Abstract: Failed knowledge management projects have one element in common: they fail to focus on the organization’s core business functions and instead choose functions that are easy or might produce ‘low-hanging fruit’. As a result, often even successful knowledge management projects add little value to the organization as they fail to address the pain
- Conference Tracks: INNOVATION SIG (Inter-organizational networks and innovation; Open Innovation; Organising creativity for innovation: Multidisciplinary perspectives, theories, and practices); STRATEGIC MANAGEMENT SIG (Coopetition, Ecosystems, Networks and Alliances; Microfoundations of Strategy: Dynamic Capabilities and Knowledge Mechanisms)
The annual International Conference on Organizational Learning, Knowledge and Capabilities (OLKC) provides a meeting point for scholars and practitioners interested in the field of Organizational Learning, Knowledge and Capabilities. A growing, international, diverse and dynamic community every year welcomes leading scholars, young researchers, and scholar-practitioners to present and discuss their research and practice.
This wiki used to be the place where Andre Saito from the Japan Advanced Institute of Science and Technology gatherd notes and references for his PhD research on Knowledge Management education. (see research proposal below) Unfortunately the wiki is no longer available but luckily most of it’s valuable content is archived by the WayBack Machine.