Organizations merges both the CNO and the LO paradigms. It aims at augmenting the quality of decisionmaking and of corporate governance taking inter-organizational knowledge into account. The rationale behind the proposal is that CNOs are still lacking research and work for enhancing their agility where rapid decision-making is crucial for achieving their goals. In this paper knowledge management is proposed as an approach for tackling this problem. The paper presents the first step for a Famework for gathering information and for generating new knowledge dynamical/v according to what users needfor given situations. The corporate knowledge is retained, organized, shared and re-used to the benefit of individuals and ofCNO as well as oltheir re.'pectit'e members.

This chapter focuses on e-learning and its relationship with organizational knowledge dissemination. We argue this requires a holistic approach that involves business processes, people and systems to deliver knowledge required by organizaitions and its workforce in a timely and cost-effective manner. Organizations need to be adaptable and flexible to stay competitive, which is a challenge they face everyday. Our holistic

Objective: The purpose of this study in knowledge-based organizations is to investigate the impact of future developments in information and communication technologies (ICT) on organizational knowledge engineering. Given the importance of information and communication technology to increase speed and accuracy of different activities of organizations and thus increase their productivity, can be towards the advancement of organizational knowledge and raising the level of awareness of the organization and raising the development and creativity of the organization. In fact, by gathering the knowledge of the organization's external and internal environment, a knowledge system engineer creates practical items, so that these items can be implemented in the future. The supporting role of information technology for knowledge management will bring significant progress in the intelligent and knowledge-based behavior of organizations and their people.
Methodology: It is a type of applied research and qualitative approach done using grounded theory. Using an empirical approach and ideographic explanation, this research seeks to drive the future of information and communication technology (ICT) and knowledge engineering. The researchers try to understand the challenges of information and communication technologies (ICT) and knowledge engineering and information and communication management by conducting field studies and participating in processes related to the research subject. The statistical population of the study includes 178 managers and experts working in knowledge-based companies at the senior level. The research sampling method is theoretical and open and unstructured interview tools with experts have been used to collect information. The method of analysis is thematic analysis methods and contextual theory and statistical tests have been performed using confirmatory factor analysis.
Findings: Based on the results of the research, it was found that the factors influencing the presentation of a conceptual model of future developments of information and communication technologies on organizational knowledge engineering were identified. Causal conditions are contextual conditions, intervening conditions, process/interactions and consequences, and information technology is the most important factor in enabling the knowledge engineering process with high speed and accuracy.
Conclusion: Lack of general government policy in the development of information technology in the field of knowledge engineering, lack of telecommunications platform for information exchange, lack of familiarity and skills of employees in using information technology tools is an important challenge in using information technology in knowledge organizations. Therefore, it is suggested that governments provide the appropriate platform and plan to improve this technology.

Knowledge management (the process) and knowledge managers (the people) are recent organizational phenomena. The latter (the knowledge managers) are those key individuals charged with the task of making the former (knowledge management) successful. Due to the recent emergence of these organizational initiatives, a study of knowledge managers-who they are and what they do-was thought to be instructive and revealing as well as being sufficiently current to enable organizations to either adopt or adapt their knowledge management strategy. A survey to reveal the characteristics of knowledge managers as well as knowledge management initiatives was designed and distributed to practicing knowledge managers, primarily from US and Canadian organizations. This chapter, based on the analysis of 41 completed questionnaires, reveals the backgrounds, goals, ambitions, initiatives and challenges as self-assessed by these individuals. By pulling this information together, a profile of a "typical" knowledge manager is presented. The question that remains to be asked is "Are these the most appropriate individuals to lead the KM charge"?

This paper reviews and assesses the emerging research literature on information technology and organizational learning. After discussing issues of meaning and measurement, we identify and assess two main streams of research: studies that apply organizational learning concepts to the process of implementing and using information technology in organizations; and studies concerned with the design of information technology applications to support organizational learning. From the former stream of research, we conclude that experience plays an important, yet indeterminate role in implementation success; learning is accomplished through both formal training and participation in practice; organizational knowledge barriers may be overcome by learning from other organizations; and that learning new technologies is a dynamic process characterized by relatively narrow windows of opportunity. From the latter stream, we conclude that conceptual designs for organizational memory information systems are a valuable contribution to artifact development; learning is enhanced through systems that support communication and discourse; and that information technologies have the potential to both enable and disable organizational learning. Currently, these two streams flow independently of each other, despite their close conceptual and practical links. We advise that future research on information technology and organizational learning proceeds in a more integrated fashion, recognizes the situated nature of organizational learning, focuses on distributed organizational memory, demonstrates the effectiveness of artifacts in practice, and looks for relevant research findings in related fields.

