{"id":174,"date":"2017-01-18T00:57:37","date_gmt":"2017-01-18T00:57:37","guid":{"rendered":"http:\/\/www.ieomsociety.org\/ieomuk\/?page_id=174"},"modified":"2017-01-18T01:14:58","modified_gmt":"2017-01-18T01:14:58","slug":"knowledge-management","status":"publish","type":"page","link":"http:\/\/www.ieomsociety.org\/ieomuk\/knowledge-management\/","title":{"rendered":"Knowledge Management"},"content":{"rendered":"

Technology & Knowledge Management Track<\/strong><\/span><\/h2>\n

Organized by:<\/strong> <\/span>Dr. Gareth White (University of South Wales, UK), Dr. Jonathan Moizer (Plymouth University, UK) and Dr. John Loonam (Dublin City University, Ireland<\/p>\n

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The management of knowledge has been discussed as a necessary core competence for modern organisations that seek to obtain and maintain competitive advantage (Geiger, 2011; Albert, 2005; Peltonen and Lamsa, 2004). Knowledge has been studied in a range of contexts from international and multinational business (Eunni, Kasuganti and Kos, 2006; Kogut and Zander, 1993), to projects (Eskerod and Skriver, 2007; DeFillippi, Arthur and Lindsay, 2006; Chan, Cooper and Tzortzopoulos, 2005; Wankel and DeFillippi, 2005), to consultancies (Apostolou and Mentzas, 1998), university-industry partnerships (White and Cicmil, 2016) and individual organisational case studies (Khalil, Claudio and Seliem, 2006; Liebowitz, 2003; Kuan-Tse, 1997).<\/p>\n

The activity of knowledge management has been widely described in a range of studies as the useof Information Technology to aid the collection and dissemination of knowledge (Maier, 2001; Malhorta, 2001, 2000; Tiwana, 2001, 2000; Srikantaiah & Koenig, 2000; Mueller and Dyerson, 1999; O\u2019Leary, 1998; Boland and Tenkasi, 1995), as the general process of acquiring and disseminating knowledge (Alavi & Leidner, 2001), as the complex interaction and knowledge exchange between individuals, groups and organisation (Small & Sage, 2005) and as the transfer of knowledge between organisations (Bettencourt, Ostrom, Brown and Roundtree, 2002).<\/p>\n

Despite the widely acknowledged importance of knowledge and its management it remains a challenging resource for organisations to cultivate and leverage. The challenges that are encountered when attempting to manage knowledge have been well documented in the literature, therefore the purpose of this track is to explore novel and successful approaches for the management of knowledge.<\/p>\n

Papers and discussions are invited from all disciplines that explicitly address the purpose of this track, including but not limited to:<\/p>\n