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Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

"Going green" has become a topic of increased attention lately, but it's nothing new to knowledge management. By its nature, knowledge management promotes efficiency and optimal use of resources, which often reduces the amount of energy required to achieve a given goal. What has changed is the heightened awareness of those benefits. That awareness is creating new interest in KM solutions that can improve business performance while reducing environmental effects. Knowledge management also plays a role in the software tools that help companies improve their energy management, embedding expertise in algorithms to optimize use of office equipment and energy in buildings.

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

Last year, we undertook a massive overhaul of the technology and approach we use for knowledge management, moving from a centrally managed, linear, taxonomy- and repository-based system to one that leverages the best of Web 2.0, including social software, user participation, and key market-driven concepts like sponsored links. We see this as a shift from "knowledge management" to "knowledge sharing."

In this paper, we survey a number of different knowledge management strategies and a range of driving forces for knowledge management activities. We synthesise these using an extended version of an existing "KM spectrum"; apply a knowledge engineering approach to provide further guidance for the KM spectrum; and then describe a simple classification approach that links the driving forces to KM strategies, using a number of published heuristics. Finally, a case study is presented in which we apply our approach and discuss its usefulness.

Knowledge Management Consultant, Chris Collison defines knowledge management, and explains the breadth of tools and techniques which underpin this discipline.

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Victor Newman says.... Just as managers make sure that we do things right, leaders are responsible for ensuring that we do the right thing. Similarly, knowledge management helps us do things better, but strategic knowledge management (SKM) makes sure we invest in doing the right things for the right reasons.....

Nancy Dixon focuses on the people side of knowledge management. Our most effective knowledge sharing tool is conversation. The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are what determine our success in creating new knowledge, as well as sharing that knowledge with each other.

The theme for the forthcoming KIN Workshop (1st December 2015) is "Knowledge in Action". Hopefully a title that will resonate with anyone who practices knowledge management, since it reminds us that knowledge without some form of action is worthless

Probably not new to the Km "old timers", but if you haven't come across the SECI model that was developed by Ikujiro Nonaka and Hirotaka Takeuchi in 1996, then worth a read. devised the SECI model in 1996. Often referred to as the "knowledge spiral," SECI stands for Socialization, Externalization, Combination and Internalization, and is heavily featured in the KM Institute's "Knowledge Manager Certification" programme.

" Report of recent US survey of HR Managers reveals lack of preparation for demographic changes and lack of knowledge strategies to address them… "In the USA only 12% of HR Managers see Knowledge Retention as a priority despite the fact that 20% of the workforce will be eligible for retirement over the next few years…""

APQC's Knowledge Management (KM) Capability Assessment Tool is a diagnostic that lets KM practitioners measure every aspect of their KM programs, from strategy and business case development to specific processes and technologies, and find out how they stack up against the competition. This white paper describes the assessment tool, the 12 categories in which participating organizations are measured, and how knowledge managers can leverage the assessment results to improve their strategic decision making.

Interesting read, but misses the 2 key factors: Lack of 'embedding knowledge sharing in the day to day business process instead of separate from it and the 'KM' title itself . If you have to explain it to a manager or engineer etc, you have a problem.

as the stock market bounced along on the bottom, I leavened the gloom by speaking with Chris Meyer, a keynote speaker at APQC's upcoming 2009 knowledge management conference. With a background in economics and innovation, Chris's job as chief executive of Monitor Networks is to suggest new ways to sense and think about complex--and sometimes alarming--situations.

This is a knowledge management site covering the theories, frameworks, models, tools, and supporting disciplines that are relevant to both the student and the practitioner.

Harrah's, the casino entertainment company, is beginning to explore how to create commercially useful knowledge by applying a much-hyped knowledge management tool-prediction markets-in a very new contex

" 'Knowledge creation trumps knowledge transfer' 'Diversity trumps ability' 'Diversity across firms trumps diversity within companies' These are some of the themes explored in this interesting article on how the Las Vegas casino Hurrahs is tapping into the power of prediction markets specifically to innovate. Thanks to Jenny Ambrozek for pointing this article out."

A series of video tutorials explaining different practical knowledge management techniques for conducting a Knowledge Audit.

Addressing knowledge loss at the UK's average rate of staff turnover (around 20% a year, including managers) means that an organizations' bank of remembered know-how and experience can be reduced to homeopathic levels in just a short space of time. Fortunately, not everyone leaves simultaneously and atypical practices like job overlapping and mentoring helps. But given that academics estimate that when employees leave, they take with them up to 90% of their employers' unique knowledge - most of it tacit and nothing of which typically gets into data banks - the compounded attrition of this distinctive component of intellectual capital is still truly massive.

Amongst other things, this page contains an excellent definition of (and explanation of) Knowldege Management

the Diigo team aims to evolve Diigo into the best personal knowledge management system (PKM) on the market, providing unsurpassed capabilities for the collection, compilation, organization, digestion, presentation and collaboration of knowledge and information.