Knowledge management: A model for organizational learning
D. Malone. International Journal of Accounting Information Systems, 3 (2):
111-123(2002/8)
Abstract
This paper presents a model developed with the help of the Knowledge
Management Special Interest Group (KM-SIG) of the Consortium for
Advanced Manufacturing-International (CAM-I) with organizational
implications for managing knowledge. The KM-SIG model rests on knowledge
domains that exist in an organization's environment. Firms engage
in knowledge management practices for the purpose of filtering knowledge
into its core, stable processes where that knowledge can be used
to produce value for the firm. The model presented in this paper
identifies the route knowledge takes in this filtering process. The
filtration mechanisms that accomplish this process are project teams,
knowledge communities, communities of practice and knowledge networks.
%0 Journal Article
%1 Malone2002/8
%A Malone, David
%D 2002/8
%J International Journal of Accounting Information Systems
%K Communities Explicit Innovation; Knowledge Organizational Tacit communities; creation; knowledge knowledge; learning; management; of practice;
%N 2
%P 111-123
%T Knowledge management: A model for organizational learning
%V 3
%X This paper presents a model developed with the help of the Knowledge
Management Special Interest Group (KM-SIG) of the Consortium for
Advanced Manufacturing-International (CAM-I) with organizational
implications for managing knowledge. The KM-SIG model rests on knowledge
domains that exist in an organization's environment. Firms engage
in knowledge management practices for the purpose of filtering knowledge
into its core, stable processes where that knowledge can be used
to produce value for the firm. The model presented in this paper
identifies the route knowledge takes in this filtering process. The
filtration mechanisms that accomplish this process are project teams,
knowledge communities, communities of practice and knowledge networks.
@article{Malone2002/8,
abstract = {This paper presents a model developed with the help of the Knowledge
Management Special Interest Group (KM-SIG) of the Consortium for
Advanced Manufacturing-International (CAM-I) with organizational
implications for managing knowledge. The KM-SIG model rests on knowledge
domains that exist in an organization's environment. Firms engage
in knowledge management practices for the purpose of filtering knowledge
into its core, stable processes where that knowledge can be used
to produce value for the firm. The model presented in this paper
identifies the route knowledge takes in this filtering process. The
filtration mechanisms that accomplish this process are project teams,
knowledge communities, communities of practice and knowledge networks.},
added-at = {2008-08-31T18:03:07.000+0200},
author = {Malone, David},
biburl = {https://www.bibsonomy.org/bibtex/2d0ab2731a08b240143b1ed61e84df333/jomiralb},
description = {Old biblio},
interhash = {0748d205dc907f95c83d743635b07208},
intrahash = {d0ab2731a08b240143b1ed61e84df333},
journal = {International Journal of Accounting Information Systems},
keywords = {Communities Explicit Innovation; Knowledge Organizational Tacit communities; creation; knowledge knowledge; learning; management; of practice;},
number = 2,
owner = {oriol},
pages = {111-123},
timestamp = {2008-08-31T18:03:18.000+0200},
title = {Knowledge management: A model for organizational learning},
volume = 3,
year = {2002/8}
}