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This paper makes the case that modern knowledge management (KM) is inseparable from a consideration of technology. While recognizing that there are many non‐technological facets to KM research and practice, it takes issue with the perspective proposed by some that knowledge management has little or nothing to do with technology. Similarly, the perspective that equates knowledge management with information management is challenged.

The research method involves an analysis of the contrasting perspectives to show that each has blind spots that obscure a clear vision of the relationship between computer‐based technology and knowledge management. Building on the ideas of Newell, van Lohuizen, and others, the research advances an alternative perspective to overcome limitations in the other two.

The KM perspective introduced here neither dismisses technology nor identifies with it. From this perspective, this paper develops the contention that modern KM has been tremendously enriched by advances in computer‐based technology (CBT), discussing several specific examples. Moreover, this paper concludes that CBT needs to be grounded in a clear, deep consideration of knowledge management.

As this is a relatively new perspective, the full extent of its utility will unfold over time as it is adopted, used, and extended. KM researchers can adopt this perspective to guide the conception and design their research projects. Moreover, several implications for business computing systems researchers are outlined.

The new perspective offers students and practitioners a middle‐ground between two extremes for framing their understanding and observation of KM and CBT phenomena.

Both research and practice are shaped by the conceptions that underlie them. The paper furnishes a fresh, inclusive conception of the relationship between KM and CBT.

To provide an interesting approach for determining interval measures, through the analytic hierarchy process, for integration with social network analysis for knowledge mapping in organizations.

In order to develop improved organizational and business processes through knowledge management, a knowledge audit should be conducted to better understand the knowledge flows in the organization. An important technique to visualize these knowledge flows is the use of a knowledge map. Social network analysis can be applied to develop this knowledge map. Interval measures should be used in the social network analysis in order to determine the strength of the connections between individuals or departments in the organization. This paper applies the analytic hierarchy process to develop these interval measures, and integrates the values within the social network analysis to produce a meaningful knowledge map.

The analytic hierarchy process, when coupled with social network analysis, can be a useful technique for developing interval measures for knowledge‐mapping purposes.

The analytic hierarchy process may become tedious and arduous for use in large social network maps. More research needs to be conducted in this area for scalability.

As social network analysis is gaining more prominence in the knowledge management community, the analytic hierarchy process may be able to provide more valuable measures to determine the strengths of relationships between actors than simply using ordinal numbers.

Coupling the analytic hierarchy process with social network analysis provides a novel approach for future knowledge‐mapping activities.

Knowledge sharing (KS) processes in knowledge‐intensive organizations (KIOs) need to be understood with regard to not only the important role information technology (IT) plays but also human factors. This research aims to describe the human factors that influence KS and to propose an explanatory model.

Beginning with a critical review of the most recent KM literature, this research developed key components of successful KS in both knowledge provider and knowledge recipient roles played by the participants of virtual communities of practice (VCoPs). It developed a KS model that was validated through an empirical quantitative and qualitative research at the Laurea Lab in Finland.

This paper's main finding is an empirical validation of a model for KS in KIOs.

Primary data were collected from only one institution. This may limit the scope of generalisation of findings. It is therefore necessary to conduct this study in other KIOs.

This research provides a few practical managerial implications. Managers of VCoPs in KIOs should be aware of the role IT and human factors play in KS processes.

This research proposes a model which incorporates both the knowledge provider and the knowledge recipient roles played by participants of VCoPs in knowledge‐sharing organizations. This model may be used to evaluate the functioning of VCoPs.

To provide executives and scholars with pragmatic understanding about integrating knowledge management strategy and technologies in business processes for successful performance.

A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology‐push models with proposed strategy‐pull models. The framework explains how the “critical gaps” between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models. Illustrative case studies of real‐time enterprise (RTE) business model designs for both successful and unsuccessful companies are used to provide real world understanding of the proposed framework.

