A review on recent advances on knowledge management implementations <s> Introduction <s> Confirmatory factor analyses were conducted to test Nonaka's ((1994) Organization Science, Vol. 5, No. 1, pp. 14-37) a priori model of organizational knowledge creation with data collected from 105 Japanese middle managers. The results provide strong support for viewing organizational knowledge creation as a higher-order construct comprised of four knowledge conversion processes: socialization, externalization, combination, and internalization. <s> BIB001 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> 3M’s objective is to become the most innovative company in the world. 3M employs a wide range of Knowledge Management systems, but the appropriate environment has to be in place before people will be motivated to input and access such systems. 3M concentrates on the “tacit to tacit” area in the belief that if this is functioning well, other aspects of Knowledge Management will fall more readily into place. The willingness to share knowledge between individuals is directly affected by the culture within a company. <s> BIB002 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Begins with a critical review of the literature on knowledge management, arguing that its focus on IT to create a network structure may limit its potential for encouraging knowledge sharing across social communities. Two cases of interactive innovation are contrasted. One focused almost entirely on using IT (intranet) for knowledge sharing, resulting in a plethora of independent intranets which reinforced existing organizational and social boundaries with electronic “fences”. In the other, while IT was used to provide a network to encourage sharing, there was also recognition of the importance of face‐to‐face interaction for sharing tacit knowledge. The emphasis was on encouraging active networking among dispersed communities, rather than relying on IT networks. Argues for a community‐based model of knowledge management for interactive innovation and contrasts this with the cognitive‐based view that underpins many IT‐led knowledge management initiatives. <s> BIB003 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> We trace in pragmatic terms some of what we know about knowledge, information technology, knowledge management practice and research, and provide two complementary frameworks that highlight potential opportunities for building a research agenda in this area. The papers in this special issue are then discussed. <s> BIB004 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract This paper is based on interviews with fifteen professionals within ecology, forestry and park and landscape architecture. The interviewees are believed to have had a large influence on woodland planning in Sweden between 1950 and 2000. They have won recognition because of their ability to transform theoretical knowledge into practical action. Their work is translating theory into practice and, as such, it may be regarded as art in its deepest sense. During a long period the educational system as well as the dominating research has been concentrating on providing better facts in a search for the best knowledge, high degrees of generality and objectivity. However, this may cause many disadvantages. It has lead to a standardisation and an oversimplification of knowledge and thereby also to an oversimplification of the landscape. This study is based on a humanistic approach, on theory of knowledge, of how facts coming from the world of natural sciences can be encapsulated in daily woodland management. <s> BIB005 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation's members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities. We use a case study of organisational transformation to illustrate how concepts from knowledge generation can be used to reframe some of the typical issues that arise, and make suggestions for practice. <s> BIB006 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Purpose – This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization’s capacity to manage knowledge. Design/methodology/approach – Reviews literature on resources-advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource-advantage theory of the firm, social capital, and knowledge management. Findings – Describes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge-management capabilities than organizations with low levels of social capital. Research limitations/implications – This article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge. Practical implications – Since resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social-capital development much more credible. Originality/value – Because there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management. <s> BIB007 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract In this study, we link the discussion of knowledge management enablers to research on transnational projects. A transnational project is a cross-border organizational unit composed of members of different nationalities, working in dispersed business units and functions, thereby possessing knowledge for solving strategic tasks in the MNC. Understanding of knowledge creation and sharing processes is essential, hence the purpose of this article is to investigate how different enablers support these processes within transnational projects. Using case-study data to explore the theoretical arguments, interesting implications emerge. First, organizational culture is the most prominent enabler, and is encouraged by the composition of project members. Second, impact and importance of enablers vary over time. Third, the enablers are interrelated. <s> BIB008 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> This is a multi-site case study of firms that have implemented enterprise resource planning (ERP) systems. It examines eight dimensions of culture and their impact on how ERP implementation teams are able to effectively share knowledge across diverse