The world economy in which we are living poses challenges that lead to a realization that 'more of the same' will be difficult to sustain. This provides an illustration that, in order to create new or modified knowledge practices, strengthen customer relationships and thus positively influence customer satisfaction, organizations must be flexible in configuring (combining) knowledge and knowledge structures in a way that is appropriate for delivering value to the customer. It must simultaneously develop effective strategies for updating the knowledge of its staff members necessary for underpinning the creation and delivery of appropriate knowledge services. Thus, unlearning (forgetting) becomes a critical means for organizational success. The ECKM community of scholars has already initiated dialogue that links its particular strengths to innovation issues. This conference aims to further that dialogue by attracting leading edge work that leverages the ECKM community's in-depth understanding of learning and unlearning to better understand knowledge management. Our aim is to stimulate breakthrough research streams linking learning, unlearning and knowledge management.
How can organizations tailor, use, and extend techniques and tools from knowledge management for improving their business practices and processes?Building upon existing work on knowledge management (KM) and organizational learning, the conference will promote interdisciplinary approaches from computer science and information systems, business, management and organization science as well as cognitive science. Emphasis will be put on systematic learning from experience, KM tools and KM success factors. Aspecial interest belongs to knowledge management initiatives which are lightweight (i.e., do not place considerable additional burden on users and KM experts), allow an incremental adoption (i.e., do not require large up-front investment before any return of investment is at least visible), and are flexible regarding frequent changes in experts and topics.
Continuing the success of the ECKM conference series since 2000, the 2012 conference will provide an international communication forum bringing together academia and industry for discussing the progress made and addressing the challenges faced by continuous learning in knowledge-intensive organizations.
The conference committee is attracted by both theoretical and practical papers on many subjects, as well as by innovative ideas and experiences. We are also interested in case studies that demonstrate how KM research strategies have been applied and the lessons learned. The review committee will consider submissions in the following categories:
Interactive workshop(Knowledge café)
Click the icon to download a .pdf outline of the Knowledge Cafe
Culture is an emergence arising from shared values, beliefs, symbols, histories, characteristics and behaviours that pervades a human community.Given that knowledge and its transformation into value through prudent application is still largely a human attribute, culture as a pervasive eco-system can be regarded as a significant influencing factor in KM. This track focuses on all the culture driven factors that affect the attitudes, approach to and outcome of efforts in KM
The following aspects are considered significant in the context of cultural influences in KM;
§Cultural Drivers in KM
§Cultural Inhibitors in KM
§Cultural bias in best practice approach to KM
§Developing and exploiting a supportive culture in KM
Healthcare organizations will face major challenges in the following years: increased costs, greater pressure towards accountability and transparency, as well as a diminishing labour supply pool. Therefore, public and private healthcare organizations are looking closely at the benefits associated with knowledge management and process management. Because the healthcare environment is indeed very diverse, and many factors come into play to ensure the efficiency and effectiveness of healthcare services, healthcare leaders are achieving optimal healthcare outcomes through developing the capacity to create, distil and distribute knowledge. Put another way across the health sector, new initiatives which focus on interaction, collaboration and increased sharing of information and knowledge are taking place. The extended version of papers selected from this Mini Track will be published in the Service Industries Journal, published by Taylor & Francis – indexed by SCIE, 2010 Impact Factor - 1.071.
Selected papers submitted to this mini track will be considered for publication in a special issue of the Service Industry Journal published by Taylor & Francis. (click here for details)
We would be pleased to receive articles of a theoretical nature, as well as research-based pieces, on any aspect or factor within a healthcare context whose underlying raison d’être is the adaptation of K&PM. In particular, they would be happy to receive articles on the following aspects:
§The scope of knowledge in healthcare.
§The link between knowledge management and healthcare services.
§How knowledge is acquired and managed in healthcare organizations.
§Linking knowledge management to knowledge work in healthcare services.
§How is knowledge management being adapted to healthcare organizations?
§How does knowledge relate to e-learning, corporate intranets and extranets and other health information technology infrastructures?