Suggests superiority of strategy‐pull models made feasible by new “plug‐and‐play” information and communication technologies over the traditional technology‐push models. Critical importance of strategic execution in guiding the design of enterprise knowledge processes as well as selection and implementation of related technologies is explained.

Given the limited number of cases, the framework is based on real world evidence about companies most popularized for real time technologies by some technology analysts. This limited sample helps understand the caveats in analysts' advice by highlighting the critical importance of strategic execution over selection of specific technologies. However, the framework needs to be tested with multiple enterprises to determine the contingencies that may be relevant to its application.

The first comprehensive analysis relating knowledge management and its integration into enterprise business processes for achieving agility and adaptability often associated with the “real time enterprise” business models. It constitutes critical knowledge for organizations that must depend on information and communication technologies for increasing strategic agility and adaptability.

This paper aims to improve understanding of knowledge‐sharing (KS) processes that occur in Immersive Virtual Worlds (IVW), which offer much richer opportunities for KS than standard text‐based environments.

Starting with a systematic literature review of the most recent trends in knowledge‐sharing and virtual worlds, this research investigates potential factors of KS in IVW. A conceptual model was developed and empirically validated.

The rich environment provided by IVW results in higher levels of KS but a sense of community and other motivations for KS in IVW is the same as in standard virtual environments. The validated research model that explains the interaction of the motivating factors with KS is presented.

Primary data were collected from only one group in one IVW. This may limit the scope of generalisation of findings. It is advised that this study should be conducted with a number of immersive virtual communities or practice (IVCoP) in a variety of virtual worlds.

Owners and managers of IVWs should promote perception of community, trust and reciprocity, as they are very important for keeping and growing virtual communities in immersive environments. Concurrently it is necessary to ensure that the amount of social part introduced is in line with the goals of the community.

This research proposes a model for knowledge sharing in virtual communities of practice (CoP) in immersive virtual worlds (IVW). It may be used to evaluate the functioning of such communities of practice. It also suggests methods of research in such an environment.

Quantity surveying firms are characterized by their professional identity and knowledge‐driven nature; knowledge is crucial to their success in the competitive and dynamic business environment. As knowledge management is still in its infancy in the construction industry and structured knowledge management processes have not yet been adequately deployed in the surveying discipline, this research seeks to focus on the implicit knowledge management processes being undertaken in professional quantity surveying firms in Hong Kong.

A framework of knowledge processes was developed from a detailed literature review in an attempt to enhance the knowledge flow in Hong Kong professional quantity surveying firms. The applicability and validity of the framework were verified by quantitative research methods. Based on the proposed process model, a questionnaire survey was then conducted to study the opinions of professional quantity surveyors on the details of these processes; the questionnaire was returned with a response rate of 42.6 percent out of 260.

From the findings of the questionnaire survey, the research confirms the six knowledge management processes in quantity surveying firms, namely acquisition, creation, storage, distribution, use, and maintaining. There is a general lack of specifically assigned staff for knowledge acquisition from external sources, knowledge acquisition having an overall mean value marginally below the passing point, and a relatively low reliance on external knowledge by these firms.

The paper unravels some of the mysteries and difficulties of transferring knowledge both within and across projects. The findings can equally be applied in other project‐based industries.

A clear policy/strategy governing the ways in which knowledge should be handled is far from prevalent in Hong Kong quantity surveying firms. The appointment of managers for knowledge aspects was only carried out by one third of the responding quantity surveyors. Despite the absence of such an appointment and policy, nearly half of the responding quantity surveyors can seek the necessary knowledge when they need it.

Although the study applies uniquely to quantity surveying professional services firms and may not yield an evaluation that is comparable with previous studies, it is hoped that the same survey instrument can be applied to other types of project‐based professional services organizations in order to find out whether there are differences among different professions in terms of how they manage their organizational knowledge. In addition, these future studies can offer a benchmarking effect to firms providing customized professional services to clients.

The purpose of this paper is to discuss the construction of the theoretic model of systematic knowledge creation in the healthcare process according to professionals' collaboration using clinical‐pathways.