Organizations,require ,mechanisms ,to efficiently distribute knowledge such as news releases, seminar announcements, and memos. While the machinery for information storage, manipulation, and retrieval exists, research dealing directly with knowledge,distribution in an organizationa l context is scarce. In this paper, we address this need by first examining,the pros and cons of the conventional,“mailing lists” approach,and,then proposing,new,workflow,mechanisms,that improve,the efficiency and effectiveness

HAL is a multi-disciplinary open access archive for the deposit and dissemination of scientific research documents, whether they are published or not. The documents may come from teaching and research institutions in France or abroad, or from public or private research centers. L’archive ouverte pluridisciplinaire HAL, est destinée au dépôt et à la diffusion de documents scientifiques de niveau recherche, publiés ou non, émanant des établissements d’enseignement et de recherche français ou étrangers, des laboratoires publics ou privés. Interoperability of Adaptive Learning Components Milos Kravcik, Lora Aroyo, Peter Dolog, Geert-Jan Houben, Ambjörn Naeve, Mikael Nilsson, Bernd Simon, Fridolin Wild

Actualmente es vital para que una empresa sea competiŭva, tener presente el hecho de la globalización de los mercados. Para hacer frente a los retos de la competencia global, desde un enfoque estratégico, la mejor forrna de organizar la empresa es a través de las alianzas. Por ello, en el presente trabajo se pone de relieve la importancia de las alianzas estratégicas como instrumento esencial para hacer frente a la globalización, y se revisa la teratura reciente más relevante que pone de manifiesto los distintos enfoques que analizan las alianzas, centrándonos en cómo una perspectiva de red en el estudio de las mismas es una vía importante que puede ayudar a suministrarnos información acerca de los aspectos clave de las mismas. Asimismo, analizamos cómo, desde una perspectiva organizacional, la empresa busca en la cooperación el aprendizaje organizativo, un elemento fundamental para la gestión de la diversidad.

Purpose-This paper aims to explain and analyze community-based corporate knowledge sharing and organizational learning, the actual use of communities in Hewlett Packard (HP) Consulting and Integration (CI) and their role in leveraging and exploiting existing and creating new knowledge. Design/methodology/approach-The paper presents an explanatory case study research design, qualitative interviews with top executives, middle managers and employees conducted in 2005 and 2006. Explanatory case studies were used to analyze, illustrate and exemplify major findings. Findings-The paper identified an effective approach to community-based knowledge sharing and organizational learning at HP CI Japan's learning communities (LCs). The case study illustrates the main characteristics, features and mechanisms of communities within the framework of HP's global and local knowledge management (KM) structure and resulting activities, and illuminates effective adaptation to the Japanese working and business context. Research limitations/implications-General limitations of case studies and generalizability of such field research apply. Practical implications-The research has important implications for firms and business practitioners by highlighting how HP's Japanese-style LCs facilitate intra-organizational knowledge sharing and creation. Originality/value-This paper presents a real-life example of an effective community at HP CI Japan, its mechanism and practical value for companies. Even though HP's KM activities have frequently been researched, HP CI's learning communities are discussed for the first time and illuminate that even within one single company there is no one-size-fits-all solution.

Expectations that technology will improve and streamline education are high. However, technology often introduces new problems. This study aims to explore the challenges mathematics teachers encounter when they implement a digital mathematics textbook with an integrated intelligent tutoring system. A formative intervention was conducted in a two-year project with 16 secondary school teachers. The method was based on activity theory and required the teachers to collaborate with researchers in analyzing their work activity when the new teaching tool was introduced. In this paper, we show that an intelligent tutoring system created systemic contradictions for the teachers. Those contradictions involved predictability, division of labor, individual versus collective learning, accountability, and expectations versus experience. The teachers all tried to resolve the contradictions, but eventually felt compelled to abandon the intelligent tutoring system. The findings contribute to a better understanding of teachers' responses to a technology aimed at automating teaching processes.

Organizations are redesigning their internal structure and their external relationships, creating knowledge networks to facilitate improved communication of data, information, and knowledge, while improving coordination, decision making, and planning. These new intra-and inter-organizational relationships are based on new economy technologies not available just a few years ago. This increased knowledge sharing has led to greater back-office efficiency, greater customer intimacy, improved strategic planning, flexible adaptation to market changes, improved decision making, rapid and flexible supply chain management processes, and other organizational benefits. Knowledge networks allow their participants to create, share, and use strategic knowledge to improve operational and strategic efficiency and effectiveness. Ebusiness knowledge (or ''e-knowledge'') can be created and shared more effectively by a combination of new organizational designs and the adoption of new technologies, such as data mining and intelligent agents. This paper presents e-strategies for deploying such technologies. Firms employing modern knowledge networks can also use e-knowledge to improve organizational decision making, react more quickly to changes in the economic landscape, and create dynamic custom content and services for consumers. By using several case studies, this paper demonstrates how new e-knowledge networks have ushered in a new paradigm of organizational decision making-often automating certain decision processes while providing even richer knowledge to decision makers. Further, to improve the ability of organizations to share knowledge, it is imperative that they employ a standardized format for e-knowledge representation, such as schemata based on e-xtensible markup language (XML). We will also address procedures and e-business structures that must be employed to ensure that the sharing of this valuable asset is seamless and transparent. We review the literature on knowledge management, discussing both the benefits and the shortcomings, and discuss the existing

