Trends in Enterprise Knowledge Management

Imed Boughzala is an Associate Professor at National Institute of Telecoms, France. His field of research covers cooperative information systems and knowledge management. Jean-Louis Ermine is Head of the Department of Information Systems at INT and is also President of the French Knowledge Management Club.

Preface 15 PART 1. Introduction 21 Chapter 1. Introduction to Knowledge Management 23 Jean-Louis ERMINE 1.1. Introduction 23 1.1.1. Knowledge: a strategic value for the firm 23 1.1.2. Objectives of KM 23 1.1.3. KM: a new and complex approach 24 1.2. The two types of approaches to KM 24 1.2.1. Knowledge elicitation 25 1.2.1.1. Tacit knowledge elicitation 25 1.2.1.2. Knowledge extraction 26 1.2.1.3. Supporting technologies for explicit (elicited) KM 27 1.2.2. Tacit KM 27 1.2.2.1. The functioning modes of knowledge communities 28 1.2.2.2. Knowledge community supervision 29 1.2.2.3. Supporting technologies for knowledge communities 30 1.3. The key factors of success in KM processes 31 1.3.1. The water lily strategy 31 1.3.1.1. The pilot project(s) 33 1.3.1.2. The federation of KM projects 33 1.3.1.3. Project deployment 34 1.3.2. Change factors 34 1.4. KM: an action for continuous progress 35 1.4.1. Knowledge cartography 36 1.4.2. The repository of KM processes 37 1.4.3. The KM actions 39 1.4.4. Piloting processes and actions 41 1.5. Conclusion 41 1.6. Bibliography 42 Chapter 2. Can One Identify and Measure the Intangible Capital of the Enterprise? 45 Patrick EPINGARD 2.1. The intangible capital: an essential and elusive concept 47 2.2. Immaterial measurement: a theoretical enigma? 54 2.3. Conclusion 62 2.4. References 63 Chapter 3. Complexity Theory: Dynamics and Non-Linearity are the Only Reason for Knowledge Management to Exist 65 Walter BAETS 3.1. Introduction 65 3.2. The knowledge era 66 3.3. The complexity paradigm 68 3.4. What should be understood by KM: the corporate view 73 3.5. Research perspective on KM 75 3.6. References 77 PART 2. Academic Studies 79 Chapter 4. Value Creation through Intangibles: Emerging Good Practice 81 Nigel COURTNEY, Clive HOLTHMAN and Chris HENDRY 4.1. Introduction 81 4.2. A remedy for our times 83 4.3. Dispensing with the mystery 84 4.4. Value creation in the 21st century 88 4.4.1. Selecting an approach 88 4.4.2. Taking a balanced view 90 4.5. Evidence of good practice 90 4.5.1. Theme 1: brand value 91 4.5.1.1. B&Q 91 4.5.1.2. Whitbread 92 4.5.2. Theme 2: knowledge 93 4.5.2.1. Bloomberg 93 4.5.2.2. The UK Fire & Rescue Service 94 4.5.3. Theme 3: innovation 95 4.5.3.1. Intercos 95 4.5.3.2. mmO2 96 4.5.4. Theme 4: reporting intellectual capital 97 4.5.4.1. Austrian Research Centers (ARC) 97 4.5.4.2. Celemi 98 4.6. Key messages 99 4.7. About the authors 100 4.8. References 101 Chapter 5. Learning-by-Doing Knowledge Externalization: From Boundary Objects to the Emergence of Tacit Knowledge 103 Jean-Michel VIOLA and Ral JACOB 5.1. Learning-by-doing KM 104 5.2. A process of externalization: knowledge strategy at Power Corp 105 5.2.1. Mapping as a knowledge audit and mapping as scenario planning 107 5.2.2. Criticality assessment scales as decision rules 107 5.2.3. Modeling as a learning tool, as co-creation of knowledge 107 5.2.4. Plans as road maps addressing more specifically the need for tacitness 108 5.3. The tacit output of externalization: the importance of boundary objects 108 5.3.1. Externalization creates critical boundary objects 109 5.3.2. Refining the classical definition of tacit knowledge 109 5.3.2.1. Tinkering 110 5.3.2.2. Judgment 110 5.3.2.3. Connectivity 110 5.3.2.4. Coordination 111 5.4. Conclusions and lessons learned 111 5.5. Bibliography 112 Chapter 6. Approaches and Methods for Valuing Knowledge Management Performance 115 Aurlie DUDEZERT 6.1. KM performance: the aims of an evaluation 116 6.1.1. The knowledge-based view: a theoretical relation between KM and organizational performance 116 6.1.2. What is performance for KM? 117 6.1.3. What is KM? 118 6.2. Method of research and inquiry 119 6.3. Macro-organizational approaches to valuing KM performance 119 6.3.1. The competitive performance of