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Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success.

This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase.

This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success.

The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment.

The purpose of this paper is to empirically assess the importance of knowledge management (KM) for sustainable development. Two main hypotheses about the critical success factors of knowledge and technology contribution to sustainable development are tested.

The research is carried out using surveys and interviews among a KM/integrated information and communication technologies (IICTs) sustainable development community.

Results show that KM is critical for innovation, prioritization and efficient use of resources. A significant linear association between IICTs and KM across time and geography is detected. IICTs improve the quality of shared decision making in inter‐ and intra‐organizational settings. Paradoxically, IICTs lead to information overload, and digitization leads to knowledge dilution “de‐contextualization”. Nevertheless, these drawbacks are outweighed by the multitude of the converged technologies benefits.

There is a limited amount of data subjected to the statistical analysis. This may skew some of the results, and inflate the experimental error. However, the limited data are due to the restricted targeted population itself.

The results in this paper led to the proposal of the knowledge iterative supply network (KISN) framework, which describes knowledge lifecycle that lessens technology negative impacts. This would be a valuable roadmap for KM practitioners who are planning to deploy KM technology for supporting sustainable development.

Intellectual capital (IC), knowledge management and intangible assets are important factors in determining the value of an organization, as reflected in the growth of the knowledge management industry. There is however, a lack of effective measurement techniques to specify and optimize the value of IC. This paper presents a detailed review of existing techniques and establish the need for a more comprehensive approach. The proposed framework addresses IC valuation issues across the IC cycle. People, process, and technology are measured and correlated in the final step with social and financial measures, thus providing a new framework.

The purpose of this scoping literature review was to identify and consolidate all available theories and methods for cold case homicide evaluation, solvability and priority ranking that would serve to guide a broader exploratory study and future research.

The paper presents the findings of a scoping literature review. The review forms part of a broader exploratory study. The scoping literature review sought to identify reported evidence from the extant literature in identifying and defining key concepts relevant to cold prioritisation. It also sought to identify any knowledge gaps relevant to the scoping review question.

The review suggested that internationally, there is a wide variance and inconsistency in the processes, methods and criteria used by policing agencies to evaluate and prioritise cold cases for investigation. Despite this, there were four themes that could be regarded as [parameters for future cold case research: cold case evaluation and review, prioritisation methods, solvability and prioritisation systems and tools. The review revealed several gaps in the literature. No papers could be found discussing the allocation of individual priority rankings based on any kind of weighted criteria system or model. Further, no information could be found in the available literature on any automated systems, online tools, algorithms, or applications utilised when evaluating or prioritising cases.

The research results are limited in that it is possible that relevant extant literature exists that was not discoverable using the scoping review search strategy.

The paper is a part of a broader exploratory study that seeks to develop a framework for cold case prioritisation that, in a time where public scrutiny has increased, has increased transparency with clearly articulated criteria for evaluation and process.

This paper assimilates the extant literature associated with cold case evaluation and prioritisation and presents a summary of themes and gaps in knowledge that informs future research.

This paper aims to explore knowledge work waste and defines the priorities for enhancing performance and productivity in policing and prosecution services (PPS), especially in the crime investigation process (CIP).

Using the analytic hierarchy process (AHP), a case study of a Norwegian police district is examined to identify and prioritize the most performance-vulnerable crime investigation unit, using the adapted knowledge work waste as the performance metric.

Nine waste categories and 15 subcategories are identified and understood within a two-dimensional network of managerial and operational waste adapted for the PPS. The AHP helps classify levels of priority for each knowledge work waste and orderly prioritization of crime investigation units.

The findings have limited generalizability, as they are based on a single Norwegian police district. This warrants research on the wider applicability of the adapted waste categories and approach.

This study can support public managers in implementing lean thinking and identifying the most prominent wastes in a complex system. In this context, processes and operations are among the factors dominated by knowledge work and are dependent on multiple stakeholders, cross-functional activities and interdisciplinary collaboration, which is more challenging to measure systematically and quantitatively than in a manufacturing environment.

This study contributes to the gap in lean thinking literature by advancing the knowledge on the adaptation and application of the foundational principles of lean thinking in the PPS and CIP.

Knowledge retention is becoming a main challenge in many countries, as knowledge becomes a main asset of organizations. The research questions the challenge of how can organizations minimize the loss of important knowledge while experiencing high levels of retiree? The research aims to suggest a framework for knowledge retention initiatives in organizations.

The research methodology is multi‐case research. The unit of analysis is organization (eight organizations analyzed, overall more than 30 retiree knowledge retention mini projects). Data linkage to the propositions and method of interpretation – explanation building technique.

This research suggests that successful knowledge retention can be achieved in three primary stages: defining scope; documenting (planning and implementation); and integrating knowledge back into the organization. Special care must be dedicated throughout the process to: retaining best practices and unexpected situations; structuring the process of knowledge retention; structuring retained documentation.

Academic implications are two‐fold. First, it suggests that assessment projects, which estimate knowledge loss risk, and described in most academic researches, should be eliminated in knowledge retention models; second, research should continue, developing more models regarding detailed planning and implementation stages, as initiated in Hofer‐Alfeis DeLong and here. Further research should be conducted in order to discover how effective the suggested methods are in retrospect (after years, and not only after months).