Due to technological convergence, complexes of interrelated industries are emerging. This paper presents a conceptual framework of the role dierent organizational forms and combinative capabilities play in the management of organizational knowledge integration in this context. The focus is on ®rms previously operating in one of the relatively stable constituting industries. We argue that a ®rm's organizational form has to be matched with appropriate combinative capabilities in order to integrate component knowledge into architectural knowledge that consequently serves as a platform for generating new product±market combinations. The framework is empirically illustrated using the example of two Dutch publishing ®rms moving into the multimedia complex, which is currently emerging around information and communication technologies. The empirical analysis shows that the framework oers strong potential for improving the understanding of the complex process of organizational knowledge integration, as the prerequisite for developing new business in an emerging industrial complex.

The success of Web technology has built e-Learning a common success way of education and training. To provide online automatic adaptive learning content, this paper suggest a framework for building such learning management system based upon MAS ( ...

This paper describes some features of the telematics platform named Teaching Support Units (TSU), developed by PLAN-G [2] using WWW technology. The platform provides a set of tools that enable teachers to create and edit didactic materials, generate and manage different types of interactive exercises and create and manage teaching units. The main goal of these tools is to sidestep the problem of teachers having to understand various applications and languages in order to make dynamic and interactive didactic material. The system was set up with structures and transversal navigation which make learning easier and guide the student during its use. The student's activities are collected in a personalized database, which enables teachers to follow his/her navigation and performance. This information may provide criteria for improving the didactic contents. We place special emphasis on the personalization of the system so that it can be adapted to the student's preferences (presentation, languages, etc.), to his/her way of working and to his/her ability to understand the contents provided.

. Knowledge Organisation in Companies                                                                      1
1.1  The three worlds of knowledge organization 2
1.2 Knowledge management in companies 3
1.3 Explicit and implicit (collective) knowledge                                                                             4
2. Knowledge production in companies                 4
2.1  Types of knowledge       4
2.2  Knowledge acquisition         6
2.3 Knowledge retention                         6
3. Knowledge management in companies                         7
    3.1. The cybernetic control loop of knowledge organization in                  companies                                                                                                 7
3.2  Knowledge development                         9  3.3  Knowledge distribution                 9     
3.4  Knowledge organization                 9
4. Knowledge assessment in companies 9
4.1  Knowledge quality     10
4.2  Knowledge utilization     10
4.3 Knowledge transparency             11
5. Zusammenfassung             11
6. Bibliography

Investigates organizational knowledge strategies in Spanish industry; using survey questionnaire covering: organizational knowledge management, organizational learning and performance. Applies Bierly and Chakrabarty’s typology of generic knowledge strategies to perform cluster analysis and classify firms. Implications for strategy emerge: each firm owns a specific bundle of resources forming organizational capabilities; uniqueness nature is outcome of different organizational decisions. Knowledge strategies determine stocks and flows of organizational knowledge and competitive advantage of firms. Decisions involving trade‐offs between knowledge exploitation or exploration, internal or external knowledge, breadth of knowledge base, etc. should be made to configure the best strategy. Results show organizational performance varies across clusters. Knowledge strategy should be integrated among strategic decisions to get good organizational fit.

Information Control Nets have been well used as a model for knowledge mining, discovery, and delivery to increase organizational intelligence. In this document, we extend the notions of classic Information Control Nets [15] to define new concepts of Stochastic Information Control Nets. We introduce a simple and useful AND-probability semantic and show how this probabilistic mathematical model can be used to generate probabilistic languages. The notion of a probabilistic language is introduced as a normalizer for comparisons of organizational knowledge repositories to organizational models. We discuss model-log conformance and present a definition of fidelity of a model. We show how to manipulate the residual error factor of this model. We describe a set of recursive functions and algorithms for generation of probabilistic languages from stochastic ICNs. We prove an important aspect of our generation algorithms: they generate probabilistic languages that are normalized. Since ICN models with loops generate infinitely many execution sequences, we present new notions of most probable sequence generation, and e-equivalent approximation languages. These definitions can be applied to many aspects of organizational modeling including the process, the informational, and the resource perspectives. The model that we introduce here can be used to augment and expand on analyses that have been useful and insightful within varied enterprise information systems modeling and organizational analysis applications.

