Journal of Knowledge Management Practice
ISSN: 1705-9232
Journal of Knowledge Management Practice is where we gather, refine, and share insights that illuminate the intricate world of organizational knowledge management.
Today, valuable papers and presentations are scattered across a multitude of publications, each offering a piece of the knowledge management puzzle. But to optimize and truly understand this complex system, its elements must be identified, their interactions comprehended, and their harmonization achieved.
JKMP Paper Spotlight
Using Stocks and Flows Diagrams to Understand Business Process Behavior
Business Process Modeling has traditionally focused on the activities and logic of how work is carried out. This is depicted through modeling notations like BPMN, which illustrate the sequence of activities, performers, and possible paths for each process instance. However, when measuring the performance of an organization and its processes, the aggregation of results from individual instances is often necessary. Unfortunately, these flows are not always smooth, as they may encounter variations, delays, accumulations, and other issues that can hinder expected performance levels. Therefore, understanding the behavior of business processes over time is crucial for improvement efforts. This paper demonstrates the use of stocks and flows diagrams for modeling business processes and simulating their behavior over time. Simulations aid in identifying critical points, removing bottlenecks, and enhancing overall process performance. We begin with a brief introduction to modeling business processes using stocks and flows diagrams, followed by a real-life case study in the healthcare sector, where stocks and flows models and simulations were employed to identify and resolve a problem.
About the Authors
This paper is authored by Timo Itälä and Mika Helenius of Aalto University in Finland.
JKMP Abstract Archives
Take a look at the following abstracts that were reviewed for past JKMP journal issues.
Click on the title to reveal the abstracts.
Abstract:
In the contemporary environment, Small and Medium-sized Enterprises (SMEs) struggle with various issues regarding integrating Knowledge Management Systems (KMS). The findings from this paper focus on the facilitators and constraints of KMS adoption in SMEs based on different case studies across different sectors. It reveals some impediments like inadequate funding, no skilled personnel, and employee resistance to new change. However, the study also shows SMEs’ benefits from using the model, such as better decision-making, innovation, and competitiveness. The research outcomes indicate that with proper KMS strategies and policies, SMEs can embrace KMS, enhancing their efficiency and performance.
Abstract:
Leadership is critical in the establishment of knowledge sharing within organizations. This paper aims to evaluate the effects of the various leadership styles on knowledge management. Therefore, this paper employs surveys and interviews with managers to establish that transformational leadership positively affects knowledge sharing due to increased trust and cooperation. It relates this to transactional leadership, which can block communication and prevent information sharing. The paper concludes with managerial implications for leaders who want to foster a knowledge-sharing culture in their organizations, underlining the role of vision, communication, and employee engagement.
Abstract:
The use of big data analytics has significantly changed how knowledge is managed within the e-commerce industry. This paper analyzes how e-commerce organizations apply big data to improve knowledge management systems. Based on a case study of the major e-commerce websites, the paper shows how big data can help better understand the customers, manage the supply chain, and develop an individual approach to the customers. The paper also deals with the issues of data privacy and security, recommending frameworks for the ethical use of data. The work results contribute to identifying and understanding big data analytics as one of the main tools for knowledge management and a source of new ideas and competitive advantage in e-commerce.
Abstract:
The change in the working environment to remote has created new challenges for knowledge management. The following paper focuses on the methods and recommendations for knowledge management in remote work. The research methodology uses case studies and interviews with industry professionals to distinguish the most efficient ways. It means the sharing of knowledge across distance, including the use of cloud solutions and collaborative applications. It also speaks about the issues of organizational culture and employee engagement in a virtual work environment. The paper contains the manager’s guidelines for collaboration, data protection, and learning in remote teams.
Abstract:
Customer relationship management (CRM) and knowledge management (KM) are two concepts that are progressively connected in business. This paper aims to analyze the role of KM systems within CRM environments to improve the quality of customer service and relations. The paper considers industry examples and shows how KM can help gather customer information, improve internal communication, and tailor customer interactions. The paper also describes the technological and organizational issues of KM integration with CRM. Thus, the study points to the possibilities of KM for enhancing CRM practices and achieving superior business results.
