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Intro -- Introduction -- The International Association for Knowledge Management (IAKM) -- The Book Series Knowledge Management and Organizational Learning -- This Volume -- Contents -- Contributors -- Part I: Knowledge Management: A Complexity Perspective -- Approaching the Complexity of Knowledge Management -- 1 Introduction -- 2 Understanding Knowledge from a Managerial Perspective -- 3 Linearity as a Barrier to Understanding the Complexity of Knowledge Management -- 4 Using Linear Metrics for Measuring Nonlinear Fields of Knowledge and Their Catastrophic Results -- 5 Knowledge Dynamics: Changing the Paradigm from Newtonian Logic to Thermodynamics -- 6 The Challenge of Managing Knowledge Entropy -- 7 Conclusions -- References -- The Pervasive Identity of Knowledge Management: Consolidation or Dilution? -- 1 Introduction -- 2 KM: A Brief History -- 3 KM as a Scientific Discipline and Its Future -- 4 A Literature Analysis -- 5 Results -- 5.1 Quantitative Analysis -- 5.2 Meta-review -- 5.2.1 General Papers -- 5.2.2 Context-Oriented Papers -- Health Sector -- Higher Education -- Knowledge Management in SMEs -- 5.2.3 Influencing Factors -- 5.2.4 Technology-Related Factors -- 5.2.5 Specific Management Focus -- 6 Discussion and Conclusion -- References -- Key Milestones in the Evolution of Knowledge Management: What Is Next? -- 1 Introduction -- 1.1 A Brief History of KM -- 1.2 Where Does KM Stand Today? -- 2 Selected Key KM Trends -- 2.1 Artificial Intelligence (AI), Big Data, and Analytics -- 2.2 Information Overload -- 2.3 KM Education and Training -- 2.4 KM for Innovation and Creativity -- 3 What Is Next for KM? -- 3.1 More Holistic and Inclusive KM -- 3.2 More Scalable and Sustainable KM During Disruptions -- 3.3 More Research on KM -- 4 Concluding Thoughts -- References.
Futurizing Intellectual Capital Theory to Uncover Pertinent and Unexplored Horizons -- 1 Introduction -- 2 IC-Relevant Changes in Companies' Operating Environment and Work Life -- 2.1 Digitalization -- 2.2 Remote Work -- 2.3 Gig Work -- 2.4 Open Innovation and Crowdsourcing -- 2.5 Ethical Leadership -- 2.6 Sustainability -- 2.7 Green IC -- 2.8 Organizational Resilience -- 3 Consequences for IC Theory -- 3.1 IC Components -- 3.1.1 Human Capital -- 3.1.2 Structural Capital -- 3.1.3 Relational Capital -- 3.2 Performance Implications of IC -- 3.3 Moderating Variables -- 3.4 Proposed Theoretical Model -- 4 Conclusion -- References -- Knowledge Management Essentials: Reflections on the Core of the Discipline and Future Outlook -- 1 Introduction -- 2 History and Development of the Knowledge Management -- 3 Knowledge Management Essentials -- 3.1 Knowledge -- 3.2 Knowledge Management Framework -- 3.3 Knowledge Management Methods and Tools: The Core KM Portfolio -- 3.4 Knowledge Management Curriculum -- 4 Outlook for KM Research and KM Practice -- 4.1 Critical Discourse in Knowledge Management: Knowledge as Critical Resource -- 4.2 Ethics in Knowledge Management -- 4.3 Interrelationships Between KM Enablers -- 4.4 Tacit Knowledge, Human Experiences, and Artificial Intelligence? -- 4.5 Save Resources with Knowledge! -- 5 Summary -- References -- Part II: Knowledge Management: A Human Perspective -- Future Paths of Knowledge Management: How Do Spirituality, Calling, and Knowledge Management Fit Together? -- 1 Introduction -- 2 Why an Organization and Its KM Should Focus on the Future Best Self of the Employees -- 3 How an Organization and Its KM Should Focus on the Future Best Self of the Employees -- 3.1 Vision Development as a Knowledge Creating Process -- 3.1.1 Learning from an Envisioned Future -- 3.1.2 Need Orientation.
