Electronic Journal of Knowledge Management https://academic-publishing.org/index.php/ejkm <p><strong>The Electronic Journal of Knowledge Management (EJKM)</strong><strong> </strong>publishes research on topics relevant to the study and implementation of knowledge management, intellectual capital, intangible resources and related fields of study.<br /><br />The journal contributes to the development of theory, practice and policy in the field of knowledge management, intellectual capital and intangible resources. The journal accepts academically robust papers, topical articles, essays, book reviews and case studies that contribute to developing knowledge management, intellectual capital and intangible resources research and practice. All papers are double blind reviewed. This journal is indexed by <strong>Scopus</strong>.</p> Academic Conferences and Publishing International en-US Electronic Journal of Knowledge Management 1479-4411 <p><strong>Open Access Publishing</strong></p> <p>The Electronic Journal of Knowledge Maangement operates an Open Access Policy. This means that users can read, download, copy, distribute, print, search, or link to the <em>full texts</em> of articles, crawl them for indexing, pass them as data to software, or use them for any other lawful purpose, without financial, legal, or technical barriers other than those inseparable from gaining access to the internet itself. The only constraint on reproduction and distribution, and the only role for copyright in this domain, is that authors control the integrity of their work, which should be properly acknowledged and cited.</p> <p><a style="background-color: #ffffff;" href="http://creativecommons.org/licenses/by-nd/4.0/" rel="license"><img src="https://i.creativecommons.org/l/by-nd/4.0/88x31.png" alt="Creative Commons License" /></a></p> <p>This Journal is licensed under a <a href="http://creativecommons.org/licenses/by-nd/4.0/" target="_blank" rel="license noopener">Creative Commons Attribution-NoDerivatives 4.0 International License</a>.</p> Scientific Associations as Communities of Practice for Fostering Collaborative Knowledge Building: Case Study of IAKM https://academic-publishing.org/index.php/ejkm/article/view/2369 <p>Knowledge building is a social process that is driven by the willingness of people to share their expertise and create new knowledge. Scientific Communities of Practice (CoPs) are communities of professors and researchers whose aim is to foster scientific knowledge generation. In the KM literature, research concerning this kind of CoPs has been substantially neglected so far. The present research analyses the case study of the International Association for Knowledge Management (IAKM) seen as a scientific CoP where members are mostly academics with research interests in developing and promoting knowledge management. Based on a collection of quantitative and qualitative data about member collaborations and scientific production, the study investigates the structure of interactions and the collaborative processes of IAKM members and the specific mechanisms of knowledge building within this CoP, seen as a paradigmatic example of scientific community. Members were asked to respond to a survey regarding their collaborative activities carried out with other IAKM members in the period of 2011 – 2020. The descriptive analysis revealed the kind of collaborations, the distribution of interactions across the community, and the dynamic patterns over time. A follow-up social network analysis was used to provide deeper insight into the community structure and dynamics. The research found that a CoP can really be useful for progress in a scientific field because it can provide a platform for trust and mutual acquaintance that reduces barriers to collaboration and knowledge building across different universities, professional roles, countries, and cultures, which is increasingly important for the progress of science. Most importantly, IAKM exhibited a cohesive and active core membership with pivotal roles played by a number of active members, which contributed significantly to the growth of the Association and, in general, to the advancements in the field of KM through collaborative knowledge building.</p> Meliha Handzic Constantin Bratianu Ettore Bolisani Copyright (c) 2021 https://creativecommons.org/licenses/by-nc-nd/4.0 2021-09-05 2021-09-05 19 2 pp91 104 10.34190/ejkm.19.2.2369 Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues https://academic-publishing.org/index.php/ejkm/article/view/2370 <p>Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.</p> Wioleta Kucharska Copyright (c) 2021 https://creativecommons.org/licenses/by-nc-nd/4.0 2021-09-05 2021-09-05 19 2 pp105 117 10.34190/ejkm.19.2.2370