functions and perspectives during ERP implementation. Through synthesizing the data, we develop a cultural configuration that shows the dimensions of culture that best facilitate knowledge sharing in ERP implementation. The results also indicate ways that firms may overcome cultural barriers to knowledge sharing. A model is developed that demonstrates the link between the dimensions of culture and knowledge sharing during ERP implementation. Possible research questions on which future research can be based are also identified. <s> BIB009 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract The purpose of this study is to empirically explore how organizational culture with a focus on collaboration, and certain types of leadership roles significantly affect knowledge sharing. The sample of the study was drawn from 1200 employees working in international tourist hotels in Taiwan. Of usable questionnaires, 499 were included in the data analysis. The findings reveal that there was a strong and positive relationship between a collaborative culture and the effectiveness of knowledge sharing. Also, facilitator, mentor and innovator roles were positively correlated with knowledge sharing effectiveness, and there was a negative relationship between a monitor role and knowledge sharing. <s> BIB010 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> This study, using both quantitative and qualitative methods, investigates current practice of Knowledge Management (KM) in Software Engineering (SE) processes in two Australian companies on the basis that they both claimed to apply KM practices in their software development work. It also describes the KM activities and KM process used in SE practice, and examines the enablers of KM process for SE in terms of leadership, technology, culture, process and measurement. One of the main findings showed that software developers believe in the usefulness of knowledge sharing; however, their ability to utilise some of the KM systems was limited. The most commonly used systems included personal networks, informal networks, groupware and third-party knowledge. There is a need to formalise knowledge sharing of practices, while also supporting informal and ad-hoc knowledge sharing. While KM was considered to be important, the tools, techniques and methodologies currently employed for software development were inadequate to address effective management of knowledge in these organisations. In both organisations, a uniform model of the KM process did not exist. Among the four KM enablers, leadership was considered to be the most significant as top-down KM strategies were seemingly being pursued by management. Technology was also considered to be an obvious mechanism for KM, despite some of their current KM systems either being unsuitable or inaccessible. In addition, the crucial role that personal networks played in accessing tacit and implicit knowledge was seen as a key reason to foster a culture that encourages participants to share their knowledge with others. <s> BIB011 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> This study develops a forecasting framework based on the fuzzy multi-criteria decision making (FMCDM) approach to help organizations build awareness of the critical influential factors on the success of knowledge management (KM) implementation, measure the success possibility of knowledge management projects, as well as identify the necessary actions prior to embarking on conducting knowledge management. Subjectivity, uncertainty and vagueness within the prediction process are dealt with using linguistic variables parameterized by triangular fuzzy numbers. By multiplying the importance weights of influential factors and the possible rating of success (failure), predicted success (failure) values are determined to enable organizations to decide whether to initiate knowledge management, inhibit adoption or undertake remedial improvements to increase the possibility of successful knowledge management project. The proposed approach is demonstrated using a real case involving a Taiwanese semiconductor engineering corporation. <s> BIB012 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> This paper explores individual cognitive mechanisms of knowledge-sharing (KS) motivation and intends to provide more effective measures to judge and influence individual inclinations toward KS in a cross-cultural context. First, it investigates four cognitive processes based on an individual's commitment toward KS, and studies through these processes how an individual's intrinsic motivation derived from social norms and personal norms, and extrinsic motivation derived from reward and punishment make concerted efforts to shape the ultimate intention to KS. Then, Hofstede's cultural framework is integrated to theorize cross-cultural differences in these processes. Finally, through a survey conducted in China and the US, the aforementioned theoretical analysis is confirmed. The results indicate that intrinsic motivation operates through affective commitment: internalization, identification and conformity; rewards have little direct effects on final intentions but they will influence attitude indirectly via identification; punishment for not sharing splits on cultural lines: Chinese tend to comply to avoid opposing their group and Americans tend to follow a more individualistic path; Chinese have more tendencies to conform to teams' opinions and tend to favor KS as a means of achieving harmonious relationships, while Americans engage in KS because self-worth is viewed as the manifestation of their individual determinations. <s> BIB013 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage. <s> BIB014 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract Today knowledge is considered as a valuable key in competition. Not only it is known as the foundation for stable development, but also it is the source of keeping competitive nature of an organization which is an advantage for the organization. The two