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This paper aims to examine the state of research on the symbiotic relationship between knowledge management and learning management systems in advancing the mutual strategic agenda of the two initiatives in higher education institutions (HEIs), so as to uncover the themes that have been studied, identify gaps in the existing studies and suggest future areas of research work.

The study adopted systematic literature review (SLR), in which 64 articles published between 2010 and 2022 were identified and analyzed.

Whereas the review revealed some focus areas that have been researched, it also found that only few studies have explicitly explored the symbiotic relationship between knowledge management and learning management systems, with fewer articles exploring this relationship finding their way to mainstream journals. Thus, the findings showed that examination of the interlink between knowledge management and learning management systems in HEIs is still less explored and has multiple possibilities for future research with potential benefits to the higher education industry.

Although different SLRs exist separately in the fields of knowledge management and learning management systems, there seem to be no reviews on the interconnection between the two fields in the context of HEIs. Additionally, this review offers insights into future research avenues for theory, content and context of interplay between knowledge management and learning management systems in HEIs.

The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely, technology management with soft systems methodology (SSM). The framework was developed through undertaking a customer concern management project within a manufacturing organisation.

Reviewing the literature on information systems management, the learning organisation, and systems theory a proposed synergy is found. The outcome of this synergy allows a number of methodologies to be identified that are argued as suitable for IS design. From these information system development (ISD) methodologies, SSM is expanded to incorporate the principles of the learning organisation and systems theory. The expanded SSM framework is applied in practice through a process of participatory action research.

The outcome of the practical work argues for a complete framework that joins the areas of research (SSM and technology management) and emphasises other thinking from the areas of systems theory and the “learning organisation”.

The paper concludes with a discussion on the advantages of joining soft systems with technology management but also the limitations created. Such limitations have been identified as moving from the soft, tacit issues of the design phases to the harder more structured aspects of technology implementation and management. A change in philosophy may restrict other issues from being explored. This issue needs to be focussed on in future research.

A framework has been developed that draws on the work of soft systems methodology (SSM) and a technology management process framework (TMPF) used in the area of technology management. By expanding the SSM model and joining it with the TMPF an attempt to give individuals and teams a practical tool to help design, implement, and manage IS with an emphasis on learning the framework promotes.

The framework provides advantages for academics, consultants and other practitioners and gives a central focus on what issues need to be accomplished more explicitly in order to undertake an ISD project.

Quality management systems are being used more frequently in educational institutions, although their application has generated a certain amount of disagreement among education experts, who have at times questioned their suitability and usefulness for improving schools. The purpose of this paper is to contribute to this discussion by providing additional knowledge on the effects in educational institutions of implementing quality management systems. Specifically, this study investigates teachers’ and managers’ perception of the impact that quality management systems have on one essential dimension of schools, the teaching–learning processes, with impact being understood as sustained medium- and long-term organisational change.

The responses were analysed and classified into a set of sub-dimensions linked to quality management processes in a total of 29 Spanish primary and secondary education schools that have used such systems for at least three years.

The results showed that, according to the respondents, the following sub-dimensions were improving as a result of implementing quality management plans: teaching and learning processes, the analysis of student results, tutoring, consideration of attitudes and values and assessment processes. Conversely, quality management systems did not seem to have a clear impact on the teaching methodologies used by teachers or on family involvement in student learning. In fact, the perceived impact in these sub-dimensions varied among teachers of public and private schools as well as when comparing different regional autonomous communities.

As the main objective of a school is to guarantee student learning, one of the essential purposes of school quality assurance systems is to perform all the activities aimed at ensuring high levels of student performance.

The purpose of this study is to discover the learning mechanisms and temporal dynamics of implementing systems (Six Sigma) as it unfolds over time.

The data come from a European engineering company that was implementing a Six Sigma-based quality management system (QMS) over a seven-year period. The analysis is based on an event-sequence reconstruction of the implementation process as it unfolded over time and discovers four different learning mechanisms that emerged: programmatic, persistent, adaptive and dialectical learning mechanisms. The research follows a process design study, where the authors study how the process unfolds over time.

Much of the literature on implementing management systems suggests that implementation follows a prescribed sequence of “turn-key” steps. However, the findings show that only 40% of all events were driven by prescribed “turn-key” generic practices, while 56% of events required constructing new practices via adaptive and dialectical learning. Moreover, the implementation process did not proceed in a linear programmatic fashion, but instead followed a punctuated equilibrium pattern, which alternated between periods of incremental change and major organizational change. The study also found that implementation required changing many complementary organizational structures and practices that were interdependent with the management system (i.e. Six Sigma). By understanding the implementation process, managers can better assess the time and effort involved, better adapt the system to their situated context and predict critical junctures where implementation could break down.

This research complements the few studies that have examined the process of implementing management systems. Most studies examine factors or conditions that result in implementation success (the what of implementing systems), but few examine the process of implementation and the learning that takes place during implementation (the how of implementing systems), which is a complex nonlinear process that involves different modes of learning.

This paper aims to provide a methodological road for the next generation of e‐learning environments.

This paper considers a survey of recent publications (1995‐2002), which aim to provide practical and theoretical indications and advice, which are coupled with practical experimentations.

The paper provides road‐mapping elements, indicating the impact on services and systems to be expected by this design approach.

The survey is based on a selection of sources and it is not exhaustive. The methodology experiments that are used for argumentation are based on the authors’ platform.

The paper presents a useful source of knowledge for researchers and advanced students.

This paper identifies a road for advanced e‐learning systems, and can help researchers and those in industry who desire to introduce and understand the design methodological context of advanced e‐learning systems.