Since the beginning of the electronic era, public administrations and enterprises have been developing services, through which citizens, businesses and customers can conduct their transactions with the offering entity. Each electronic service contains a substantial amount of knowledge in the form help texts, rules of use or legislation excerpts, examples, validation checks etc. This knowledge has been extracted from domain experts when the services were developed, especially in the phases of analysis and design and was subsequently translated into software. In the latter format though, knowledge cannot be readily used in organizational processes, such as knowledge sharing and development of new services. In this paper, we present an approach for reverse engineering electronic services, in order to create knowledge items of high levels of abstraction, which can be used in knowledge sharing environments as well as in service development platforms. The proposed approach has been implemented and configured to generate artifacts for the SmartGov service development platform. Finally, an evaluation of the proposed approach is presented to assess its efficiency regarding various aspects of the reverse engineering process.

Electronic government employs electronic services to facilitate interaction with citizens and enterprises and deliver a rich and high quality spectrum of services. Development of electronic services can be greatly assisted, both in terms of development cost and roll-out time, by exploiting the ...

This paper presents the conclusions and implications of the research study based on responses from a sample of 20 manufacturing leader-managers working in the states of California or Florida. This research also presents recommendations for further action followed by a summary of findings. Organizational policies and procedures are in place to ensure standards are implemented for an efficient and safe work environment for all employees. It is expected that employees understand such processes so they can meet the goals of the organizations. Organizations that embrace diversity are able to bring unique talents and ideas that will serve clients' needs. However, when language presents a barrier to communication, then management has to weigh whether it is placing itself in a position to do more harm than good for employees involved. Two questions were fundamental to the research: (1) How do leadermanagers share and transfer organizational knowledge to a linguistically diverse manufacturing workforce to prevent workplace injuries in their organization? (2) What are perceived challenges in sharing and transferring organizational knowledge in a linguistically diverse manufacturing work force to prevent workplace injuries in their organization? JEL: D8, D83

This paper presents the conclusions and implications of the research study based on responses from a sample of 20 manufacturing leader-managers working in the states of California or Florida. This research also presents recommendations for further action followed by a summary of findings. Organizational policies and procedures are in place to ensure standards are implemented for an efficient and safe work environment for all employees. It is expected that employees understand such processes so they can meet the goals of the organizations. Organizations that embrace diversity are able to bring unique talents and ideas that will serve clients' needs. However, when language presents a barrier to communication, then management has to weigh whether it is placing itself in a position to do more harm than good for employees involved. Two questions were fundamental to the research: (1) How do leadermanagers share and transfer organizational knowledge to a linguistically diverse manufacturing workforce to prevent workplace injuries in their organization? (2) What are perceived challenges in sharing and transferring organizational knowledge in a linguistically diverse manufacturing work force to prevent workplace injuries in their organization? JEL: D8, D83

The rapid growth of electronic commerce on the Internet provides a platform for organizational knowledge to be changed faster than ever. The process by which knowledge assets of an organization change over time to cope with the pressure of environmental variation is called knowledge evolution. In this paper, we adopt the strategic fit theory to examine whether different knowledge evolution strategies would affect organizational performance in different circumstances. We adopt the concept from natural evolution to define two knowledge evolution strategies: knowledge mutation that relies on internal knowledge sources and knowledge crossover that takes advantage of external sources such as online communities and professional consultants. A survey was conducted to explore the effects of different strategies on organizational performance, as measured by the balanced scorecard (BSC). The results show that knowledge mutation and crossover have impacts on different aspects of organizational performance. In addition, many industrial factors, such as environment variation, knowledge density, and organizational factors, including IT capability and sharing culture, are found to have moderating effects. The findings of this research will help organizations choose the right strategy for knowledge enhancement and light up new directions for further research.

Este trabajo presenta una propuesta metodológica para gestionar la transferencia de conocimiento individual a la organización, caso práctico en el Operador Nacional de Electricidad CENACE. Para este estudio, se considera el conocimiento, la gestión de conocimiento y la innovación como base para crear una cultura, aprendizaje y conocimiento organizacional. La metodología que ha sido aplicada para el presente trabajo ha permitido iniciar la captura y creación del nuevo conocimiento mediante una matriz de identificación de conocimientos, habilidades, destrezas y competencias de los funcionarios de CENACE. Adicionalmente, esta matriz ha permitido validar y almacenar el conocimiento individual de los funcionarios (formación, capacitación, trayectoria laboral, lecciones aprendidas e innovaciones) mediante un aplicativo desarrollado para la gestión del conocimiento de CENACE, cuyo principal objetivo es que todo el conocimiento tácito, explícito, individual, interno y externo involucrado en...