fold role of culture, both as the main obstacle and also as the empowering factor in knowledge management activities, makes the importance of this factor double in efficient managing of knowledge management processes. The present article is examining any kind of relationship between different kinds of organizational culture and different dimension of knowledge management. In order to analyze differences between different organizational cultures, the proposed conceptual framework by Comeron and Quinn has been used here. In this article the relationship between four kinds of organizational culture which are group, developmental, hierarchical and logical (market) culture and six dimensions of knowledge management has been examined. This project is applied in nature and the methodology which has been used is correlationnal-descriptive; it is categorized as field study. For analyzing the findings of the research and accepting or rejecting the proposed hypothesis, statistical techniques like step by step regression as well as pearson correlationnal coefficienal has been used. The results indicated that there is a meaningful relationship (about 99%) between different kinds of organizational culture and six dimensions of knowledge management. <s> BIB015 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> The purpose of this article is to evaluate the status of higher education to establish knowledge management. The present study, with its descriptive model, investigates the situation in Islamic Azad University regarding organizational culture, information technology, organizational structure and human resources in order to establish a suitable model for knowledge management. The statistical population of this study includes all members of the board of education and the staff of the Islamic Azad University Tehran Central Branch. In order to analyze the research questions, the researcher made use of descriptive and inferential statistics. The findings of the research indicated that in the above-mentioned university, the situation of human resources is suitable, the status of organizational structure and culture is average and it is poor for that of information technology for the application of knowledge management. Finally, based on the research results, the executive model and the stages and steps of implementation of knowledge have been presented. <s> BIB016 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Literature examining how knowledge management (KM) capability helps organizational structures cope with uncertainty is limited. Thus, this study builds and tests an integrated model to investigate the relationship among environmental uncertainty, KM capability, and organizational structure. Data from 161 firms were collected and analyzed. The results from structural equation model analysis support a mediating KM capability between environmental uncertainty and structural attributes. Environmental uncertainty tends to require firms to increase their KM capability, which in turn manifests itself in structural changes. <s> BIB017 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract This study focus on comparative of knowledge management in higher education. The study found that, the knowledge utilization in governmental institute considered to be at a moderate level while in private institute is at a high level. Consequently, the knowledge sharing of governmental and private institutes is at a moderate level. On the other hand, the relation between organization culture and knowledge management process of government al and private institutes is at a moderate level. As a result, the faculty members should concentrate on vision, mission and strategies of institutional knowledge management if they want to achieve benefits from the institution. <s> BIB018 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Article history: Received March 25, 2012 Received in revised format 25 September 2012 Accepted 7 October 2012 Available online October 1 <s> BIB019 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Article history: Received June 29, 2012 Accepted 15 September 2012 Available online 17 September 2012 The objective of the study is to examine the relationship between knowledge management practices and the organizational performance of Pakistan’s telecommunication. The study is based on primary data collected from two hundred and ten (out of three hundred questionnaires) middle level managers of different telecommunications located in Rawalpindi & Islamabad cities of Pakistan. A self designed questionnaire was used for data collection. The data was analyzed using the techniques of multiple regression analysis. All the findings were tested at 0.01 and 0.05 level of significance. The result demonstrates that knowledge management practices have positive and significant impact on organizational performance, which reflects that organizations that prefer knowledge management practices get beneficial outcomes than their competitors. The commencement of the five facets formulates it easier for the management to centre their attentiveness on them, assuring the particular behaviors to bring out to commence them. © 2012 Growing Science Ltd. All rights reserved. <s> BIB020 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> A significant amount of work has been done to better understand the barriers to knowledge flow and develop models of KM maturity; this was intended to help in assessing the progress of KM initiatives in the firm. However, to date there has been no comprehensive research that considers both these issues at the same time, and thus it is still necessary to explore the evolution of barriers to knowledge flow when the level of KM maturity is changing. We reviewed the progress of KM initiatives in recent years, categorized the barriers to knowledge flow according to the cultural historical activity theory (CHAT), and used one of the existing models of KM maturity (the Knowledge Navigator Model-KNM), to address gaps in the current