Vol. 7 No. 1 (2009)

Articles

• Knowledge Management Paradoxes

  Jan Aidemark

  pp1‑10

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• Firms as Connected, Temporary Coalitions: Organisational Forms and the Exploitation of Intellectual Capital

  Sandra Begley, Michael J Taylor, John R Bryson

  pp11‑20

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• Intellectual Capital and IFRS3: A New Disclosure Opportunity

  Daniel Brännström, Marco Giuliani

  pp21‑30

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• Business Benefits of Non‑Managed Knowledge

  Sinead Devane, Julian Wilson

  pp31‑40

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• Predicting the Influence of Network Structure on Trust in Knowledge Communities: Addressing the Interconnectedness of Four Network Principles and Trust

  M. Max Evans, Anthony K.P. Wensley

  pp41‑54

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• Collaborative Development of Knowledge Representations — a Novel Approach to Knowledge Elicitation and Transfer

  Alexeis Garcia-Perez, Robert Ayres

  pp55‑62

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• The Gatekeepers' Intervention in Innovation and Technological Transfer

  Deogratias Harorimana

  pp63‑76

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• How to Improve Your Knowledge Intensive Organisation: Implementing a Knowledge Management Scan Within Public and Private Sector Organisations

  Hans Koolmees, Henk Smeijsters, Sylvia Schoenmakers

  pp77‑86

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• Model to Support Patent Retrieval in the Context of Innovation‑Processes by Means of Dialogue and Information Visualisation

  Paul Landwich, Tobias Vogel, Claus-Peter Klas, Matthias Hemmje

  pp87‑98

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• Dynamic Knowledge and Healthcare Knowledge Ecosystems

  Virginia Maracine, Emil Scarlat

  pp99‑110

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• InCaS: Intellectual Capital Management in European SME — Its Strategic Relevance and the Importance of its Certification

  Kai Mertins, Wen-Huan Wang, Markus Will

  pp111‑122

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• Uncovering a KMSD Approach from Practice

  Aboubakr A. Moteleb, Mark Woodman

  pp123‑134

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• Value, Kaizen and Knowledge Management: Developing a Knowledge Management Strategy for Southampton Solent University

  S J Rees, H Protheroe

  pp135‑144

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• The Concept of Knowledge in KM: a Relational Model

  Colin Reilly

  pp145‑154

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• The Socratic Dialogue in the Work Place: Theory and Practice

  Dan Remenyi, Paul Griffiths

  pp155‑164

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• Social Networking and the Transfer of Knowledge

  Graeme Smith

  pp165‑178

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• Balancing Learning and Efficiency Crossing Practices and Projects in Project‑based Organisations: Organisational Issues. The Case History of "Practice Groups" in a Consulting Firm

  Saverino Verteramo, Monica De Carolis

  pp179‑190

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• Dear Diary: Recommendations for Researching Knowledge Transfer of the Complex

  Carol Webb

  pp191‑198

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