Business implications do exist. The case studies described, using the proposed framework, show that knowledge retention is not only important, but also applicable. Structuring the process and results, as described above, may provide organizations with guidelines how to conduct such projects.

Its value is in changing the suggested known frameworks for knowledge retention, enabling more effective and efficient knowledge retention, and therefore less knowledge loss in organizations.

Due to importance of knowledge management (KM) strategies in successful implementation of KM processes and saving time and expense, selection of suitable KM strategies has been changed to be a major concern by many organizations. Therefore, this is necessary for organizations to move along KM processes in selection and establishment of their strategies at their first step. An influential factor in selection of KM strategies is measurement and identification of an organization’s condition of its knowledge maturity. Accordingly, this paper aims to select and prioritize KM strategies as proportionate with an organization’s level of maturity.

For that, the author-constructed questionnaire was designated based on the opinions made by experts acquainted with KM and KM strategies. According to experts’ opinions, the paradigm for suggestion of strategies was elucidated based on KM’s level of maturity. Afterwards, the standard questionnaire knowledge navigator model was used to evaluate the organization’s level of maturity, and KM strategies for the organization were proposed based on identified level of maturity. Finally, proposed KM strategies were ranked using the fuzzy TOPSIS technique.

In this study, a paradigm for selection of suitable KM strategies was proposed based on Hansen KM strategy as per maturity level of the organization’s KM. Then, knowledge conditions of a research organization were evaluated, and, after maturity level of that organization’s KM was assessed, different criteria of Hansen KM strategy were suggested for each level independently. Research results are indicative of the fact that the intended organization is placed at the second level of KM maturity. Therefore, personalization strategies are proposed for this organization based on the elucidated paradigm. Moreover, development of work communities and development of face-to-face interactions among staff through continuous meetings were chosen as the most significant KM strategies in this organization.

This paper is one of the leading studies carried out in the purview of codification of KM strategies according to different organizations’ level of maturity. Results of this study might be used as guidelines by different organizations, academic people and experts intending to codify KM strategies.

This paper aims to identify how, in contrast to a provider-oriented stance where customer value is conceptualised as being controlled by the provider, customer value is formed for business customers beyond what is visible to the provider.

This paper builds on the primacy of the customer. Customer-dominant logic (CDL) is used as the conceptual underpinning, meaning that the customer, rather than the service provider or the service system, is at the centre. A case study was conducted with seven key users from three customer companies of an information and communications technology (ICT) provider of in-house services. The study used a micro-social level focus by capturing customers’ experiences of those activities where value in use is formed.

The findings indicate that value formation is not related only to direct service interactions and furthermore substantially takes place beyond a service provider’s visibility line. Hence, value formation is in large part hidden for the service provider because it is embedded in customers’ activities and experiences.

Although the study is limited to one case concerning ICT services, these findings may apply to other service businesses, in particular to knowledge-intensive outsourcing businesses.

Understanding a customer’s value formation from the customer’s point of view is the key to service development for any business service provider.

Applying a CDL approach, the authors deepen the understanding of customer value formation as it emerges in customer activities. The study provides detailed insight into business customers’ value formation processes. The study’s findings challenge the current emphasis on interactions and co-creation and instead demonstrate the importance of understanding customer logics and contexts.

The purpose of this paper is to review maintenance strategies within the healthcare domain and to discuss practical needs as gaps between research and practice.

The paper systematically categorizes the published literature on clinical maintenance optimization and then synthesizes it methodically.

This study highlights the significant issues relevant to the application of dependability analysis in healthcare maintenance, including the quantitative and qualitative criteria taken into account, data collection techniques and applied approaches to find the solution. Within each category, the gaps and further research needs have been discussed with respect to both an academic and industrial perspective.

It is worth mentioning that medical devices are becoming more and more numerous, various and complex. Although, they are often affected by environmental disturbances, sharp technological development, stochastic and uncertain nature of operations and degradation and the integrity and interoperability of the supportability system, the associated practices related to asset management and maintenance in healthcare are still lacking. Therefore, the literature review of applied based research on maintenance subject is necessary to reveal the holistic issues and interrelationships of what has been published as categorized specific topics.

The paper presents a comprehensive review that will be useful to understand the maintenance problem and solution space within the healthcare context.

So far, a systematic and comprehensive assessment tool to prioritize organizational development activities, especially in the currently intensely discussed domain of knowledge management is not available in the literature. Utilizing the here proposed methodology, which is derived from a four dimensional system theory based model on knowledge utilization within an organization, managerial decision makers save time and money in the early process of implementation of (pilot) knowledge management projects by prioritizing critical actions out of several options right from the beginning. The methodology stresses four levels of potential intervention, starting with the strategy focused target level, next a knowledge level covering all knowledge workers of an organization, then an action level focusing on operations and processes and finally a data level with the explicitly available stock of (digital) resources. All levels are discussed in detail. These levels are complemented by categories that help to address the organizational entities of the individual, the communication and interaction dependent team and the organization. Additionally these categories are expanded to include the corporate environment as well. By applying the resulting matrix of four levels to organizational development activities with special focus on knowledge management supporting activities, a comprehensive methodology to prioritize those development options is suggested. The methodology is illustrated by the example of the innovation process which is an appropriate starting point to improve the organizational excellence in terms of knowledge and learning.