3.1.3 A Wavelike Process -- 3.2 Connecting the Future Best Self of the Employees with the Future Best Self of the Organization -- 4 Conclusion -- References -- The Human Side of Knowledge Management -- 1 Introduction -- 2 The Human Component of Knowledge Management -- 3 Attitudes -- 4 Self-efficacy -- 5 Trust -- 6 Conclusions -- References -- Unlearning as a Future Challenge for Knowledge Management -- 1 Introduction -- 2 Unlearning -- 2.1 Unlearning vs Forgetting -- 2.2 Intentional Unlearning -- 2.2.1 The Operationalization of Unlearning -- 2.3 Unlearning in the Context of Mainstream KM -- 3 Positive Implications for the Implementation of Unlearning in Knowledge Management Practices -- 4 Some Thoughts About Organizational Agility Capability (OAC), Organizational Unlearning Capability (OUC), and Technology -- 5 Concluding Remarks -- References -- Emotions and Their Relation with Knowledge Risks in Organizations -- 1 Introduction -- 2 Knowledge Risks -- 3 Emotions: How Can They Influence Our Behavior at Work? -- 4 The Potential Impact of Emotions on Knowledge Risk Behaviors -- 5 Conclusions -- References -- Knowledge Management and Innovation in the COVID-19 Context: Flowing from the Organization Toward the Network Level -- 1 Introduction -- 2 COVID-19 Pandemic and the Reconfiguration of Knowledge Management Processes -- 3 Organizational Knowledge Management Processes: Taking Stock of the Intellectual Capital Wellspring -- 4 Gliding from the Organizational Toward Network Knowledge Processes -- 5 Network Knowledge Management Processes: The Recapitalization of Knowledge Networks Toward Open Innovation -- 6 Conclusions -- References -- Part III: Knowledge Management: A Technology Perspective -- Knowledge Management, Digital Transformation and the Resilience of the Firm -- 1 Knowledge, Digital Transformation and Cybersecurity.
1.1 Cyber Risk and Cyber Risk Management -- 1.2 Digital Transformation and Cybersecurity -- 1.3 Cybersecurity as a 'Knowledge Problem' -- 2 Towards a Knowledge-Driven Approach to Digital Resilience in Organizations -- 2.1 Cybersecurity Knowledge: A Definition -- 2.2 Cybersecurity Knowledge Management -- 2.2.1 Identification and Acquisition of Cybersecurity Knowledge -- 2.2.2 Organization and Storing of Cybersecurity Knowledge -- 2.2.3 What Is a Cybersecurity Knowledge Organization System? -- 2.2.4 Sharing and Dissemination of Cybersecurity Knowledge -- 2.2.5 Creating, Reviewing and Updating Cybersecurity Knowledge -- 2.2.6 Regular Assessment of Cybersecurity Knowledge -- 3 Conclusions -- References -- Broadening the Knowledge Management Horizon: A Case of Distant Reading -- 1 Introduction -- 1.1 Current State of KM -- 1.2 Future of KM -- 1.3 This Chapter -- 2 Distant Reading Approach -- 2.1 Concept of Distant Reading -- 2.2 Tools and Techniques of Distant Reading -- 3 Case Study Description -- 3.1 Research Questions and Procedure -- 3.2 Case Selection -- 3.3 Annotation and Co-word Analysis -- 3.4 Social Network Analysis and Visualisation -- 4 Results -- 4.1 Network Efficiency -- 4.2 Key Protagonists -- 4.3 Network Brokers -- 4.4 Network Communities -- 5 Discussion -- 5.1 Main Findings -- 5.2 Implications for Research and Practice -- 5.3 Current Limitations and Future Directions -- 6 Conclusions -- References -- Visualising Knowledge for Decision-Making: A Framework for Selecting Visual Templates -- 1 Introduction -- 2 The Relevance of Visualisation Supporting Decision-Making -- 3 Knowledge Visualisation Templates -- 4 Towards a Framework for Selecting Knowledge Visualisation Templates -- 4.1 Level of Formality -- 4.2 Level of Domain Dependence -- 4.3 Content of Knowledge (Semantics).
4.4 Form of Knowledge (Syntax) and Mental Scenarios -- 5 Discussion -- 6 Conclusions -- References -- Learning from the Future: Knowledge Management Systems in the Twenty-First Century -- 1 Introduction -- 2 Evolution of KMS -- 3 Shortfalls for KMS in the Twenty-First Century -- 4 Reimagining the SEARCH Function -- 5 Reframing Cloud Computing -- 6 KM Practices, KMS in the Near Future, and Challenges -- 7 Prototypical KMS -- 8 Conclusion -- References -- Knowledge Management in the Metaverse -- 1 Introduction -- 2 Knowledge Management and the Metaverse -- 2.1 Socialization in the Metaverse -- 2.2 Externalization in the Metaverse -- 2.3 Combination -- 2.4 Internalization -- 3 Conclusion -- References.
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Advances in Knowledge Management : Celebrating Twenty Years of Research and Practice / / edited by Ettore Bolisani, Meliha Handzic
