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Among the tools that knowledge management (KM) now deploys to assess its state of development are those surveys which determine current practice, establish benchmarks and offer a quantitative/qualitative description of what occurs “in reality”. The premise of this paper is that a competent analysis of survey research in any domain opens a window on the thinking that the field has on itself. Reports a research program which identified surveys that have been conducted in KM between 1997‐2001, analyzes these surveys for the themes that form their conceptual foundations, and determines through thematic deconstruction the topics that appear to be major and minor preoccupations in KM. This developed a framework of six bipolar dimensions that account for all the organizing logics employed in the group of surveys. Presses this framework against previous research in which Despres and Chauvel identified the structuring devices used in conceptual models of KM. Concludes by making projections for future thinking in KM given the view it appears to be taking on itself.

This article reviews developments in the field of applied knowledge management dating from 1990 and argues that a fragmented mosaic of programs and problematics currently exists, at various levels of incompatibility. Using a software product, we map the information space around applied knowledge management as an illustration of this basic fact. We then describe a research program that extends this logic and develop a model on four dimensions that appears to order the various programs, practices and processes in this divergent field. Implications for managers of knowledge management initiatives are discussed, and avenues for future research suggested.

This research sought to identify the best strategy for avoiding corporate amnesia in the context of the Industry 5.0 and an aging society.

To achieve this goal, a multi-phase methodology based on analytic network process was proposed and tested in one of the biggest companies in the bakery industry.

The results highlight that online communities of practice and storytelling are the best way to avoid corporate amnesia. The most important factors are commitment, work satisfaction and organizational culture. Commitment and work satisfaction also enhance the use of online communities of practice, while work satisfaction and organizational culture foster the use of storytelling.

This article proposes a nexus between knowledge management and operations management. This research also presents a decision-making tool that can help managers determine the most appropriate strategy for avoiding corporate amnesia.