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Knowledge management has increasingly been regarded as an important research theme in information systems studies, with a substantial accumulated stock of empirical research. The purpose of this paper is to compare and contrast theoretical and methodological approaches to knowledge management in extant information systems studies. In so doing, the author builds a new typology and discusses relevant research questions and fundamental ontological and epistemological assumptions about the nature and study of social sciences, and the nature and scope of organizational knowledge. Previous typologies have tangled together basic assumptions about the nature and study of social sciences and the “transformative” nature and scope of organizational knowledge. The present typology acknowledges that these two dimensions need to be untangled to be able to discriminate and analyze fundamental assumptions that researchers, explicitly or implicitly, adopt in the study of knowledge management and information systems in organizations. This distinction is necessary because the implementation and use of information systems has the potential to enhance, or hinder, the transformative attributes or characteristics of organizational processes. This new typology is used to conceptualize, categorize, and criticize a sample of selected research articles, and to suggest new directions for research.

To identify the general perspectives of library and information science professionals on knowledge management and examine their assessments of its potential values, benefits, opportunities and threats to the profession.

An international survey was conducted using a web‐based questionnaire. The questionnaire targeted LIS professionals around the world, through the use of the IFLA‐L, KMDG‐L mailing lists.

The survey found an increased awareness among LIS professionals of their potential contribution to knowledge management, with a high agreement on its positive implications for both individuals and the profession.

Although the survey was distributed through international mailing lists, it succeeded mainly in obtaining responses from Australia and New Zealand, the USA, the UK, South Africa and Canada. Thus, the findings may have limitations in their generalizability.

Knowledge management is a field with which the LIS community is already familiar. Despite its wide impact on many aspects of the profession, the wider ramifications of the relationship between the two as yet remain unclear. The paper attempts to contribute to further understanding of these ramifications.

The main aim of this study is to provide a framework for technology-based factors for knowledge management in supply chain.

This is an applied research and has been done as a survey in Iran Khodro and Saipa Company as the largest companies in automotive industry of Iran. In this study, 206 experts participated. Reliability methods were Cronbach’s alfa, and validity tests were content and construction analyses. In response to one main question and three sub-questions in this research, first and second confirmative factor analysis were used.

In this research, after a literature review, a comprehensive framework with three factors is presented. These factors are information technology (IT) tools, information systems integration and information security management. The findings indicate that the first framework in supply chain of the automotive industry has a good fitness and perfect validity. Second, in this framework, factors have also been considered based on importance. The technique of factor analysis was given the highest importance to the information systems integration. Then, IT tools and, ultimately, information security management are considered. In addition, findings indicate that information systems integration has the highest correlation with IT tools.

The main innovation aspect of the research is to present a comprehensive framework for technology-based factors and indices for knowledge management in supply chain. In this paper, in addition to presenting a grouping for IT tools for knowledge management processes in supply chain, key indices for information systems integration and information security management are also referred.

The purpose of this article is to investigate data, information and knowledge in regional innovation networks. Emphasis has been put recently on regional innovation systems, where various actors are involved in innovative processes. The article responds to the need to study matters related to knowledge management and information quality in such environments.

Regional innovation networks and data, information and knowledge as well as research on them are discussed at a theoretical level. An existing innovation network of the Lahti region, Finland, was utilised as a pilot environment when building the knowledge management framework that is introduced. The framework is based on established knowledge management literature and practice.

The results confirm that the aspects of data, information and knowledge need to be addressed systematically in regional innovation networks. They are intertwined with knowledge management and network management. The knowledge management framework introduced incorporates, apart from information quality considerations, future‐oriented self‐transcending knowledge as well as knowledge vision and knowledge assets. Considerations of absorptive capacity and information brokerage in the regional knowledge environment are emphasised.

The limitations of the framework will be assessed in future studies. This will also improve understanding of practical implications. Research implications are related to data, information and knowledge quality – as well as absorptive capacity between the two subsystems of the regional innovation system.

The article combines in a novel way research fields that have previously barely been combined – information quality, knowledge management and regional innovation networks. It provides new insights into a societally important theme and shows possible avenues of further research.

The purpose of this paper is to propose information leadership as a concept for describing the activity of leading information processes in organisations and in the society, and consequently, to distinguish and articulate the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures.

To complement the earlier observations of the usefulness of making an analytical distinction between information and knowledge, and management and leadership within information management/knowledge management, this paper posits that it is useful to distinguish information and knowledge leadership as two separate yet inherently connected processes of orchestrating respectively information infrastructures and resources, and the processes of knowing in an organisation.

This paper defines information leadership as the leadership of information resources and infrastructures in contrast to the leadership of social knowledge processes, knowing and organisational learning. The distinction helps to explicate the informational premises of knowledge in organisations, articulate the difference of the infrastructural and social forms of leadership and to be more explicit about the respective consequences of information and information infrastructures and knowledge held and practised within an organisation and on its boundaries.

The concept of information leadership can be used both for describing the activity of leading the development and using information resources and infrastructures in organisations, and for articulating the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures.

To the knowledge of the authors, this is the first time information leadership is defined comprehensively in the context of information and knowledge management and specifically in relation to knowledge leadership.

This paper aims to discuss some of the debates that have surrounded knowledge management as a field since its inception in 1990s from the perspective of the dilemmas that they have raised regarding: the notion of knowledge management as a field in relationship to other cognate fields such as information management, and the implications introduced by different approaches and perspectives on managing knowledge.

Problems and dilemmas brought about by the contribution of the following perspectives and strands of literature on knowledge management are discussed: organisational behaviour perspectives; strategic management perspectives; and economic‐ and accountancy‐based perspectives.

The explicit aim attributed to knowledge management by many authors of managing the transfer of tacit knowledge into explicit knowledge raises dilemmas that are re‐enacted and reconstructed in the above key approaches to knowledge management.

Beyond focusing on the classical debate on the nature of knowledge and whether it can be managed, these dilemmas offer avenues for reconsidering both the conceptual apparatus and the practical organisational intervention methods inherent to this field; this implies adopting different views and professional practices over what we understand by management, strategy, measurement and evaluation.

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

The purpose of this paper is to review the approaches of international organizations to fostering knowledge management.

Two different approaches are used: First, presenting case studies on the United Nations Development Programme, the UN Economic Commission for Asia and the Pacific, the World Bank, the International Atomic Energy Agency, the OECD and the European Commission. Second, evaluation of the progress of the respective approaches by using common test criteria for knowledge management implementation established in the literature.

It was found that all the institutions covered in this contribution have passed the stage of information management and have put active knowledge management systems in place. However, a structured and systematic management of implicit and external knowledge can be found to a lesser extent. Only a few international organizations like UNDP or the World Bank have pushed their knowledge management systems to integrate both internal and external, explicit and implicit knowledge. The results show clearly that most international organizations still show much room for improvement regarding their information and knowledge management system.

The study was the first of its kind to look into information and knowledge management in international organizations. The contribution can be used as a starting‐point for further in‐depth work and as a blueprint for designing knowledge management systems in other international bodies.

The findings from the study may be used by various practitioners including knowledge managers in international organizations, knowledge management professionals and university researchers.

The paper represents the first documented attempt to review information and knowledge management in international organizations.