International Journal of Knowledge Management ToC V7 I1 #periodicals

Murray Jennex

The contents of the latest issue of:


International Journal of Knowledge Management (IJKM)

Official Publication of the Information Resources Management Association

Volume 7, Issue 1, January-March 2011

Published: Quarterly in Print and Electronically

ISSN: 1548-0666 EISSN: 1548-0658

Published by IGI Publishing, Hershey-New York, USA


Editor-in-Chief: Murray E. Jennex, San Diego State University, USA




Valuing Knowledge-Based Initiatives: What We Know and What We Don’t Know


Hind Benbya (GSCM-Montpellier Business School, France)


The objective of this paper is to provide an overview of the current state of theory and practice on valuing Knowledge-Based Initiatives (KBI). Drawing on the literature concerning IT and business value, this paper summarizes what is known about valuing IT-based initiatives, discusses the specificity of KBI and outline main challenges that continue to limit research in this area. This paper also examines how managers deal with these challenges and what metrics they use to assess knowledge value. These managerial insights are derived from interviews as well as empirical analysis of several Silicon Valley firms. This paper gives an emerging approach for valuing KBI and illustrates its implementation with a case study from IBM.


To obtain a copy of the entire article, click on the link below.  




The Effects of a KM Strategy on KM Performance in Professional Services Firms


Reimar Palte (Kühne Logistics University (KLU), Germany)

Michael Hertlein (EBS University of Business and Law, Germany)

Stefan Smolnik (EBS University of Business and Law, Germany)

Gerold Riempp (EBS University of Business and Law, Germany)


Knowledge management (KM) is a critical issue in professional services firms (PSFs). Many researchers define a KM strategy as a crucial driver of KM success in corporations. Research demonstrates that there is a positive relationship between KM strategy and the performance of KM processes, which are both closely related to KM success. In the longitudinal benchmark survey presented in this paper, based on an integrated KM framework and focusing on PSFs, the authors found evidence of such an effect, that is, KM strategy’s impact on KM success.


To obtain a copy of the entire article, click on the link below.  




Knowledge Management: Realizing Value through Governance


Suzanne Zyngier (La Trobe University, Australia)


Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34 countries across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the measurability of KM outcomes through KM governance. These research findings strengthen the proposition that KM governance supports the capacity of KM governance to realize and reveal the value from, or the return on investment (ROI) of KM strategy development and implementation; the selection of KM tools and techniques is less of a consideration in this regard.


To obtain a copy of the entire article, click on the link below.  




A Knowledge Management Tool for the Interconnection of Communities of Practice


Élise Lavoué (Université de Lyon, Université Jean Moulin Lyon 3, IAE Lyon, France)

Sébastien George (Université de Lyon, INSA-Lyon, France)

Patrick Prévôt (Université de Lyon, INSA-Lyon, France)


In their daily practice, practitioners belong to local communities of practice (CoPs) within their organisation. This knowledge is rarely capitalised upon because discussions are mainly verbal. Practitioners can also belong to general CoPs online. Within these general CoPs, discussions are rarely linked to the context in which they appeared, since the members are from different companies or institutions. This paper (1) connects these two levels of CoPs by contacting practitioners belonging to CoPs centred on the same general activity but who are geographically distributed and (2) capitalises on the produced knowledge by contextualising, allowing it to be accessible and reusable by all the members. The authors detail the main results of the research: (1) a model of the interconnection of CoPs (ICP) to support knowledge sharing and dissemination; and (2) a specific knowledge management tool for the ICP knowledge base. The authors apply the model and platform to university tutors by: (1) developing a use case, which links the model and the TE-Cap 2 platform and highlights the new possibilities offered by the knowledge management tool; and (2) conducting a descriptive investigation lasting for five months.


To obtain a copy of the entire article, click on the link below.  



For full copies of the above articles, check for this issue of the International Journal of Knowledge Management (IJKM) in your institution's library. This journal is also included in the IGI Global aggregated “InfoSci-Journals” database:





Mission of IJKM:


The primary objective of the International Journal of Knowledge Management (IJKM) is to provide a comprehensive cross discipline forum for advancing the understanding of the organizational, technical, human, and cognitive issues associated with the creation, capture, transfer and use of knowledge in organizations. The secondary objective of this Journal is to share knowledge among researchers and practitioners with respect to the design, development, implementation and maintenance of effective knowledge management systems. The journal publishes high quality empirical and theoretical research covering all aspects of knowledge management. In addition to full-length research manuscripts, the journal publishes insightful research and practice notes as well as case studies from all areas of knowledge management.


Coverage of IJKM:


The International Journal of Knowledge Management (IJKM) covers all aspects of the knowledge management discipline, from organizational issues to technology support to knowledge representation. High quality submissions are encouraged using any qualitative or quantitative research methodology. Submissions are especially encouraged covering the following topics:


Basic theories associated with knowledge creation, knowledge management, and organizational memory

Case studies of knowledge management and organizational memory systems

Cognitive theories of knowledge management and organizational memory

Design of information and communication systems that facilitate knowledge transfer and sharing

Enablers and inhibitors of knowledge sharing and knowledge transfer behaviors

Global issues in knowledge management and organizational memory

Issues related to the capture, storage, search, retrieval, and use of knowledge and organizational memory

Knowledge acquisition and transfer processes

Knowledge management in small and medium enterprises

Knowledge management strategy

Knowledge management training issues

Knowledge reuse in organizations

Knowledge transfer and sharing behaviors within emergent organizational forms such as virtual communities

Methodologies and processes for developing knowledge management systems

Metrics and effectiveness of knowledge management and organizational memory systems

Organizational and economic incentive structures for knowledge sharing and use

Organizational culture impacts on knowledge management

Organizational learning

Use of semantic networks, topic maps, the Internet, digital documents, XML, taxonomies, ontologies, and other technologies to implement knowledge management systems


Among topics to be included (but not limited) are the following:

Best practices

Building multi-disciplinary teams for WB learning and teaching

Building Web-based learning communities

Constructivist approaches to Web-based learning and teaching

Decision making in implementing Web-based learning and teaching

Knowledge building using Web-based learning and teaching technologies

Management side of Web-based learning and teaching

Network learning using WLTT

Project Management for implementing WLTT

Web-based CSCL

Web-based technologies enabled pedagogical scenarios

Web-based technologies enabled pedagogical systems and programs

WLTT implementation: models, methods, and frameworks


Interested authors should consult the journal's manuscript submission guidelines at   


All inquiries and submissions should be sent to:

Editor-in-Chief: Dr. Murray Jennex at IJKMsubmission@...