Healthcare is a knowledge‐intensive service conducted by professionals. A clinical‐pathway is an effective tool in the knowledge management aspect of this service. The theoretic model of the medical knowledge management which used the clinical‐pathway from case studies in two hospitals is constructed.

The theoretical model shows the interaction between explicit knowledge and tacit knowledge in the healthcare process using clinical‐pathways. This theoretical model is a knowledge creation model which creates new knowledge continuously. Therefore, the clinical‐pathways are suggested as an effective tool for knowledge management in healthcare.

Promotion of knowledge communication between healthcare professionals by clinical‐pathways activities is important for excellent healthcare management.

This paper will be valuable for sustained improvement of healthcare quality by knowledge management with clinical‐pathways. In this paper, the detailed theoretic model which explains medical knowledge management with clinical‐pathways has been constructed.

The objectives of this research are to ascertain the current status of, and barriers to, knowledge and information sharing; to elicit suggestions for improvement; and to determine whether the situation is different from that experienced by organizations operating in an average business environment.

The approach adopted was a survey conducted within the New Zealand Defence Force, for the purpose of obtaining a deeper understanding.

It was found that much similarity existed between the two types of organizations except that the organization operating in a closed information environment presented as an extreme example of an average organization. In particular, the requirement to maintain high security yet encourage the free flow of knowledge and information presents a considerable challenge.

The paper presents some insights into an area about which very little is known and which is, by its nature, difficult to research. It shows how closed information environment organizations could provide insights and examples for those operating in the average business environment. When consequences are more critical, practice will become more finely honed.

To propose an infrastructure of a knowledge‐based system to capture and maintain the procurement information and purchasers' knowledge, regarding how to choose partners in the supply chain network, with the adopting of the neural networks that mimic the operation of human brain to generate solutions systematically.

The proposed system encompasses hybrid artificial intelligence (AI) technologies, Online analytical processing (OLAP) applications and neural networks.

Be able to capture the procurement data and vendors' information that are generated in the workflows to ensure tthat he knowledge and structured information are captured without additional time and effort. Recognizes the void of research in the infrastructure of the hybrid AI technologies for knowledge discovery.

Neural network does not have the sensibility characteristic of the purchasing staff, it is not able to identify the environment changes, which need to re‐adjust the output to fit the environment.

The proposed system obtains useful information related to the trend of sales demand in terms of customer preference and expected requirement using the OLAP module and then based on this information, the neural network provides recommendation related to the supported suppliers that are capable of fulfilling the requirements.

This paper proposes a knowledge‐based system that offers expandability and flexibility to allow users to add more related factors for analysis to enhance the quality of decision making.

Criminal elements in today's technology‐driven society are using every means available at their disposal to launder the proceeds from their illegal activities. While many anti‐money laundering (AML) solutions have been in place for some time within the financial community, they face the challenge to adapt to the ever‐changing risk and methods in relation to money laundering (ML). This research seeks to focus on ML control and prevention, which aim to automate the monitoring and diagnosing of ML schemes in order to report suspicious activities to banks.

The research adopted the technology of intelligent agents to provide a more adaptive, flexible, and knowledge‐based solution for AML.

Based on the analysis of monitoring, diagnosing, and reporting of ML activities occurring in electronic transactions, several types of intelligent agents are proposed and a multi‐agent framework is presented for AML. Furthermore, business knowledge such as business rules and strategies are extracted from AML practice, and applied to the design of individual agents to make them act autonomously and collaboratively to fulfil the goal of ML detection.

The proposed multi‐agent framework is a stand‐alone system, which can be integrated by banks to combat ML. Although it is a uni‐bank framework at present, it can be extended to multi‐bank application in the future.

The research explores the approach of applying an intelligent agent for knowledge‐based AML in an electronic transaction environment for banks. By separating business logic from the business model, such a business‐rules approach can enhance the flexibility and adaptability of the agent‐based AML system.