Abstract:
Innovation is a critical factor in any organization, especially in tech startups, and organizational learning is a crucial driver of innovation. This paper aims to examine the link between learning in organizations and innovation in the context of the tech industry. The data collected for the present study is gathered through surveys and interviews with the founders and employees of startup companies. The findings indicate that organizations with a high learning culture are likely to develop successful innovations. This paper identifies how OL promotes innovation through knowledge transfer, experimentation, and thinking out of the box. Following the presented model and the analysis of the above rationale, several guidelines are suggested for practical application to startups interested in improving their learning disposition and innovative culture.
Abstract:
Global virtual teams (GVTs) are one of the most important topics regarding knowledge management. This paper aims to analyze the KM practices in GVTs concerning different industries. The research findings of this study are based on survey data and case studies of virtual teams to determine factors that affect KM effectiveness. This paper presents the ways and means of leadership in enabling KM in GVTs and the solutions to problems that may be encountered. The study underlines the need for the organization to design KM strategies for improving collaboration and knowledge sharing in a global virtual team.
Abstract:
Social media has become essential for knowledge sharing in business organizations. This paper discusses the application of social media in KM and its advantages and disadvantages. Based on case studies and surveys as methodology, the research describes how social media can support real-time knowledge sharing, group identification, and learning. The paper also explores the challenges that are bound to arise from using social media; these include information overload and data security issues. Suggestions are made on using social media to its full potential while simultaneously managing the risks; this is where policies and training come in.
Abstract:
Knowledge management is critical in enhancing patient services and the effectiveness of the healthcare organization. This paper analyzes KM implementation in leading hospitals and their practices and experiences. The research describes effective KM practices in detailed case studies, including EHRs, CDS, and interprofessional communication tools. The paper also raises some of the issues that have faced KM in healthcare such as issues to do with data confidentiality, integration problems, and organizational culture. The findings are helpful for healthcare managers who wish to improve their KM practices and, hence, the patient outcome.
Abstract:
The application of AI in knowledge management has become rampant across most industries. This paper aims to examine the potential and the difficulties of applying AI in the field of KM. Applying the reviewed AI technologies can improve knowledge discovery and automate routine work and decision-making. However, the paper also discusses threats like ethical concerns, poor quality of data, and the requirement of human intervention. Examples of real organizations across industries highlight how AI can be used in KM. Thus, the findings of this study support the notion that the integration of AI for KM should be an optimal solution that implies the participation of both technological tools and human resources.
Why JKMP Matters
We want to help people get a full understanding of knowledge management because we see it as a complex system that can only be improved by looking at it as a whole.
- Cross-Disciplinary Insights: Our journal welcomes writers from diverse fields, fostering a multi-disciplinary approach that enriches knowledge management practice.
- Dedication to Improvement: We’re driven to improve the way knowledge is managed, harnessed, and leveraged to drive success in organizations of all types.
The Journal of Knowledge Management Practice is your window into a world where knowledge transforms organizations, and organizations transform the world.
Scope
The Journal of Knowledge Management Practice invites papers related to terms such as Knowledge Management; Intellectual Capital; Intangible Assets; Human Resource Assets; and on related topics such as the following (Note: the terms and this list are not exhaustive and are not in any sense to be regarded as restrictive):
- Definition(s) in your organisation; how is that meaning being Operationalized?
- A review of literature and/or practice to date
- A simple introduction to key concepts
- Taxonomy
- Impact of physical and other assets
- A CEO’s guide to investing in these topics
- Strategy and value creating processes
- Performance measures
- Privacy, confidentiality, secrecy
- In the “learning organisation” concept
- Design and use of computer- and telecommunications-based tools and systems
- Design and use of web-based and mobile technologies
- Dynamic and static modeling
- Applications of TQM/QA disciplines
- Relevance to individual and organisational development
- Training and development concerns
Journal Submission and Review Process
We are committed to publishing papers that advance the practice of business, and we believe in a fair review process that is free from editor and reviewer bias. To avoid this, we follow a democratic review process whereby the publication decision is made by a majority vote.
Follow the steps below to submit your paper to the Journal of Knowledge Management and Practice.
- Email your paper to the journal secretariat at editorials@klalliance.org.
- The initial double-blind review will be completed within 20-25 days.
- If revisions are requested, revisions must be made within the timeframe specified by the reviewer.
- If the paper is accepted, the paper will be put in production and you will be notified of the approximate publication date.
- Questions should be addressed to the appropriate Editor.
AI Policy
Large language models (LLMs), such as ChatGPT and Google Gemini, do not satisfy our authorship criteria. Use of an LLM must be properly documented. If a LLM is used, please closely follow the guidelines below:
- Indicate the use of LLM(s) in the manuscript cover letter, methods section, and acknowledgements. Specify the scope of how LLMs were used.
