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A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to generate and utilize knowledge, whereas contents management deals with knowledge contents themselves. Workflow, considered as a core component of process management, is to define and administer business processes automatically. A knowledge map is a representation tool to visualize knowledge sources and relationships among knowledge artifacts. Noting the crucial needs to integrate process management and contents management and recognizing that previous research has paid little attention to this issue, we propose a framework for developing a workflow‐based knowledge map. The proposed process‐perspective knowledge map takes the structure of processes and tasks defined in workflow into account. We then materialize the framework by developing a prototype and applying it to the car seat design process of the automobile industry. The integration represents an exploratory effort to combine process management and contents management.

Knowledge management has recently received considerable attention in the Web‐based business community. This paper discusses the key concepts of human‐computer interaction in knowledge development, and identifies new challenges of knowledge management for Web‐based business. Based on theories of knowledge representations and semantic networks, this paper proposes a structure of knowledge maps for knowledge management in the Web‐based business environment. An example of knowledge maps for online auctions is used to illustrate the application of the proposed structure of knowledge maps.

Recently, research interest in knowledge management has grown rapidly. Much research on knowledge management is conducted in academic and industrial communities. Utilizing knowledge accumulated in an organization can be a strategic weapon to acquire a competitive advantage. Capturing and representing knowledge is critical in knowledge management. This paper proposes a practical methodology to capture and represent organizational knowledge. The methodology uses a knowledge map as a tool to represent knowledge. We explore several techniques of knowledge representation and suggest a roadmap with concrete procedures to build the knowledge map. A case study in a manufacturing company is provided.

To provide an interesting approach for determining interval measures, through the analytic hierarchy process, for integration with social network analysis for knowledge mapping in organizations.

In order to develop improved organizational and business processes through knowledge management, a knowledge audit should be conducted to better understand the knowledge flows in the organization. An important technique to visualize these knowledge flows is the use of a knowledge map. Social network analysis can be applied to develop this knowledge map. Interval measures should be used in the social network analysis in order to determine the strength of the connections between individuals or departments in the organization. This paper applies the analytic hierarchy process to develop these interval measures, and integrates the values within the social network analysis to produce a meaningful knowledge map.

The analytic hierarchy process, when coupled with social network analysis, can be a useful technique for developing interval measures for knowledge‐mapping purposes.

The analytic hierarchy process may become tedious and arduous for use in large social network maps. More research needs to be conducted in this area for scalability.

As social network analysis is gaining more prominence in the knowledge management community, the analytic hierarchy process may be able to provide more valuable measures to determine the strengths of relationships between actors than simply using ordinal numbers.

Coupling the analytic hierarchy process with social network analysis provides a novel approach for future knowledge‐mapping activities.

The purpose of this paper is to explore the applicability of using concept maps in organizations where knowledge management is the goal.

Based on the principles stated by Nonaka and Takeuchi about knowledge creation and conversion and on the work by Novak and Gowin on concept maps, the core idea is to present the use of concept maps as a technique that facilitates, in some cases, and supports, in others, the realization of the following knowledge conversion operations: socialization, exteriorization, combination and internalization. These are the operations that, according to Nonaka and Takeuchi (1999), allow for the transformation of individual knowledge into collective knowledge and vice versa. Furthermore, it aims to answer the question of how to support the process of knowledge management in an organization through the use of a software application like CmapTools.

This paper shows that knowledge evolves through various stages, with particular characteristics that need to be acknowledged in order to be managed properly.

The technique of employing concept maps is appropriate to sponsor and facilitate the transitions among these stages of knowledge. It even allows for the preservation of the valuable knowledge of a person through the management of individual knowledge or the knowledge of a group of persons in an organization. This, in turn, promotes knowledge management in the enterprise itself.

Although acknowledged as a principal dimension in the context of text mining, time has yet to be formally incorporated into the process of visually representing the relationships between keywords in a knowledge domain. This paper aims to develop and validate the feasibility of adding temporal knowledge to a concept map via pair-wise temporal analysis (PTA).

The paper presents a temporal trend detection algorithm – vector space model – designed to use objective quantitative pair-wise temporal operators to automatically detect co-occurring hot concepts. This PTA approach is demonstrated and validated without loss of generality for a spectrum of information technologies.

The rigorous validation study shows that the resulting temporal assessments are highly correlated with subjective assessments of experts (n = 136), exhibiting substantial reliability-of-agreement measures and average predictive validity above 85 per cent.

Using massive amounts of textual documents available on the Web to first generate a concept map and then add temporal knowledge, the contribution of this work is emphasized and magnified against the current growing attention to big data analytics.