§Organizational learning in healthcare institutions
§How can healthcare organizations be prepared for patient community enabling?
§How can healthcare organizations accelerate technology adoption through knowledge management?
§What are the drivers and enablers of technology adoption and diffusion in healthcare organizations?
§Types and mechanisms of knowledge acquisition and learning.
§The impact of contextual factors on knowledge learning and knowledge process.
Knowledge Management has reached the stage of implementation in organisations across numerous sectors and functional areas.This track invites research and practitioner papers on the topic of ‘Knowledge in Action’.By investigating how KM is applied in a range of organisations/situations, can we identify key trends/approaches and have we reached the stage where a recipe for KM implementation can be defined.In addition, what factors enable KM implementation, what are the barriers and how have implementation problems been overcome in case examples.Overall can we identify what successful KM implementation involves.
Topics of interest include but are not limited to:.
§Knowledge Management case studies in public and private sector organisations
§Knowledge Management cases in a variety of industrial sectors, such as manufacturing, engineering, retailing, technology, etc.
§Knowledge Management within various organisation sizes to include large corporations, SMEs and micro organisations
Mini Track Call for Papers on Creativity and Knowledge Management Click icon to download a .pdf
Track Chair: Prof. Dr.-Ing. Norbert Gronau, University of Potsdam, Germany
Norbert Gronau
Knowledge management can be characterized as a stimulus for sustainable and efficient conversion of knowledge, focusing on corporate and process targets and the distribution of information about the access to knowledge. Knowledge management is not limited to technical measures but it also provides social measures. Knowledge is linked to people - it comes from people and it is applied by people. But knowledge can also be based on data and information, describing a variable mix of experience, values, contextual information and expert insight. This in turn provides a framework for evaluating and internalizing experiences and information. Creativity techniques provide systematic procedures to create new knowledge as ideas through the use of existing knowledge. Thus, the use of creativity techniques is an operative measure of knowledge management, but it is less considered in this domain. A positive example is the concept of Design Thinking, which systematically applies different creativity techniques. The idea behind this concept is that complex products for complex markets need interdisciplinary and creative processes of origin to be need-oriented and innovative. The aim of this track is to illustrate and to position the handling of creativity in the context of knowledge management.
Submission should attempt to focus on the following themes:
§Case studies
§Empirical studies of the benefit and use of creativity techniques
§New creativity techniques
§Design Thinking
§Term of creativity
§Barriers to and factors of success of the use of creativity techniques
Scholars and practitioners are increasingly recognizing a link between the fields of knowledge management (KM) and competitive intelligence (CI). CI, at its heart, is about collecting and analyzing knowledge concerning competitors. As a result, there are aspects of KM that can contribute to the practice of CI, and CI practice can contribute to how KM is conducted. Each field has the potential to advance the other, so it makes sense to make connections between them. In this mini-track, we hope to advance those connections.
Papers covering any aspect of competitive intelligence are welcomed, including those on related topics, as listed in the bullets.An explicit connection to KM should be made in the submission.Highly competitive papers may be invited to submit to the Journal of Intelligence Studies in Business. You can view the journal at https://ojs.hh.se/index.php/JISIB
Submission should attempt to focus on the following themes:
This mini track aims to focus on the connection between knowledge management, innovation and creativity. We are interested in cross-disciplinary contributions that investigate the success or otherwise of KM and the creative economy. We would like to encourage case studies of how KM has been applied in creative and innovative business.We would like to hear from researchers working in the field of how to create and manage innovative clusters as well as how KM communities can innovate and prosper.
Topics can include, but are not limited to:
§KM and a creative economy -as a feasible option during crisis time.
§Creative and innovative business; innovative clusters.
§Creative and innovative knowledge workers
§Creative and innovative knowledge based industries.
