The value of an organization is given not just by its tangible assets but also by the knowledge embodied in its employees and in its internal and external structures. While explicit knowledge can be shared as information and is easy to handle, this tacit knowledge has been neglected by effectiveness-oriented management techniques but is crucial for both the operational efficiency and the core competencies of an organization. This book provides a survey of the use of information technology for knowledge management, and its chapters present specific research on how technologies such as computer-supported cooperative work (CSCW), workflow, and groupware can support the creation and sharing of knowledge in organizations.

Shows how to use information technology to support creation and sharing of knowledge in organizations

I. Introduction.- 1. Introduction.- II. The Flow of Knowledge.- 2. The Lessons Learned Cycle.- 3. Knowledge Pump: Supporting the Flow and Use of Knowledge.- III. Knowledge Cartography.- 4. Negotiating the Construction of Organisational Memories.- 5. A Technology for Supporting Knowledge Work: The RepTool.- IV. Communities of Knowledge Workers.- 6. An Environment for Cooperative Knowledge Processing.- 7. Ariadne: Supporting Coordination Through a Flexible Use of Knowledge Processes.- V. Knowledge Repositories and Libraries.- 8. From Natural Language Documents to Sharable Product Knowledge: A Knowledge Engineering Approach.- 9. Corporate Memories for Knowledge Management in Industrial Practice: Prospects and Challenges.- References.- Contributors.- List of Figures.- List of Tables.

As we approach the beginning of the 21 st century, we are beginning to see the emer gence of knowledge management as a natural evolution of the focus and importance of quality in the 1980s and reengineering in the I 990s. Quality placed a huge em phasis on getting all employees to use their brainpower better. Reengineering em phasized the use of technology to streamline business processes and take out costs. With the lessons of quality and reengineering firmly embedded in our everyday op erations (continual cost containment and higher quality is a way of life), businesses are now turning their attention to growth. Growth is a common pursuit. Customers are calling for it. Financial markets are calling for it. Employees are asking for it because they want an exciting and stimu lating environment in which to work. If a business doesn't grow, it will eventually die because knowledge workers ofthe 21 st century won't want to work with or for a business that's not growing. Skilled workers have plenty of options to choose from as demand for knowledge workers escalates around the world.