This paper proposes a novel knowledge discovery method to improve a text-based concept map (i.e. semantic graph) via detection and representation of temporal relationships. The originality and value of the proposed method is highlighted in comparison to other knowledge discovery methods.

The ability to manage the COVID-19 pandemic is contingent upon the ability to effectively manage its heterogeneous knowledge resources. Knowledge mapping represents a great opportunity to create value by bringing stakeholders together, facilitating comprehensive collaboration and facilitating broader in-depth knowledge sharing and transfer. However, identifying and analysing critical knowledge areas is one of the most important steps when creating a knowledge map. Therefore, the purpose of this paper is to appraise the critical knowledge areas for managing COVID-19, and thereby enhance decision-making in tackling the consequences of the pandemic.

The methodological approach for this study is a critical literature review, covering publications on knowledge management, knowledge mapping and COVID-19. EBSCOhost, PubMed, Scopus, Science Direct, TRID, Web of Science and Wiley Online Library were searched for full text, peer-reviewed articles written in English that investigated on critical knowledge areas for managing the spread of COVID-19. After full screening, 21 articles met the criteria for inclusion and were analysed and reported.

The study revealed seven critical knowledge areas for managing the COVID-19 pandemic. These are cleaning and disinfection; training, education and communication; reporting guidance and updates; testing; infection control measures, personal protective equipment; and potential COVID-19 transmission in health and other care settings. The study developed a concept knowledge map illustrating areas of critical knowledge which decision-makers need to be aware of.

Providing decision-makers with access to key knowledge during the COVID-19 pandemic seems to be crucial for effective decision-making. This study has provided insights for the professionals and decision-makers identifying the critical knowledge areas for managing the COVID-19 pandemic.

The study advances the literature on knowledge management and builds a theoretical link with the management of public health emergencies. Additionally, the findings support the theoretical position that knowledge maps facilitate decision-making and help users to identify critical knowledge areas easily and effectively.

This study fills gaps in the existing literature by providing an explicit representation of know-how for managing the COVID-19 pandemic. This paper uses an objective and qualitative approach by reviewing related publications, reports and guidelines in the analysis. The concept map illustrates the critical knowledge areas for managing the COVID-19 pandemic.

This paper argues that knowledge mapping may provide a fruitful avenue for intellectual capital management in academic environments such as university departments. However, while some research has been conducted on knowledge mapping and intellectual capital management in the public sector, the university has so far not been directly considered for this type of management. The paper initially reviews the functions and techniques of knowledge mapping and assesses these in the light of academic demands. Second, the result of a focus group study is presented, where academic leaders were asked to reflect of the uses of knowledge mapping at their departments and institutes. Finally a number of suggestions are made as to the rationale and conduct of knowledge mapping in academe.

Examines the who, what and why of the knowledge mapping process used in the visual display of information in contemporary organizations. Knowledge mapping serves as the continuously evolving organizational memory, capturing and integrating strategic explicit knowledge within an organization and between an organization and its external environment. Knowledge map making is treated as a medium of communication over what is important and actionable information (knowledge) in organizational contexts. Effective knowledge maps take into account the who, what and why of the knowledge mapping process. Effective knowledge maps help identify intellectual capital, socialize new members, enhance organizational learning and help anticipate impending threats and/or opportunities.

Knowledge growth is currently experiencing a very exponential increase, through a digital transformation of knowledge in the organization and the emergence of various platforms through management system content such as blogs and social media that have encouraged such growth. An employee no longer only interacts in knowledge management (KM) in his organization but can communicate and collaborate to share knowledge through these platforms widely. Much of the spread of knowledge is a challenge for organizations to manage and use their knowledge and spread knowledge and become part of the expertise possessed by employees in their organizations. For this reason, an intelligent knowledge mapping approach is needed to facilitate finding, managing and identifying knowledge owned by an organization. This paper aims to see the use of smart knowledge mapping in organizations empirically.

This research was conducted empirically by conducting a literature study method to compile a questionnaire and conduct a survey through purposive sampling, sampling taken from the KM and Society Indonesia community. This survey limits only to respondents who have experience in conducting knowledge mapping in an organization.

The use of data sources that have been owned by the organization and also the consideration of the use of digital footprint employees spread across the internet can be a potential to explore the knowledge resources possessed by the organization. Of course, with the support of technology through the use of artificial intelligence (AI), it is expected to be able to present a comprehensive, adaptive and objective knowledge mapping for the organization.

The paper provides practical implications for knowledge mapping implementation in an organization by adopting AI with considerable digital footprint employees spread across the internet.

This paper provides empirical information about knowledge mapping implementation in Indonesian organization.