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The purpose of the study is to investigate the tools/technologies that would be of value to libraries as they implement knowledge management (KM) and to map these to different phases of the KM cycle.

Models of the KM cycle and theories related to information technology (IT) adoption were reviewed, along with tools/technologies for collaboration and KM. A theoretical “model for KM tools and their adoption in libraries” was arrived at.

It was found that there is no single set of tools that would be applicable to everyone or across libraries. In addition, technology is just an enabler for KM. Therefore, a comprehensive set of tools, both physical and technological, is presented.

The paper provides a practical, one-stop place for librarians to decide on KM methods and tools based on their unique environments. The proposed model for KM tools should guide further research.

Most studies on KM have been outside libraries. Of all KM tool studies, there is a lack of a single paper that puts together the majority of tools/technologies (whether IT or non-IT-based) that would help library staff make informed decisions. The primary research contribution is a model for KM tools and their adoption in libraries.

The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and present a framework in which the failure factors are linked to the different stages in the cycle of KM implementation.

“Grounded theory” as a qualitative research technique has been applied to explore the main failure factors. Data was collected reviewing scholarly articles containing KM case studies (failure in KM implementation) and after an in-depth study – applying grounded theory method – the results of main critical failure factors categorized and analyzed in specific stages of implementing KM systems.

Through review and analysis of ten case studies, two main results were obtained. First, the main critical failure factors of KM projects were identified. Second, identified critical failure factors were traced along the KM implementation cycle. A framework is proposed that shows the critical failure factors' effect in each specific stage of the KM cycle.

The results of this research are generalized based on cases from prior literature. However, the authors have tried to be as inclusive as possible to ensure a representative sample of reported KM failures. In addition, organizations do not provide accurate reports of failure in their projects because of their policies, the image of their organization, and privacy, which could affect the identification of all failure factors.

The findings are incorporated into a framework of failure factors in KM projects and the proposed framework can help practitioners in organizations to avoid factors that lead to the demise of KM systems in each stage of the KM project development cycle. This multi-case study research and its suggested framework are also useful for academics to gain a comprehensive view of KM critical failure factors for future studies.

To the authors' knowledge this study is the first of its kind to provide an integrated perspective of critical failure factors for the implementation of KM through the inspection of ten case studies and maps the failure factors on KM implementation cycle. It provides valuable information and guidelines that will hopefully pave the way for managers to avoid failure in implementation of a KM.

The purpose of this paper is to investigate the effect of organizational elements and the performance of knowledge management (KM).

The results of a research project dealing with the effect of organizational elements and the performance of KM are presented. Seven main independent variables were identified – organizational culture, organizational structure, technology, human resources, transparency of documents, flow of information and communication, and training – and these were tested against creation, dissemination and store of knowledge, together with implementation of KM (cycle of KM) using the multi‐variable regression test. As an empirical study, the Ministry of Labour of Iran was chosen for a case study. The empirical data used in this paper were collected through a questionnaire survey.

The results reveal that four of the independent variables have impact on the cycle of KM. Although only some of the independent variables have impact on the effective management of knowledge, other variables should not be ignored totally, as they are still very important for some organizations.

The paper presents a KM model for public administration, illustrating the case of the Ministry of Labour in Iran.

There is controversy about the role information technology (IT) should play in knowledge management (KM) spanning extremes that either overvalue or undervalue IT's role. This study recognizes the balance required between the two extremes and aims to present a KM process and a three‐dimensional model to assist in identifying opportunities in which IT can effectively facilitate KM practices.

Through a synthesis of KM literature the paper developed a KM process that consists of identification of classifications of knowledge and their particular value to an organization, sources of knowledge, and application opportunities. It developed a three‐dimensional model consisting of KM life cycle, KM level, and KM objectives to assist in identifying the most effective IT application opportunities.

Current IT infrastructures provide support for the organization, formalization, and distribution of organizational knowledge. However, there are relatively few applications that perform the generation, application, and evolution of organizational knowledge. The paper describes a distributed simulation prototype system that demonstrates the potential ability of IT to perform these important KM activities and contribute to the effective facilitation of KM.

This study is by no means exhaustive, but is intended as a starting point to explore opportunities in which IT may be most effective in realizing the goals and objectives of KM.

The proposed KM process guides knowledge workers toward a systematic understanding of how to view the use of IT in the most effective way to achieve organizational objectives and goals. The model permits them to assess how they are currently using IT for KM and where they may either leverage their current IT infrastructure or develop focused IT applications to achieve benefits through better use of IT in facilitating knowledge management. The Navy planning system described demonstrates one such application.

The borderless global economy has accentuated the importance of knowledge as the most critical source of competitive advantage. Thus, knowledge management (KM) has become a strategic mandate for most world‐class organizations. A key enabler for implementing an effective KM system is advanced information technology (IT). Strategies for developing an enterprise‐wide KM system infrastructure with embedded IT are discussed. In particular, this paper discusses the concept of a KM life cycle – knowledge capture, knowledge development, knowledge sharing, and knowledge utilization, and how applications of new IT support each step of the KM practices within and between organizations is suggested.