Purpose-A distinguishing feature of the successful "post-Network Age" enterprise is its intrinsic entrepreneurial character that manifests itself in key organizational knowledge practices relating to organizational culture, processes, content and infrastructure. The purpose of this article is to explore organizational knowledge-based practices. Design/methodology/approach-The article reports on the outcome of field research in which entrepreneurial firms in four geographic regions were analyzed with the help of a diagnostic research tool specifically developed for profiling organizational knowledge-based practices. The diagnostic tool was applied in firms located in Silicon Valley in the USA, Singapore, The Netherlands and Israel. Findings-Key practices that were found to be common to leading-edge firms in all regions included: a propensity for experimentation; collective sharing of knowledge, and collective decision making. The paper describes the research in terms of a cross-cultural comparison of the four regions, derives key determinants of competitiveness, profiles regional characteristics which enhance innovation and entrepreneurship and closes with a discussion on the implications of the research outcomes for entrepreneurial firms seeking to build a global presence. Originality/value-The research provides evidence that innovative, entrepreneurial firms-no matter where they are located-tend to exhibit organizational knowledge practices, cultural beliefs, values and behavioral norms that are more akin than dissimilar, regardless of national context.

Purpose: Leaving knowledgeable and experienced employees from the organization is detrimental to success and achieving its goals. The organization can achieve its missions when knowledge is documented in the organization and take the necessary measures to maintain it. The purpose of this article is to find the types loss of knowledge in the oil company. Methodology: This research is based on the data grounded theory method, based on purposeful theoretical sampling among experts and experts in the oil company. To analyze the collected data, coding and comparative analysis were used to construct different categories of knowledge in the organization. Findings: The findings showed that there are seven types of knowledge in the oil company, which are: operational knowledge, specialized knowledge, business knowledge, learning knowledge of success and failure, Process knowledge, conditional knowledge, extra-organizational knowledge. Result: The present study is presented to provide a set of preliminary information for oil company managers in order to prepare knowledge management strategies
to deal with knowledge loss.

Introduction
The primary source of knowledge within the organization is its human capital. Throughout an individual's tenure within an organization, the human resources department can accumulate a wealth of skills, experiences, and ideas. This accumulation of knowledge is often referred to as a person's knowledge reserves, and can serve to generate both value and power for both the individual and the organization (Siyadi etal, 2016). The depletion of organizational knowledge is a regrettable reality for the organization (Bammad Sufi etal, 2016). The phenomenon of knowledge leakage within organizations has been The departure of knowledge workers, resulting in the loss of both tangible and intangible knowledge, is considered a critical factor in knowledge outflow from an organization. In the oil industry, expertise holds significant value across various specializations. Unlike several engineering domains, the regulations and principles of engineering that govern this industry are challenging to document and codify (Bagheri, 2004). The utilization of organizational knowledge has become increasingly imperative due to various factors, including heightened competition and innovation within organizations, workforce retirement, and migration, limited time for knowledge acquisition and testing, shifts in organizational strategies, absence of incentive systems, and insufficient recognition of the potency of knowledge and its ability to generate power (Moayedi Khorramabadi etal, 2019).
The oil industry is a highly specialized and experience-driven sector that places significant emphasis on human capital as the most valuable knowledge asset of the organization. According to Rajabpour and Baba Shahi (2020), human resources personnel employed in the oil industry possess significant skills and competencies that can significantly contribute to the attainment of predetermined missions and aims. The oil industry's failure to document, shares, and utilize the knowledge generated from experiences and intellectual and knowledge capital is indicative of unproductive practices and cost inefficiencies.
Research Question
What are the classifications of organizational knowledge that emanate from National Oil Company?

Literature Review
The objective of knowledge retention is to guarantee that members of an organization are able to utilize knowledge again in the future (Lewalt and Chen, 2017). According to Lin et al (2016), the departure of an individual possessing valuable knowledge from an organization results in a diminution of organizational knowledge, thereby adversely impacting organizational memory (Taghizadeh Masan etal, 2017).
The knowledge of the organization ensures its survival and gives it a competitive advantage. The risk of organizational knowledge loss resulting from employee departures has emerged as a noteworthy concern. According to Daghfoos etal (2013). This study aims to identify critical knowledge that contributes to the National Oil Company's organizational objectives and is lost when employees depart. The research methodology involves a comprehensive review of prior studies and exploratory interviews. The National Oil Company operates in a knowledge-based industry. Therefore, by reviewing and analyzing prior research and conducting exploratory interviews, the current study aims to identify the knowledge that is crucial to achieving the organization's goals because, as a knowledge-based industry, the National Oil Company loses this knowledge when employees leave.

