VINE: The Journal of Information and Knowledge Management Systems

Urquhart, Christine

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040767

As one of the contributors Beastall to this issue of VINE admits, the debate about the meaning and the enactment of knowledge management has been going on for some time. When invited to write the overview one of my aims was to avoid adding to this debate, however tempting that might be. The focus will instead be on the working definitions as considered by Birks, and to study how different LIS sectors are putting knowledge management, however defined, into practice.

Beastall, Graham

2000 VINE

doi: 10.1108/eb040768

How libraries and information centres go about their work is changing. At the heart of this change is both technology and new trends for managing information in the context of knowledge management. This article examines the start of the process for gathering knowledge by managing enquiries. It looks at what has been done in the past, the failures, and why emerging technologies make it possible to develop systems for strategic gain to the professional and the organisation.

Birks, Alan

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040769

This article is a concise overview of Knowledge Management what does the term mean, who uses KM, what are the benefits How do we make the process work, and how does it appeal to others It is a current topic that is important to understand and make use of.

RatcliffeMartin, Valerie; Coakes, Elayne; Sugden, Gill

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040770

This paper describes some basic concepts of knowledge management, and explains, using these definitions, why universities are not always seats of learning or knowledge sharing. A knowledge management programme, initiated by a leading British university, is described. The authors conclude by suggesting that knowledge management tools may be beneficial to supporting academics in their multifaceted work. However, time will tell as to the extent to which they can actually share tacit knowledge and enable real organisational learning across cultures in universities.

Booth, Andrew

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040771

Healthcare is a knowledge industry evidenced by substantial resources invested in staff development and the production of research evidence. This article examines knowledge management within the NHS in terms of explicit knowledge and tacit knowledge. It concludes that whilst progress with explicit knowledge is significant management of tacit knowledge is far less developed.

White, Kim

2000 VINE

doi: 10.1108/eb040772

Knowledge management and library services are intertwined now to the extent that it is inconceivable that there could not be a partnership between them. This article looks at a specific example.

Fairbrother, Peter

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040773

This article outlines the development of a Brightonbased NHS knowledge management project called Knowledgeshare. The project is discussed with reference to knowledge management theory and its contribution to the Department of Health's Information for Health Strategy.

Smith, Judith M; Duncan, Lisa

2000 VINE

doi: 10.1108/eb040774

A study was carried out at OILEX from September to November 1999 which examined the extent to which the organisation was capturing and sharing its knowledge and experience. Evidence suggested that OILEX was capturing its experience, but sharing of this experience is limited. There was a need to recognise at top level that transforming individual experience into corporate knowledge is critical to the longterm competitiveness of the organisation. This paper outlines approaches to knowledge capture and sharing within OILEX at present, and discusses the recommendations that were made in ways of levering the organisation's competitiveness for the future. External factors such as general trends in the industry, falling recruitment, an ageing workforce and use of contract workers have all made an impact on sustaining knowledge and experience within OILEX. Internal factors such as working culture, the specific demands of project work and the organisational structure are also cited. In a competitive environment, maximising all of the company's assets is crucial. This paper suggests ways in which OILEX can benefit from individual experience through its transformation into group learning, and discusses the implications for the company in adopting a programme of capturing and sharing learning. It goes on to highlight the ways in which more effective Knowledge Management impacts directly on savings in staff time, avoids duplication of work already carried out and allows the whole organisation to learn from previous mistakes. Ultimately, such learning leads to greater efficiency and productivity. Different teams within the organisation are able to draw on the learning of others to respond more quickly to problems. They can then transfer their learning back into the knowledge pool, thereby contributing to a constantly evolving memory bank of experience.

Patrick, Keith; Rourke, Grahame; Phillips, Nigel

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040775

A common feature of the Knowledge Management KM discourse, written or spoken, and regardless of whether it is technologically or people orientated, is the stress on the importance of trust. The importance of trust can be seen in its regular citing as a critical success factor in any knowledge management initiative. This poses a significant question, when we examine the last twenty years of management strategies, they can be seen to undermine trust.

HornbyAtkinson, Patricia; Hornby, Susan

2000 VINE: The Journal of Information and Knowledge Management Systems

doi: 10.1108/eb040776

Historically the profession of information work has been related to the collections or where they are stored, for example, librarians worked in libraries today this idea is becoming more complex and is changing and developing. Information work is more about a process, the collection, dissemination and utilisation of information and knowledge.