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This paper aims to integrate and reflect on different ideas about the role of knowledge management (KM) technology that have been published in VINE. In effect, the paper seeks to relate, interpret, and synthesize various technology milestones discussed by various authors. It also aims to discusss the literature that describes technology as an “enabler”, but “not enough”.

This paper addresses the role and the importance of technology as appeared in articles in VINE about technology within the last three years. Different ideas from different authors are compared and contrasted with the general trend in technology advances in the field of KM.

Because of the immaturity of KM technology there is still disagreement about its real role in the KM lifecycle. There is an obvious lack of standardization and generalization about the role of inter‐ and/or intra‐organization technology transfer today. Although technology has made a quantum leap in the proportionality of the expressed tacit knowledge, many investigators still believe that technology is no more than an enabler.

This paper provides useful information as a result of summary and augmentation of different opinions discussed in this journal about technologies in the last three years.

This paper provides information to researchers and practitioners who need to know about the practical recent KM technology implementations.

The paper seeks to outline the capabilities of cyberinfrastructure (CI) as a new knowledge‐sharing conduit. The article introduces CI properties and parameters that align with KM concepts and principles. It also describes the utilization of a CI framework in facilitating virtual enterprises and their communities. Finally, the article outlines the three major challenges in the way of CI deployment as a knowledge mobilization medium in the public domain.

The article reviews extensive literature on CI from the approach of KM principles. It summarizes the relationship between CI and previous network architectures, and how that contributes to its expected dominance as a new KM platform.

CI can be regarded as the architecture that narrows the historical gap between KM and the bivalent logic technologies. This can be attributed to the fact that it adds people and services to fundamental network components. However, KM practitioners must be cautious in utilizing it to deploy KM programs. This is due to the inherited binary effects, information overloading, and security issues surrounding open, inter‐operable environments.

This overview consists of useful information on an inventive network configuration and its appropriateness as a new KM platform.

The purpose of this paper is to provide reinforcement for ITIL V 2.0 implementation process through knowledge management principles embedded in enterprise management‐engineering framework (EMEF).

EMEF has been amended to include knowledge management (KM) activities that are imperative for a melioration of ITIL implementation. The framework of four domains has been documented in detail. Additionally, the three major amendments of structure, architecture, and context have been suggested for a configuration management database (CMDB) to comply with KM principles.

There are strong indications that implementing ITIL by following the system‐thinking approach may add and sustain competitive advantage. This may be achieved through the leveraging of knowledge, improvement of core competencies, and fostering a customer‐consciousness approach. The apprehension of knowledge continuum components, and the differentiation between knowledge types, are critical for fortifying the ITIL process path and supporting the decision‐making process throughout ITIL implementation. The four layers of the integrative management domain will significantly contribute to the tuning of operational misalignment between IT and business, and the betterment of the employee and processes effectiveness. The similarities found between ontology objects and CMDB configuration items will raise CMDB information to a higher level of conceptualization.

This paper will be valuable for ITIL customers, decision makers, and implementers by providing a more complete framework allowing organizations to attain effectiveness, efficiency and innovation throughout ITIL implementation.

The paper aims to investigate the synergetic effects of knowledge management (KM) and information and communication technologies (ICT) on globalization progression. Then the article seeks to portray how this synergy can be employed in various KM activities and processes to transubstantiate a national company into an effective boundaryless global knowledge‐based enterprise (GKBE).

The article reviews and interprets the relevant literature on both globalization and knowledge management technology. The resultant insights are used to reveal the synergy and to develop a butterfly model that shows the interconnectedness and the domino effects of KM activities on globalization advancement.

Owing to the significant differences between the national and the global knowledge‐based enterprise (GKBE) the butterfly framework has been proposed, utilizing the benefits from the synergy of the major globalization components. The call for implementing KM practices to improve globalization efficiency came as a result of the unknown parameters within the new global market competition.

Globalization has become increasingly complex and challenging for many multinational companies. This article will help these companies to solve the problem using KM strategy as facilitated by ICT and human cognitive efforts. Owing to the complexity of the issue, the solution is in turn multifaceted and can only be achieved through a consistent system thinking.

The model presents a road‐map for multinational global operations managers and KM practitioners when developing their strategy for competitive advantage.

This paper develops a case study on the application and implementation issues of a framework for costing planned maintenance. It outlines the methodology for the development of the case study and presents the major findings of the existing maintenance‐costing system of the organization under study. It presents the results of a pilot study of the application of the proposed costing framework to a sample of planned maintenance jobs. It provides recommendations and identifies critical issues for a successful implementation.

Traditional organizations with heavy internal competition, rigid functional silos and undue compartmentalization exhibit sub‐optimal performance by inhibiting critical knowledge flows. Cross‐functional teaming attempts to solve this problem by building organizational connections across functional silos. However, merely bringing members of formerly isolated departments together produces only marginal increases in performance. Any synergistic collaboration is likely to arise serendipitously and unpredictably. We propose a systematic approach for combining the principles of knowledge management and cross‐functional teaming in ways that purposefully enhance knowledge flows and result in significant improvements in organizational performance as measured by cost, time and quality.

This paper aims to explain why a different technology for knowledge management (KM) is needed. It also investigates the new trends in knowledge management technology (KMT), and shows how the new technology can be aligned with KM principles to satisfy business goals.

This paper interprets array of literature in the area of KMT as related to its importance and development. It provides a roadmap to how technology may ascend to the level of the KM cognitive process. This can only be achieved, if KMT presents itself as an authentic conduit for knowledge, and not only a channel for the lower end of the continuum.

So far, KMT is not mature enough to deliver bona fide KM processes. The distance from data to knowledge cannot be handled by the existing technology unless technology cast off its bivalent logic. Despite the recent leaps in technology in general, the situation is still perplexing and elusive. This is because KMT deals with the knowledge continuum sets either as discrete unrelated events or as one class with no different technological requirements.

KMT has become increasingly complicated and confusing. This paper will explain why KMT has not fulfilled its promise yet, and how this fact can be used to avoid technology selection pitfalls.

The paper provides a roadmap for KM practitioners for evaluating KMT functionalities as related to the type of knowledge needed in their organizations for achieving competitive advantage.