literature. As part of our exploratory study, a longitudinal survey, involving constant observation, development and use of questionnaires and qualitative interviews with managers of seven firms were conducted. We selected the firms so they covered a wide range of KM maturity levels; triangulation was adopted to enhance the quality of the process. The major findings indicated that: (1) barriers to knowledge flow were inherently different at different KM maturity levels; and (2) various changes in the barriers to knowledge flow were associated with the maturity of the KM. <s> BIB021 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract Key user behavior has important effect on departmental IT performance. However, little is known about the moderating effect of organizational culture on the relationship between the key user knowledge, attitude and departmental IT performance. Hierarchical Linear Modeling (HLM) was conducted to test the moderating effect. The results showed that in an organization with stronger IT application culture, key user knowledge will have more effect on departmental IT performance, and attitude will have less effect on departmental IT performance. Implications of the results are discussed. <s> BIB022 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract The purpose of this paper is to explore the field of Risk Management (RM) in relation with Knowledge Management (KM). It attempts to present a conceptual framework, called Knowledge-Based Risk Management (KBRM) that employs KM processes to improve its effectiveness and increase the probability of success in innovative Information Technology (IT) projects. It addresses initiatives towards employing KM processes in RM processes by reviewing, interpreting the related and relevant literature and sheds light on integration with RM in the IT project. The paper exposes some pertinent elements needed for building the KBRM framework for IT projects and also suggests some instrument about the integration of KM and RM process to improve the RRP (Risk Response Planning) process efficiency. This paper will contribute to the literature and practice by providing a clear method for employing KBRM as a framework to keep organizations competitive within the business environment. <s> BIB023 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> List of Figures, tables. Foreword. Acknowledgements. Introduction. 1. Orienting Thoughts on Information. 2. The Structuring of Information. 3. The Sharing of Information. 4. Dynamic Behaviour: The Social Learning Cycle. 5. Institutions. 6. Culture as Economizing. 7. Case Study - Socialist Transformations. 8. Conclusions. <s> BIB024 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract As economies become more knowledge intensive it has become evident to most organizations that knowledge is a valuable resource. This is particularly true in academic organizations, which have the generation and dissemination of knowledge as their principal mission. This research assesses whether path-dependency exists in relation to cultural expectations of knowledge generation and sharing in knowledge intensive organizations. This paper adopts a constructivist approach facilitated by focus group discussions which were conducted in two UK universities, one Russell group university and the other a post-1992. Institutional culture and path dependency play a major role in the willingness of institutions to generate and share knowledge. Each institution exemplified a distinct path-dependency that underpinned cultural expectations but in each case internal and external factors were necessitating changes regarding knowledge sharing and generation which affected individual perspectives and organizational structures. The paper concludes by purporting that certain universities display critical junctures and cultural transformation in terms of knowledge generation, dissemination and sharing. <s> BIB025 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed. <s> BIB026 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Abstract Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line personnel in concert with knowledge management (KM) interventions influence the creation and development of dynamic capabilities at a large Asia-based call center. Our findings suggest that a full capitalization of the efficiencies created by modularity may be closely linked to the strategic sense making abilities of senior managers to assess the long-term business value of the dominant designs available in the market. Drawing on our analysis we build a modular management-KM-dynamic capabilities model, which highlights the evolution of three different levels of dynamic capabilities and also suggests an inherent complementarity between modular and integrated approaches. <s> BIB027 </s> A review on recent advances on knowledge management implementations <s> Introduction <s> Knowledge management (KM) has been studied extensively in recent years. Some consider knowledge to be the most strategically important resource for any company, but the fragmented, project-based and task-oriented nature of construction work makes it more difficult to implement KM in this sector. ::: ::: This paper presents a survey of perceptions of KM implementation in the Spanish construction sector and compares the results obtained from design and construction firms. Data were collected from the leading civil engineering companies in Spain. ::: ::: The survey found that the Spanish construction industry is aware of the benefits of KM but that systematic KM is not generally implemented. The findings clearly demonstrate that changes in organizational culture are critical to successful KM. The survey also revealed some distinctions between the KM perception of design firms and that of construction firms. <s> BIB028