Methodology
The research method was data-driven and an inductive approach. This study employed a qualitative data collection method, specifically through conducting interviews, to identify the types of knowledge that are being disseminated from the organization.
To ascertain the type of knowledge disseminated by the organization, a diverse group of individuals possessing expertise in the relevant subject matter, including academic authorities, were interviewed. The interviews were carried out using a semi-structured and in-depth approach. The length of the interview ranged from 20 to 60 minutes. Data collection was carried out until the point of data saturation. To authenticate the researchers, two external review strategies were employed: interviewing individuals beyond those designated for the interview to scrutinize and assess the research process, research output, and its precision, and pluralism, which entailed interviewing individuals at varying levels of the organization with distinct responsibilities.
The study employs a qualitative data collection method, specifically through conducting interviews, to identify the types of knowledge that are being disseminated from the organization.
To ascertain the typology of knowledge emanating from the organization, a diverse group of individuals possessing expertise in the relevant subject matter, including academic authorities, were interviewed. The interviews were carried out using a semi-structured and in-depth approach. Data collection was carried out until the point of data saturation. To authenticate the researchers, two external review strategies were employed: interviewing individuals beyond those designated for the interview to scrutinize and assess the research process, research output, and its precision, and pluralism, which entailed interviewing individuals at varying levels of the organization with distinct responsibilities.
Results
Based on the results obtained from the present research, the departure of employees from the National Iranian Oil Company results in the loss of seven areas of knowledge. The company utilizes all knowledge that has been identified, which is classified into three distinct categories: vital, non-vital, and conditional knowledge. The three types of knowledge that are vital for a company's success are operational knowledge, specialized knowledge, and business knowledge. These types of knowledge are indispensable for the company, and their absence can result in significant costs for the organization. All the existing knowledge is intended to bolster the operational knowledge of the organization. The second classification pertains to non-vital information, which enhances the operational efficiency of the organization, but its absence has a comparatively lesser effect on the overall performance of the company. The aforementioned knowledge encompasses knowledge of learning from failure and success and process knowledge. Conditional knowledge is a type of knowledge that is contingent upon specific conditions and circumstances within the National Oil Company. Its absence does not have any significant impact on the overall performance of the company. The aforementioned knowledge encompasses both knowledge that exists outside of the organization as well as knowledge that is contingent upon certain conditions.

Conclusion
The present study has identified seven distinct forms of knowledge that experience a decline in the event of employee turnover within an organization. Based on the findings obtained from conducted interviews, it has been determined that within the context of Iran's embargo conditions, operational and business knowledge are the most crucial types of knowledge for the oil company, given the unique characteristics of oil extraction and sale. The loss of expertise in this industry can have a significant impact on the oil company's operations.
Additional structures within the organization serve to support both operational and business domains. One of the factors that can be identified is the significance of specialized knowledge, which is heavily reliant on the specialized knowledge of the staff. In the event of the departure of said individuals from the organization, the operational efficacy of the company may be compromised. Therefore, it is imperative to facilitate the transfer of their knowledge and expertise to other personnel, while also enhancing the knowledge is very important for the company. The acquisition of specialized knowledge within an oil company is a crucial determinant of its operational efficacy, and the absence of such knowledge can have a significant impact on its overall performance.

Purpose-A distinguishing feature of the successful "post-Network Age" enterprise is its intrinsic entrepreneurial character that manifests itself in key organizational knowledge practices relating to organizational culture, processes, content and infrastructure. The purpose of this article is to explore organizational knowledge-based practices. Design/methodology/approach-The article reports on the outcome of field research in which entrepreneurial firms in four geographic regions were analyzed with the help of a diagnostic research tool specifically developed for profiling organizational knowledge-based practices. The diagnostic tool was applied in firms located in Silicon Valley in the USA, Singapore, The Netherlands and Israel. Findings-Key practices that were found to be common to leading-edge firms in all regions included: a propensity for experimentation; collective sharing of knowledge, and collective decision making. The paper describes the research in terms of a cross-cultural comparison of the four regions, derives key determinants of competitiveness, profiles regional characteristics which enhance innovation and entrepreneurship and closes with a discussion on the implications of the research outcomes for entrepreneurial firms seeking to build a global presence. Originality/value-The research provides evidence that innovative, entrepreneurial firms-no matter where they are located-tend to exhibit organizational knowledge practices, cultural beliefs, values and behavioral norms that are more akin than dissimilar, regardless of national context.

Purpose-In this paper, we discuss the phenomenon of knowledge transfer within multinational corporations (MNCs), and how the imperatives of thought and action that constitute new knowledge are received in the terrain that constitutes the MNC subsidiary. Design/Methodology/Approach-This study employs an ethnographic approach, and juxtaposes primary data collection with a variety of secondary data sources. Findings-We analyze our data in light of the theoretical construct of hegemony, and theorize three themes that underlie the process of knowledge transfer. These include knowledge loss at the local level, the coercive practices that ensure knowledge transfer, and the invocation of imperial subjectivities by the headquarters of the MNC when dealing with subsidiaries from poorer nations. Originality/value-This study goes beyond the mainstream approaches into organizational knowledge transfer, by analyzing these issues in light of political economy, and the changing landscape of industrial accumulation. It offers in some measure, the building blocks of a different organizational theory, one that is sensitive to those subjects who are consigned to the periphery of mainstream organizing.