Strategies aiming at enhancing the level of organizational knowledge through knowledge generation, knowledge transfer and sharing, and reducing the knowledge loss are generally known as knowledge strategies. That means a new mind set is requiredfor top management to be able to integrate KM into the organizational culture and to link it with innovation management. “For the most mature knowledge managing organizations today, the challenge that lies ahead is forging this link between knowledge management and fundamental business strategy” (Davenport & Prusak, 2000, p.IX). This means organizations need to develop strategies not only to generate internally new knowledge, but also to be able to acquire knowledge from the external environment in order to increase its level of total knowledge. This will increase the chances of success in generating a competitive advantage, which in turn will improve the interaction between KM and the business strategy. Knowledge strategies are directly linked to the powerful concepts of organizational intelligence, learning organization and wisdom management.
Topics can include, but are not limited to:
§Strategies for increasing knowledge creation and knowledge acquisition.
§Strategies for increasing knowledge retention and reducing knowledge loss.
§Strategies for increasing knowledge sharing and intergenerational knowledge transfer.
§Strategies for increasing emotional knowledge transfer and transformation.
§Strategies for stimulating organizational learning and organizational wisdom.
§Strategies for increasing knowledge dynamics in intercultural business contexts.
§New perspectives and paradigms on knowledge strategies.
Knowledge management is no longer limited to one organization or one country. With increased cooperation within and across organizations, knowledge management has become a global issue. However, many approaches and concepts are still limited to one cultural context. The aim of this mini track is to discuss current developments and experiences of cross-border knowledge management to derive new solutions for this research area.
A focus is the utilization of Social Software applications (SoSo). The traditional gap between the human and technology aspects of knowledge management can be reduced through the application of social technologies such as intra-organizational social networks and micro-blogs. However, applying this in cross-organizational and cross-border settings is still a major challenge.
Contributions are invited towards theory-building in the domain as well as reports from practice and research in progress.
Topics for this mini track can include, but are not limited to:
§Cross-border aspects on knowledge management
§Utilization of Social Software for global settings
Participants will be asked to vote for the best poster and a prize will be given for the poster receiving the highest number of votes. Additionally a prize will be awarded to the best PhD paper presented at the conference.
Submission details
Abstract details: All submission types require an abstract in the first instance. The Abstract should be a minimum of 300 and no more than 500 words including up to five keywords and keyphrases to be received by 16 February 2012. (Extended until 3 March 2012) Please read the Abstract Guidelines before submitting.
Submission: Online via the submission form. Please ensure that you complete all relevant sections of the form, including the conference track the abstract is intended for, the proposed title for the paper, the full names (first name and surname, not initials) and email addresses of all authors and a postal address and telephone number for at least one contact author. Please indicate clearly if the contact author is not the lead author. http://academic-conferences.org/eckm/eckm2012/eckm12-abstract-submission.htm .
Full paper: Only required after acceptance of abstract and not to be more than 5,000 words including abstract, keywords and references. Submission date will be no later than 5 April 2012. Please read the style guidelines document. Papers should be submitted as .doc or .rtf file attachments by email to the Conference Manager, Julia Hawkins with the submission checklist and copyright form.
Important information
§The selection panel of the conference committee will consider all abstracts received by the submission deadline to ensure that the proposed paper is relevant to the Conference.
§The authors of abstracts that describe a relevant paper will receive a notification of abstract selection.
§All full papers will be double-blind reviewed by members of the conference committee to ensure an adequate standard, that the proposed subject of their abstract has been followed, that the paper is of a suitable length, the standard of English is adequate and the paper is appropriately referenced.
§For authors whose first language is not English we request that you have your work proofread preferably by a native English speaker prior to submission (or at least a fluent English speaker) – papers may be rejected due to a poor standard of English. We do offer proof-reading services.
§Papers that are accepted will be published in the conference proceedings providing at least one author registers and presents the work at the Conference (see the registration section of the conference website for more information about registration).
§Due to the large number of papers expected for this conference, the committee prefers that an author presents only one paper. However, if multiple papers are accepted for publication and presentation, each paper requires a separate registration fee. Author registration and payment must be completed by 2 August 2012 and there are special discounts available for earlybird registration and group bookings, including a special reduced rate for supervisors and students attending together.
