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Intranets are frequently promoted as a route towards the sharing of knowledge in organisations. Experience demonstrates, however, that many intranets were launched without clear objectives or strategy and have evolved in an ad hoc manner, resulting in systems with limited relevance. This article is in two parts. Drawing on data collected through a survey of the use of intranets in several corporations and international organisations, the first section provides an overview on how intranets are currently being used. The second part discusses good management practices for the development of effective intranets which stimulate knowledge sharing and the role they could play in facilitating knowledge management initiatives.

Executives in large organizations know that they must develop better techniques to manage their greatest asset: knowledge. Organizations currently create and maintain knowledge in isolated systems targeted at specific workgroups. For users outside the workgroup, that knowledge is virtually invisible. Vendors of all manner of tools, from intranet development tools to document management systems to search engines, are calling their products Knowledge Management systems, without regard to what that means. Without new technologies to create revolutionary change in the way knowledge workers create, communicate and manage information, a Knowledge Management system has little chance of improving enterprise knowledge sharing. This paper explores the concepts and technologies associated with an effective Knowledge Management system.

This paper aims to explore Castells’ proposition that the innovation process is being progressively intensified by developments in technological and organizational forms – that knowledge is being applied to the generation of knowledge. The paper focuses on the emergence and implementation of knowledge management (KM), and its particular application in Ebank. A global approach to KM focussing on intranet technology proved unsuccessful. In explaining this outcome, the paper focuses on the constraints posed by the social embeddedness of knowledge as having a crucial effect. In this case, such embeddedness seemed to be linked to the lack of extensive intra‐organizational networks and the disparate identities developed by the different business units of the firm. These findings highlight several implications for KM's role in the innovation process.

The purpose of this paper is to analyse the benefits and challenges of using a wiki as an intranet/content management system in a company.

Combined with elements of action research, a longitudinal case study of implementing a wiki in a department of a Slovenian company was conducted. Interviews, surveys and a log analysis were used for the data collection. The Delone and McLean information systems success model was the underlying theoretical approach to explore the information, systems and service quality.

While a wiki may bring important benefits and change to a company's information/knowledge management, the main challenges remain the same as with earlier technological solutions. Additional problems arise due to cultural issues, the lack of control over quality and the fact that service quality largely depends on the users.

A single case study within one company was conducted.

The findings are important for any manager or developer intending to implement a wiki as an intranet solution as they identify and classify potential challenges.

As one of the first longitudinal case studies of implementing a wiki, several new challenges of Web 2.0 applications and of creating online environments for knowledge sharing are identified, while well‐studied problems concerning other projects seeking to develop information systems also apply. A novel extension to the Delone and McLean model is proposed.

The establishment of a learning culture supported by powerful knowledge systems can transform the rate and quality of learning. Those factors key to the learning culture not only help accelerate the rate of learning and knowledge creation, they also provide a solid foundation for building meaning and motivation in the workplace. A case study is presented describing how Action Learning, supported by an intranet knowledge system (Open Learning Centre), provides the means to capture and leverage knowledge as well as contributing to skills development.

Since the execution of National Health Insurance system in Taiwan, the competition of medical industry is becoming more and more severe. The ways the hospital operate knowledge management (KM) concept, combine current human resources and professional knowledge by information techniques and upgrade the competitiveness through reinvention of organizational culture have become the important issues. This research is based on the relationship between KM and organizational operation, integrates the characteristic of medical institutions and framework of medical knowledge cycle and starts the research subject by questionnaires from three dimensions: current situation of KM construction in medical organizations, executive effect of KM activities and the challenges faced by KM; subsequently, from qualitative interview, this research attempts to understand how a medical organization executes and adjusts in the consideration of theory and reality as well as quality and costs when actually operates the organization. This research accesses to KM system application of medical institutions and the empirical executive benefits and difficulties through questionnaires. The research results are as follows: (1) having initial understanding toward current KM establishment of medical institutions; (2) confirming the most important items of KM establishment of medical organizations; (3) understanding the most difficulty which the medical organizations encounter when executing KM; (4) establishing medical knowledge cycle figure of the hospitals receiving interviews. Through case interview, this research profoundly accessed to the actual operation of KM application of medical organizations. The target hospitals intended to try many medical KM measures; however, during to complicated hospital organizations and cultural characteristics, the promotion was not successful and the results were not apparent. The most difficulty was to change the employees’ behavior. The targets believed that only the continuous promotion of KM can allow it to be an important aspect of organizational culture and the competitiveness could constant be upgraded.

The results of a research project dealing with knowledge management in project environments and the capability to transfer knowledge across projects teams are presented. A key distinction is made between generic project knowledge (kernel knowledge) and specific project knowledge (ephemeral knowledge). For each type of knowledge, knowledge management benchmarks are described and discussed. The empirical data used in this paper was collected from companies of various sizes operating in the manufacturing, construction and service sectors.

Information systems security management is a knowledge‐intensive activity that currently depends heavily on the experience of security experts. However, the knowledge dimension of IS security management has been neglected, both by research and industry. This paper aims to explore the sources of IS security knowledge and the potential role of an IS security knowledge management system.

The results of this paper are based on field research involving five organizations (public and private) and five security experts and consultants. A model to illustrate the structure of IS security knowledge in an organization is then proposed.

Successful security management largely depends on the involvement of users and other stakeholders in security analysis, design, and implementation, as well as in actively defending the IS. However, most stakeholders lack the required knowledge of IS security issues that would allow them to play an important role in IS security management.

In this paper, the knowledge management aspect of IS security management has been highlighted. Moreover, the basic sources of security‐related knowledge have been identified and a model of IS security knowledge has been created. Also, the activities to be supported by a security‐focused KM system have been identified. Thus, the basis for the development of specialized security KM systems has been set.