Using a component architecture design approach. By Tom Finneran, published in The Data Administration Newsletter.

A collection of business publications and articles. Features a search and contact information.

Results of a cross-cultural study of Spain, Latin America and the UK which examines the cultural factors that affect the definition of knowledge work.

A framework for making the link between knowledge and strategy. Written by Michael H. Zack, College of Business Administration, Northeastern University; published in California Management Review , Vol. 41, No. 3.

Equating Knowledge Management to Information Technology is a dangerous idea could retard your organization's KM efforts. The article unravles three myths that are often associated with the 'leveraging' effect of information technology on knowledge management. By Carol Hildebrand, in CIO Enterprise Magazine.

Provides a two-way global perspective on knowledge and the information rich-poor. By Vikas Nath, Inlaks Scholar, London School of Economics.

A collection of observations that have been made about knowledge in the modern workplace. By David Hay.

Discusses the difference between knowledge processing and information processing. By Joe Firestone.

By Shahla Butler. This column presents some of the major database management considerations for data warehousing and business intelligence.

Thomas H. Davenport. The good news is that the knowledge management movement is more than the fad some had predicted. The question now is where is it headed? CIO Magazine.

Essay makes the distinction between hard and soft knowledge within an organisation and argues that much of what is called Knowledge Management emphasises the capture-codification-storage of such knowledge.

Discusses how knowledge management could be applied in law offices and what needs to happen for knowledge management to occur. By Nina Platt; published in LLRX.com.

David Skyrme Associates. Can knowledge be managed? The words management and knowledge at first sight appear uneasy bedfellows. Knowledge is largely cognitive and highly personal, while management involves organisational processes.

Discusses how knowledge management in the IT world has always suffered from a lack of context that KM is clearly designed to fix and suggests that service management may be the answer. By Michael Pastore.

Michael H. Zack. To remain competitive, organizations must efficiently and effectively create, locate, capture, and share their organization's knowledge and expertise. This increasingly requires making the organization's knowledge explicit and recording it for easier distribution and reuse.

Articles by Dick Stenmark in knowledge management, Internet usage, and information awareness. Features abstracts and full text versions available for download.

By Thomas H. Davenport, PhD. Many companies are beginning to feel that the knowledge of their employees is their most valuable asset. They may be right, but few firms have actually begun to actively manage their knowledge assets on a broad scale.

Establishing what information matters, what information exists internally and externally, where it is stored, who needs access to it and how they will access it. By Melanie Liew in Computerworld.

Discusses how to implement a successful infrastructure. By Lorin David Kalisky.

Defines KM and its application in the workplace. By Megan Santosus and Jon Surmacz, in CIO Magazine.

Essay that argues that KM approaches should stress human interaction rather than simply codifying and storing knowledge. By Paul M. Hildreth and Chris Kimble, published in Information Research.

A white paper by VisionCor discussing the importance of maintaining a human element in knowledge management initiatives.

Companies in the Information Age need to systematically manage what they know. By Perry Glasser, in CIO Magazine.

Examines the origins and basis of knowledge management, its components and its development as a field of consultancy practice. Problems in the distinction between knowledge and information are explored, as well as Polanyi's concept of tacit knowing. Includes references. By T. D. Wilson, in Information Research.

Marc Rosenberg looks at some of the problematic ways companies approach knowledge management. In Context Magazine.

By Craig S. Mullins - Platinum technology, inc. Knowledge management is over-hyped and misunderstood. It is not a technology, but an amalgamation of strategy, technology, and people.

KM is a newly emerging, interdisciplinary business model dealing with all aspects of knowledge within the context of the firm, including knowledge creation, codification, sharing, and how these activities promote learning and innovation.

Knowledge management is a business activity with two primary aspects: Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization. Making a direct connection between an organization's intellectual assets, both explicit and tacit, and positive business results.