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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 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.

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 seeks to pinpoint new directions of the evolution of knowledge in the Arab region, and to outline the role of knowledge management principles in constructing the knowledge society.

The article addresses initiatives towards narrowing the knowledge gap and building an egalitarian knowledge society in the Arab region. It reviews, interprets and relates the relevant literature and sheds the light on the Arab region's future plans.

The article outlines some of the regionally relevant elements needed for building the knowledge society. It also suggests some means of tapping the diversified workforce's tacit knowledge, reversing the “brain drain,” and building potential leadership models.

This article represents an overview and interpretation of the role of knowledge management as it relates to the effectiveness of concepts such as “knowmadism” and the practicality of “megatribe knowledge.” The article provides rendition and a roadmap for decision makers, knowledge workers, and future researchers in the domain of the “knowledge society” within the Arab region.

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.

This paper aims to evaluate the usefulness of two conceptual frameworks: levers of control (LOC) (Simons, 1995) and performance management systems (PMSs) (Ferreira and Otley, 2009) for studying PM practices using a case study.

A case study method is used whereby data are collected through semi-structured interviews, examination of the group’s annual reports and internal documents.

A key finding of this study is the use of a PMS at the case company which is formally structured and with objectives, mechanisms and processes designed beyond a mere “performance measurement system.” While the case analysis indicates that most of the key components of the two frameworks are featured in the company’s PMS design, the uses of Simons’ (1995) LOC, however, are not consistent with the notion of “balance” as advocated by the model.

The evidence presented in this study is based on one large manufacturing company, and hence the findings cannot be generalized.

The findings of this study can be used in enriching the design of current proposed theoretical frameworks and also in encouraging management accounting researchers to continue the efforts of studying performance management (PM) practices.

A deeper understanding of PM practices using holistic frameworks has yet to receive more contested efforts from management accounting researchers. This paper attempts to contribute to this endeavor and fill in the gap in this area of research.

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.

The purpose of this paper is to aim to quantitatively evaluate the importance of ICTs for sustainable development. A hypothesis about the criticality of ICTs to sustainable development has been tested. The consequences of other ICT elements on knowledge management also have been evaluated.

This research is carried out using surveys and interviews among members of the KM/ICT sustainable development community.

It has been found that ICT is critical for sustainable development. In effect, many respondents agreed that due to the geographical separation and multifaceted nature of international sustainable development, it cannot be carried out without ICT's support. However, for ICT infrastructure to be translated into worthwhile returns, the organization must adopt knowledge‐oriented ICT infrastructure. This is substantiated by ICT's role in decision quality, knowledge sharing, inter‐organizational links, and the contribution to the resolution of the implicit conflict between sustainability and economic growth.

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

The results in this paper address major issues surrounding the role of ICTs in sustainable development. The tackling of these issues is essential to the success of ICT in the sustainable development realm. The understanding and extrapolation of these results form a valuable guidance to the KM practitioners in supporting sustainable development.

This paper proposes a costing framework with the objective of providing reliable, relevant, and timely information about the actual costs and the cost efficiency of planned maintenance jobs. The proposed framework includes direct materials, direct labor, and support services costs. The traceability criterion is used for assigning direct materials and direct labor costs to planned maintenance jobs. However, support services costs are allocated to planned maintenance jobs using the concepts and techniques of activity‐based‐costing (ABC). The proposed framework provides a complete audit trail of planned maintenance costs. It also provides a functionality that could be added to enterprise resource planning (ERP) systems.