The challenge for organisations is finding a way of structured managing and supporting the combination of the benefits based on the exchange of information in already existing unstructured activities in collaborative environments.
This research aims to show how an approach of bringing knowledge sharing in a dynamic organisation can be realised with familiarising the reader with an understanding of the concepts of knowledge management and existing ideas and concepts. The intention of this work is to use existing approaches of knowledge management to analyse a team of working personnel in the organization and then demonstrate how - based on the findings and the results of the analysis - the implementation of a framework for knowledge sharing with the goal to eliminate or reduce the identified issues within the team and to elicit participation to improve the quality of work.
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Scope and Limitations
2. THEORETICAL FOUNDATION
Idea of "KM"
Knowledge Management in Software Engineering
The Term 'Knowledge'
 Article: if apples were oranges
 History and related concepts
KM vs. Info. Management
(Metcalfe 2006 page 34)
Types of Knowledge
Knowledge Management Strategic plans
 Strategic plan for knowledge management
Knowledge management offerings
and lessons learnt during their
 Critique to knowledge management
3. ORGANISATIONAL KNOWLEDGE MANAGEMENT
View on Knowledge in the Organisation
Knowledge Sharing Culture
Knowledge Management and IT
Workhorse of Knowledge Management - Collaboration
The Role of People in the Organisation
 p 164
 page 1029,1031
The Knowledge Loss in an Organisation
Overcoming Knowledge Barriers
 The incompatibility of knowledge regimes: consequences of the ma world for cross-domain work
Is knowledge management just another new management fad, designed to keep consultants and conference organizers lucratively employed and to distract organisations from a focus on bottom line results and customer orientation? Or, is knowledge management a useful metaphor or a new discipline that supports organisations in the environment facing organisations at the beginning of the twenty-first century? Knowledge management is certainly attracting attention, but much of the literature is in agreement that there are few, if any, demonstrations of the consequences of the adoption of knowledge management as a companywide concept or implementation.
On the other hand, there is an agreement that the knowledge-based society has arrived, and that those organisations that will succeed in the global information society are those that can identify, value, create and evolve their knowledge assets. Many argue that knowledge has become the main competitive tool for many businesses. Drucker (1993) has described knowledge, rather than capital or labor as the only meaningful economic resource in the knowledge society, and Senge
(1990) has warned that many organizations are unable to function as knowledge based organizations, because they suffer from learning disabilities. Companies must innovate or die, and their ability to learn, adapt and change becomes a core competency for survival. The forces of technology, globalisation and the emerging knowledge 
Engineering research also argued that the MIS team and steering committee initially designated research (e.g., research contract and grant management subsystem) as a low priority in the implementation plan. A top administrator of the engineering research agency insisted that "we will be asked to pay for a system we do not need nor want. We will be asked to pay for a system that at the very best will be mediocre." A top administrator of a different research unit emphasized the importance of autonomy and distinctiveness in LGUS in a memo to the HQ:  page 208
This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, 'big-bang' approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the 'organizationally generic' and the destabilizing effects it has on the network of the project's stakeholders.(Metcalfe 2006 p 265)
Always on Time
Marked to Standard
This paper makes the argument that in the 21st century Deming's work aligns closely with knowledge management and knowledge sciences. The paper proposes a model curriculum for a Master of Science degree in knowledge management which encompasses Dr. Deming's principles. It further describes a concentration in knowledge management which could be elected for a Master of Science in Business Administration might
Further reading Educational KM
Deegan, M. (1998), ``The electronic library in teaching and research'', in Hanson, T. And Day, J. (Ed.), Managing the Electronic
Library: A Practical Guide for Information Professionals, Bowker-Saur, London, pp. 3-24.
Galbraith, J. (1973), Designing Complex Organizations, Addison-Wesley, Reading,MA.
Tushman, M.L. and Nadler, D.A. (1978) "Information processing as an integrating concept in organisational design'', Academy of Management Review, Vol. 3, pp. 613-24.
TWENTY QUESTIONS FOR YOUR CLOUD SERVICE PROVIDER 
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