This paper aims to determine whether the implementation of knowledge management (KM) is linked to e‐business performance and to identify the nature of the relationship existing in the different components of knowledge‐sharing and application and internet‐based KM.

This paper establishes a new model of the practices and results of the KM which has been tested in European companies. For that purpose, a structural equation modelling analysis was used.

The results show that product innovation and external employees’ access to databases have a strong positive effect on the maximization of internet‐based KM and that internet‐based KM has also a positive impact on e‐business performance.

Limitations of this study include the need for more research into the KM cycle. This paper contributes to the research on this topic with new evidence in a broad sample.

These results point to KM's usefulness in improving every day e‐business processes. Therefore managers should be aware of these benefits.

The present study advances knowledge on the nature of the relative importance of different components of internet‐based KM as drivers of e‐business performance.

The COVID-19 pandemic disrupted travel patterns, use of space and modal choice. Cities took actions in a way they did not before, trying to accommodate economic and travel needs with the goal of reducing the spreading of the virus. Active travel (AT) played an important role in accommodating travel needs and in increasing the resilience and environmental friendliness of the urban transport system. As cities gradually return to their normal life, transport planners must decide which role to assign to AT in future urban plans. In particular, whether to confirm the temporary policies incentivising AT enacted to counteract the reduction in the use of public transport or to return to the previous road space allocation that dedicated considerable urban space to motorised vehicular traffic. After reviewing the empirical evidence on the AT evolution during the various pandemic phases and illustrating the main policies planned and implemented at city level in many countries, this chapter summarises the lessons learnt, derives some policy suggestions, and identifies future research needs.

The purpose of this paper is to develop a new ontology for knowledge management (KM) technologies, determining the relationships between these technologies and classification of them.

The study applies NOY methodology – named after Natalya F. Noy who initiated this methodology. Protégé software and ontology web language are used for building the ontology. The presented ontology is evaluated with abbreviation and consistency criteria and knowledge retrieval of KM technologies by experts.

All the main concepts in the scope of KM technologies are extracted from existing literature. There are 241 words, 49 out of them are domain concepts, eight terms are about taxonomic and non-taxonomic relations, one term relates to data property and 183 terms are instances. These terms are used to develop KM technologies’ ontology based on three factors: facilitating KM processes, supporting KM strategies and the position of technology in the KM technology stage model. The presented ontology is created a common understanding in the field of KM technologies.

Lack of specific documentary about logic behind decision making and prioritizing criteria in choosing KM technologies.

Uploading the presented ontology in the web environment provides a platform for knowledge sharing between experts from around the world. In addition, it helps to decide on the choice of KM technologies based on KM processes and KM strategy.

Among the many categories of KM technologies in literature, there is no classifying according to several criteria simultaneously. This paper contributes to filling this gap and considers KM processes, KM strategy and stages of growth for KM technologies simultaneously to choice the KM technologies and also there exists no formal ontology regarding KM technologies. This study has tried to propose a formal KM technologies’ ontology.

This chapter addresses the economic assessment of health benefits of active transport and presents most recent valuation studies with an overview of progresses made towards the inclusion of health benefits in the cost-benefit analysis (CBA) of active transport.

It is built upon the contracted study for the World Health Organization (WHO) on the economic appraisal of health benefits of walking and cycling investments at the city of Viana do Castelo, the former pilot study in Portugal for evaluating the health benefits of non-motorized transport using the WHO Health Economic Assessment Tool (HEAT). The relative risk values adopted in the HEAT for walking refer to adult population of the age group 20–74 years and the assessment focus in on average physical activity/regular behaviour of groups of pedestrians and all-cause mortality health impacts. During the case study, it was developed and implemented a mobility survey which aimed to collect behavioural data before and after a street intervention in the historic centre.

Most recent appraisal guidance of walking and cycling and health impact modelling studies reviewed confirm that further research is expected before a more comprehensive appraisal procedure can be adopted in Europe, able to integrate physical activity effects along with other health risks such as those related to road traffic injuries and exposure to air pollution.

The health benefits assessment of walking investments helped local decision-makers to progress towards sustainable mobility options in the city. Making the population aware of the potential health benefits of regular walking can encourage more people to uptake active transport as part of their daily activities.

This study provides a useful review of the health benefits of active transport with a comprehensive analysis of valuation studies, presenting value-added information. It then reports a former assessment of the health effects of active transport in the Portuguese context (case study) using the state-of-the-art economic analysis tool (HEAT) of the World Health Organization which is believed to contribute to a paradigm shift in the transport policy and appraisal practice given the need of shaping future cities (and their citizens) for health through more investments in active transport.

This chapter offers insights on how knowledge management (KM) tools and initiatives contribute to successful internal branding. Knowledge management has gained considerable recognition from both business practitioners and academics. However, understanding and implementation of KM practices in relation to internal branding is still a largely unexplored field. The authors, thus, present several models of knowledge sharing and outline their applicability to the field of internal branding. Through a case study of a Finnish multinational company Teleste, this chapter shows the applicability of the presented theories for brand knowledge sharing. The practical case looks at how knowledge sharing helped Teleste in the process of rebranding, particularly when promoting its new brand image within the organization.