Aiming to address the increasing focus on digital technologies and the continuous concern of Knowledge Management (KM) performance, this study explores the relationship between 'Knowledge Creating Capabilities', 'IT business value' and 'Digital business value'. The latter two concepts are redefined as the achievement of business objectives by the use of IT or digital technologies in a balanced scorecard approach. The concepts of 'Knowledge Creating Capabilities' and 'Balanced SECI' are leveraged. Balanced SECI (Riera, Senoo and Iijima, 2009) refers to the balance of the four knowledge creation processes from Nonaka and Takeuchi's SECI model (1995). This framework is applied to Japanese small and medium enterprises. A positive relationship between the achievement of business objectives by IT and the achievement using digital technologies was verified. On the other hand, although a relationship of 'Balanced SECI' with 'IT Business Value' or 'Digital Business Value' was not statistically significant; the observations showed that higher levels of 'Balanced SECI' were negatively related to the achievement of Financial, Customer and Business Processes types of business objectives and; positively related to Learning & Growth. Analysis from each SECI process confirmed such behaviour.

Guest editorial 1. KM in education, education in KM 1.1 Introduction Globalization and upsurge of the knowledge economy are challenging the way individuals must learn how to manage their knowledge. In the workplace, individuals are increasingly facing the pressures of time-constrained requests for effective and high-quality results, of rapid learning and continuous adaptation to a fast-changing environment, of introducing or managing innovations at an accelerating pace. Hence all individuals, regardless their role or function, are increasingly asked to become "knowledge-intensive" workers. Among the many expectations facing these new-age professionals, Handzic (2007) includes these: being skilled at creating, acquiring, transferring knowledge and modifying their behavior accordingly; being capable of continually expanding the ability to create desired results, nurture new thinking patterns, set free collective aspirations, and learn how to learn together; and, finally, inventing new knowledge as a way of behaving or being. In short, there is increasing demand for knowledge management (KM) capabilities. By extending the analysis, we consider that people need a more sophisticated way of managing their knowledge just to be considered citizens in our complex societies. We all need to quickly learn how to use new social media to stay connected with family or friends; how to retrieve and select appropriate information for understanding the state of our financial accounts, our pension scheme or our investment opportunities; how to find and interact with key informants that help us take everyday decisions about our health, our family's safety, our children's schools, etc. In short, we all need to be effective knowledge managers in everyday tasks. This increasing demand for new skills and capabilities necessitates a corresponding response from the educational sector. Generally speaking, the capacity of traditional educational systems to meet these requests effectivelyand how to reform them adequatelyis increasingly debated (Robertson, 2005; Stukalina, 2008). In terms of content, educational programs or teaching approaches are often criticized because they may not reflect the crossdisciplinary nature of today's knowledge domains, they may have little base in reality, or may not be appropriate to cultivate creativity, problem-solving skills and capability to interact and share knowledge, in a global world that grounds on interpersonal and cross-cultural interactions. In recent years, new strategies and tools for teachers to help their students activate their learning capabilities have been suggested and tested (Chalmers and Fuller, 2012). In this context, KM can find an important place; students can be made aware of the need for giving order to their processes of assimilating, creating, sharing and exploiting knowledge, and can be provided with useful suggestions, approaches and practical methods. Recently, the term personal knowledge management (Pauleen and Gorman, 2011) has become popular; it indicates the collection of processes or methods that the single individual can use to gather, classify, store, exploit, retrieve or share knowledge in their daily activities, and it grounds on the idea that each person is responsible for their own learning (Smedley, 2009). Furthermore, KM can be important for the work of educators and, more generally, for the organization of schools and universities. Although it is generally recognized that KM has its origin in companies, schools and universities, being knowledge-intensive organizations by definition (Schaller et al., 2008), are natural candidates of KM applications. In particular, it has been said that KM practices may be beneficial to supporting teachers and academics in their multifaceted work, to actually share tacit knowledge and to enable real organizational VJIKMS 47,4 430

This paper presents a summary of the invited presentations at the 1999 Florida Artificial Intelligence Research Symposium (FLAIRS) Knowledge Management (KM) track. This track focuses on the effective design and development of state of the art KM applications. The goal of this track is to continue a longterm effort in integrating works that address important issues and current unsolved problems with regard to research in KM, and publicizing the contribution of AI in KM by maintaining contacts and advertising sharable resources (mailing list, archives, Web site, etc.). Furthermore this track attempts to determine what is common in all Knowledge Management domains so that the KM community can further this work. It has been observed that KM Systems underway at most organizations fall into three categories: Educational KM systems, Knowledge repositories, and Problem solving KM systems. State of the art applications in all three categories were presented in this track. The applications presented included an invited presentation on a research tool to elicit and capture the knowledge of experts, a paper on the development of an application to identify experts in the State of Florida State University System, and a paper on the use of Conversational Case-Based Reasoning for Problem-Solving Knowledge Management Systems. Finally, the track included an invited presentation describing KM initiatives at NASA-Kennedy Space Center.