Provides a detailed account of how a UK Primary Care Trust implemented a learning management system incorporating self‐service and e‐learning functionality.

Case study. Written by workforce planning manager for Hertfordshire PCTs who was intimately involved in the management of the e‐learning project. Provides a detailed account of how the learning and development team of the newly merged PCT implemented self‐service learning.

Imagine you are part of a learning and development team that has been given the responsibility for training 3,500 staff spread across more than 100 different locations. This was the task facing the 20‐strong team at the Hertfordshire Primary Care Trust. The formation of Primary Care Trusts marked a radical shift in how the NHS is organized and financed at primary care level; its aim was to improve the delivery and quality of primary care and to reduce costs. It has long been recognized that the extent to which this can be achieved depends almost exclusively on the levels of competence and skills shown by NHS workers. The merging in 2006 of Herfordshire's existing eight PCTs into two new PCTs under a shared management team provided the newly merged learning and development team with the chance to completely revamp the whole operation. They aimed to create a learning and development system with self‐service learning and e‐learning functionality that would be universally accessible to all those working in the newly created PCTs.

Provides a useful case study example of how to create a learning management system accessible to all and which was able to raise the profile of training within the organization; identifies the benefits for staff, management and organization.

Describes how the learning management system was able to help maintain the quality of learning and development data for risk management and mandatory reporting.

Offers management an account of how one UK Trust implemented a learning management system that incorporated self‐service and e‐learning.

The purpose of this paper is to provide an overview of the development of talent management systems and their evolving relationship with learning management systems (LMS) and learning content management systems (LCMS).

The paper uses factual reporting to provide the overview.

While the traditional LMS is in decline, the LCMS has much in common with – and can augment – a talent management system. Technological developments (cloud computing, PaaS and so on) are having an effect on these relationships.

Talent management systems are becoming increasingly important for would‐be successful large (especially multi‐national) companies. The capacity and the business requirements of the LMS are changing. The LCMS offers a number of advantages for the modern business over the LMS and can collaborate with a talent management system to achieve strategic business objectives. Competency data – and competency management – lie at the heart of building competitive advantage in the modern business world.

This is the first such analysis of the development of talent management systems and their evolving relationship with LMS and LCMS in relation to the corporate learning sector. This paper will be of interest to those looking for: a historical perspective on talent management system development; an explanation of talent management and its place within business strategy, and/or the latest technology developments (mid‐2010) in this sector.

Introduction – Bologna’s summit guidelines regarding the Bachelor/Master structure, which is currently used in most Colleges and Universities, were mostly aimed at standardising the educational system in European higher education. Educational institutions use these guidelines as a basis for setting up their educational model.

Aim – This chapter aims to review models of learning management systems (LMSs), the stage of activity of every method applied at Universities, as well as the strengths and weaknesses of these prototypes. The literature review in question identifies and classifies strategic methods of LMS, differentiates method type and categorises common activities.

Results – The results show that higher education institutions are in the preparatory phase regarding the application of e-learning, whereas private institutions have applied this system since their foundation and use it on a daily basis across all services.

Conclusion – However, different educational institutions in our country are at different stages in implementing new learning models. A strategic plan for developing knowledge management systems can be determined by using some of the information system strategic methods.

Originality/Value – This chapter contributes to the literature by providing additional evidence for existing studies in LMS in the Universities of the Republic of Kosovo. Studies suggest the implementation of different models and highlight the impact of technology especially during this pandemic whereby we should mainly focus and implement curricula using these kinds of technology. Also, this study identifies a major weakness in existing Kosovar studies, which have identified concepts but they are not implemented at all.

The purpose of this paper is to present a prototype ontology‐based application that has been developed for competency management and learning paths.

The paper provides an overview of competency management and related work in this area, a description of the competency ontology, and a functional and architectural analysis.

The paper provides information on work related to ontology‐based competency management systems, indicating an enhanced approach with a detailed analysis of system architecture and functional analysis.

The proposed application will be implemented through a .NET deployment, in Microsoft Hellas, the Greek subsidiary of the multinational IT company.

Ontologies have already been created in different scientific areas, including knowledge and competency management. However, only a few ontology‐based applications are available today within the domain of competency management. In this paper an ontology‐based application is presented has been developed for competency management and learning paths. Specifically, the paper provides an overview of competency management and related work in this area, a description of the competency ontology, and a functional and architectural analysis.

Medical errors cause a significant number of deaths. Providing training to medical staff can improve the quality of medical care. Hospitals have traditionally used face‐to‐face modality to train staff but they are beginning to adopt e‐learning systems that can easily deliver training at work or to other convenient locations. The purpose of this paper is to investigate factors leading to e‐learning adoption in hospitals.

A framework of factors leading to the adoption decision of e‐learning systems is first proposed. Survey data are collected to empirically test the proposed framework. The samples consist of senior executives and managers in hospitals.

It is found that three factors including managerial, organizational, and technological exhibit significant influences on the adoption decision. One novel result is that the organizational variable of hospital specialization significantly influences the decision to adopt e‐learning systems.

This study is one of the first to propose a model of adoption of e‐learning specifically in the context of hospitals. Limitations and strengths of the study and possible future research direction are also discussed.

From a practitioner's standpoint, the results of this study can help hospital administrators to accelerate the adoption of e‐learning systems.

This study is one of the first to propose a model of adoption of e‐learning specifically in the context of hospitals. It is expected that the model developed can assist to further understand the e‐learning adoption in hospitals.