10 research articles you should read

This year, I had to create a course in Knowledge Management in Audencia. My first idea was to select articles that students should read. Here is my (subjective) selection:

1. If only we knew what we know: identification and transfer of internal best practices. O'Dell, C., & Grayson, J. (1998) California Management Review, 40(3), 154-174.
2. Balancing act: how to capture knowledge without killing it. Brown, J. S., & Duguid, P. (2000) Harvard Business Review (May-June).
3. Why information technology inspired but cannot deliver knowledge management. McDermott, R. (1999) California Management Review, 41(4), 104-117.
4. Knowledge management strategies: toward taxonomy. Earl, M. (2001) Journal of Mangement Information Systems, 18(1), 215-233.
5. Successful knowledge management projects. Davenport, T., DeLong, D., & Beers, M. (1998) Sloan Management Review, 39(2), 43-57.
6. Organizing knowledge.Brown, J. S., & Duguid, P. (1998) California Management Review, 40(3), 90-111.
7. Communities of practice: the organizational frontier. Wenger, E., & Snyder, W. (2000) Harvard Business Review, 78(1), 139-145.
8. Knowledge management as a doughnut: shaping your knowledge strategy trough communities of practice. Wenger, E. (2004) Ivey Business Journal (January/February).
9. Knowledge management: philosophy, processes and pitfalls. Soo, C., Devinney, T., Midgley, D., & Deering, A. (2002) California Management Review, 44(4), 129-150.
10. Introducing T-shaped managers: knowledge management’s next generation. Hansen, M. (2001) Harvard Business Review, 79(March), 106-116.

Comments

[Jakkard]

Bonjour,cette sélection étant ce qu'elle est, avez-vous un accès qui puisse être communiqué pour au moins quelques uns de ses articles ?

Bonne continuation

[Nicolas]

Alex, you should also select these 3 articles:
- Connect & Develop: inside P&G's new model for innovation, Huston & Sakkab, HBR march 2006, pp58-66
- Getting Right the Second time, Szulanski & Winter, HBR january 2002, pp 63-69
- Your company's secret change agents - Pascale & Sternin, HBR may 2005

[Nicolas]

Alex, you should also select these 3 articles:
- Connect & Develop: inside P&G's new model for innovation, Huston & Sakkab, HBR march 2006, pp58-66
- Getting Right the Second time, Szulanski & Winter, HBR january 2002, pp 63-69
- Your company's secret change agents - Pascale & Sternin, HBR may 2005

[Johan]

I am in the early stages of my cand.merc.dat on CBS in Copenhagen.

I am going to write about KM. You seem to be an expert - so I am looking for advice regarding requiring KM knowledge -in a fast and and efficient way.

I think its important in the beginning to get a holistic view of the different methods and theories. So do you have an overall theory book you can recommend? Or should I just read the ***** stars books you recommend? Or should I start with the 10 articles?

I guess you been throw this process and now knows how to maximize the learning process - I hope you can help me.

Regards
Johan

[Johan]

Do you by anychance have these 10 articles in a .zip I could get...

[Hicham A]

i'm a trainee and working on a project that deals with implementing a KM tool..
Is it possible to have access to these articles

Thank you

[Mina Warid]

I am preparing a report thesis about" KM as a tool for competence development".
Would it be possible to have a reference that I should read in order to have the holistic view?
Thank you, Mina

[Aguilar Dominique]

DAGR Dominique Gestionnaire des Connaissances pendant 18 mois et responsable d'un projet "CFT" (Capitalisation-Formalisation-Transmission) je trouve très intéressant tout ce qui a été dit
précédemment et je conclue que l'important est de donner envie aux managers et aux décisionnaires d'intégrer cette nouvelle fonction dans le quotidien de chacun, au même titre que
la Qualité, la Méthode et le respect du Client ; avec en sous-jacent bien entendu, l'attribution d'un budget de fonctionnement et une certaine capacité d'investissement pour des outils
de recherches rapides de données (Moteur)
J'ai travaillé à la définition d'une méthodologie de gestion des connaissances qui propose, voire impose aux managers d'enrichir tous les jours la base de connaissances.
Il est fondamental à mon sens que cette gestion des connaissances soit basée sur le donnant/donnant.
Je te donne de mon temps pour alimenter la base de connaissances et le Gestionnaire des Connaissances construit un système, un processus d'acquisitions et de restitutions,
transmissions des connaissances pour faire gagner du temps aux managers.
A cette seule condition , la fonction de Knowledge Manager sera pérenne.
De plus, en incluant le volume et la pertinence des informations transmises dans la base de données dans un système d'intéressement personnel, les managers auront à coeur de
transmettre.