This paper presents web-based tutoring system (W-TCL) for teaching computer programming languages through WWW. In this version, two new features have been added: blackboard module and adaptive interface. With blackboard module a teacher can exchange his expertise with other teachers, and with adaptive interface the novice student will be satisfied because the system avoids complex interfaces. The system contains three sub- agents: the personal assistant agent for teacher (PAA-T) , the personal assistant agent for student (PAA-S) and tutoring agent (TA). Using PAA-T, many teachers can cooperate together to: (a) put the curriculum of one/more computer programming language(s), (b) add or modify the commands' structure that will be taught, (c) generate different tutoring dialogs for the same command, and (d) generate different tutoring styles (e.g. text or Q&A).

This paper delineates areas of research for the emergent sociology of expertise. We review how expertise has been studied in the sociology of professions, sociology of work, and sociology of science and technology, and we show the contribution that intersectionality can make in understanding processes of gendering expertise.

XXII e Journées Internationales de Psychologie Différentielle La variabilité : concepts et méthodes Contexte théorique La notion de compétences à s'orienter, stipulée dans la loi relative à l'orientation et à la formation tout au long de la vie, recouvre les ressources disponibles pour faire face aux transitions et aux changements ainsi que les conduites mobilisables dans les différentes situations d'orientation. Introduite et opérationnalisée par Savickas (2012) la compétence adaptative en gestion de carrière dénote des attitudes, des ressources, des comportements à mobiliser pour faire face et s'ajuster aux changements sans trop de difficulté. Ployhart et Bliese (2006) définissent l'adaptabilité individuelle comme «la capacité et la volonté individuelle de changer ou de s'ajuster aux différentes caractéristiques environnementales, sociales et propres à la tâche» et la situent dans un contexte professionnel. L'adaptabilité a pour processus précurseur la créativité (Kirton, 1994). La créativité, définie de manière consensuelle comme la «capacité à produire une réponse qui soit à la fois nouvelle et adaptée aux contraintes dans un contexte donné», fait appel à des modes spécifiques de penser et met en jeu l'intelligence logique, la personnalité et la motivation (Lubart, 2005).

As the manpower landscape persists to emerge, it has become crucial for businesses and organizations to recognize and transform their working structure according to the future millennial preferences, their values, and attitudes. This article will focus on the traits of the next generation (Gen-X/Y/Z & Gen-Alpha) to look at how they are transforming or going to influence the workplace and offer real-world instances of how they are going have an impact on every sphere of the businesses irrespective of the results it's going to offer.

Visualization methods for single documents are either too simple, considering word frequency only, or depend on syntactic and semantic information bases to be more useful. This paper presents an intermediary approach, based on H. P. Luhn's automatic abstract creation algorithm, and intends to aggregate more information to document visualization than word counting methods do without the need of external sources. The method takes pairs of relevant words and computes the linkage force between them. Relevant words become vertices and links become edges in the resulting graph.

Many countries are seeing a dramatic increase in the average age of their clinicians. The literature often highlights the challenges of high replacement costs and the need for strategies to retain older personnel. Less discussed are the potential pitfalls of knowledge acquisition and transfer that accompany this aging issue. We propose a conceptual framework for understanding how clinicians' age interact with ability, motivation, and opportunity to predict clinical knowledge transfer and acquisition in health care organizations. This study integrates life-span development perspectives with the ability-motivation-opportunity framework to develop a number of testable propositions on the interaction between age and clinicians' ability, motivation, and opportunity to acquire and transfer clinical knowledge. We posit that the interaction between ability (the knowledge and skills to acquire knowledge), motivation (the willingness to acquire and transfer knowledge), and opportunity...

Ž. The Intranet phenomenon has been driven by the push of technology standards and the pull of organizational need to 1 Ž. communicate across geographic, organizational and functional barriers, and 2 collaborate among sites and with suppliers and customers. The objective of this study is to generate a theoretical framework for the interaction between organizational knowledge and the Intranet. The contribution of this paper is 4-fold. First, we generate a theoretical framework using the paradigm model of grounded theory. We show interactions between the Intranet and three organizational knowledge strategies taking into account drivers, the context, and intervening conditions. Second, previous research on organizational knowledge creation theory is incorporated into the framework. Third, the framework forms the basis for future empirical research on the business value of the Intranet. Finally, the study raises implications for IS developers, IS departments, management and researchers.