- Ensure the content and citations produced by the LLM(s) are accurate, valid, and appropriate. Correct any mistakes or inconsistencies found. Provide a list of sources used to generate content and citations, including those generated by language models.
- Vigilantly check plagiarism, where LLM may have reproduced substantial text from other sources. Check the original sources to be sure you are not plagiarizing someone else’s work.
- Acknowledge the limitations of language models in the manuscript, including the potential for bias, errors, and gaps in knowledge.
Formatting Guidelines
To help us streamline the review process, please format the paper according to our guidelines.
The guidelines can be found here.
Ethics and Malpractice Statement
It is necessary to agree upon standards of expected ethical behavior for all parties involved in the act of publishing: the author, the journal editor, the peer reviewer and the publisher. Our ethic statements are based on COPE’s Best Practice Guidelines for Journal Editors.
Click here to view our Ethics and Malpractice Statement.
Subscription and Fees
Following the acceptance of your manuscript, there is a nominal $350 article processing fee. This fee is instrumental in covering the operational costs of the journal and facilitating extensive marketing of your published work to a broader audience. It serves to benefit both authors and our journal’s sustainability.
The Journal of Knowledge Management Practice upholds the principles of open access and aims to provide equitable opportunities for authors. The journal does not implement a “submission fee” or “publishing fee”
Editorial Board
- Dr. Indra Abeysekera, University of Sydney, Australia
- Dr. Jeffrey Alstete, Iona College, USA
- Dr. Mohammad Nazir Ahmad, Universiti Teknologi Malaysia, Malaysia
- Dr. Mohammed Arif, The British University in Dubai, United Arab Emirates
- Dr. Zane Berge, University of Maryland, USA
- Dr. Abdus Chaudhry, Nanyang Technological University, Singapore
- Dr. Elayne Coakes, University of Westminster, UK
- Dr. Robert Cross, University of Virginia, USA
- Dr. Stafford Cuffe, CUFFE & Associates Inc., USA
- Prof. Suash Deb, C.V. Raman College of Engineering, India
- Mr. Leif Edvinsson, Universal Networking Intellectual Capital, Sweden
- Dr. Nabil Elias, The University of North Carolina Charlotte, USA
- Dr. Christian Fuchs, University of Salzburg, Austria
- Dr. Robert Garratt, Organisational Development Limited, UK
- Dr. Andrew Goh, International Journal of Applied Knowledge Management, UK
- Dr. Abdelkrim Hamou-Lhadj, Cognos Inc., Canada
- Dr. Indra Abeysekera,
- Dr. Jeffrey Alstete,
- Dr. Mohammad Nazir Ahmad,
- Dr. Mohammed Arif, The
- Dr. Zane Berge,
- Dr. Abdus Chaudhry, Nanyang Technological
- Dr. Elayne Coakes,
- Dr. Robert Cross,
- Dr. Stafford Cuffe, CUFFE & Associates Inc.,
- Prof. Suash Deb,
- Mr. Leif Edvinsson, Universal Networking Intellectual Capital,
- Dr. Nabil Elias, The
- Dr. Christian Fuchs,
- Dr. Robert Garratt, Organisational Development Limited,
- Dr. Andrew Goh, International Journal of Applied Knowledge Management,
- Dr. Abdelkrim Hamou-Lhadj, Cognos Inc.,
- Dr. Paul Jackson, Edith Cowan University,
- Dr. Priti Jain,
- Dr. Eugene Kowch,
- Dr. Georg von Krogh,
- Dr. Allenna Leonard, The Complementary
- Dr. Baruch Lev,
- Dr. Stefania Mariano,
- Dr. Viju Mathew, Ministry of Higher Education, Sultanate of
- Mr. Steve McKinlay, Wellington Institute of
- Mr. Simon Mills, Bank of
- Dr. Phillip Olla,
- Dr. John Peters, Emerald Group
- Dr. Rajesh K Pillania, Institute for Strategy,
- Dr. Gabriel Ramirez, AIM Consulting Ltd.,
- Dr. Hubert Rampersad, TPS International Inc.,
- Dr. Lewlyn Rodrigues, Manipal Institute of
- Dr. Johan Roos, Imagination
- Dr. Markus Schwaninger,
- Dr. Ramanjeet Singh,
- Dr. David Snowden, The Cynefin Centre,