Knowledge management (KM) plays an essential role in improving the efficiency of organizations  BIB005  BIB008 . Nevertheless, KM implementation within any organization is not always an easy task because there are various factors influencing KM implementation BIB001 BIB024 BIB002  BIB003 BIB006 . Therefore, we need to study different factors influencing KM implementation in different fields. According to BIB015 knowledge is an essential component in competitive world. They investigated different kinds of relationship among various types of organizational culture and dimension of KM implementation. To analyze differences between various organizational cultures, they used Comeron and Quinn's technique where the relationships among four types of organizational culture including group, developmental, hierarchical and logical (market) culture and six dimensions of knowledge management have been investigated. They reported that there was a meaningful relationship (about 99%) between various kinds of organizational culture and six KM dimensions. BIB016 made an assessment on the status of higher education for KM implementation by investigating the situation in Islamic Azad University based on organizational culture, information technology, organizational structure and human resources to establish KM. Their findings indicated that, the university maintained good human resources, the status of organizational structure and culture were on average level but the university was suffering from bad information technology for KM implementation.  in other studies detected three tiers architecture of knowledge flow and management activities including individuals, groups and organization. Howell and Annansingh (2013) investigated whether there was any path-dependency in association with cultural expectations of knowledge generation and sharing in knowledge intensive firms. They concluded that certain universities display critical junctures and cultural transformation in terms of knowledge generation, dissemination and sharing. BIB013 explored individual cognitive mechanisms of knowledge-sharing (KS) motivation to provide effective measures of individual inclinations towards KS. They reported that intrinsic motivation operated through affective commitment: internalization, identification and conformity; rewards had little direct impacts on final intentions. BIB011 used both quantitative and qualitative techniques to study current practice of KM in Software Engineering (SE) processes in two Australian firms on the basis that they both claimed to implement KM practices in their software development work. It also explained the KM activities and KM process applied in SE practice, and examined the enablers of KM process for SE in terms of leadership, technology, culture, process and measurement. BIB018 performed the implementation of KM in higher education systems in Chiang Mai. The study concentrated on comparative of KM in higher education and reported that, the knowledge utilization in governmental institute considered to be at a moderate level while in private institute was at a high level. They also recommended that the faculty members needed to focus on vision, mission and strategies of institutional KM if they wish to achieve benefits from the institution. KS and KM have been widely implemented in various educational systems, for instance,  investigated KS practices in Asian institutions based on a multi-cultural perspective from Singapore. BIB004 studied general perspectives on KM. BIB007 investigated social capital, knowledge management, and sustained superior performance. BIB025 investigated knowledge generation and sharing in UK universities.  performed an investigation on KM technologies in organizational business processes by looking into getting real time enterprises to deliver real business performance.  performed an empirical investigation by looking into six KM factors including concept of knowledge, management, knowledge tools, knowledge measurement, change management, knowledge content. They determined the relationship between entrepreneurship and knowledge management components using structural equation modeling and reported that knowledge content was number one priority followed by knowledge tools and concept of knowledge.  explained that implementation of strategic KM needs specific organization structure due to unique and particular characteristics of knowledge.  , in other survey, tried to find out whether there was any meaningful relationship between organizational structure, in terms of recognition, focus and complexity, and strategic knowledge management, in terms of codification strategy and personalization strategy, in a private University. BIB019 studied relationship between KM capacity and innovation performance where KM capacity included knowledge application, knowledge sharing and knowledge acquisition. They reported that there was not any positive relationship between knowledge acquisition and administrative innovation. BIB020 studied the relationship between KM practices and the organizational performance of Pakistan's telecommunication and reported that KM practices had positive and significant influence on organizational performance, which indicated that organizations that prefer KM practices could get beneficial outcomes than their competitors. BIB017 investigated whether KM could be a mediator between organizational structure and organization environment. BIB014 studied the effect of culture, organizational effectiveness, structure, strategy on KM and reported that KM was a mediator between organization culture factors on organizational effectiveness. BIB021 explored various barriers to knowledge flow at different KM maturity stages. BIB026 investigated project management office as a knowledge broker for project-based organizations. BIB022 investigated the moderating effect of organizational culture by looking into key user knowledge, attitude and IT performance. Their results indicated that in an organization with stronger IT application culture, key user knowledge would have more impact on departmental IT performance, and attitude will have less impact on departmental IT performance. BIB027 examined the impact of modularity and KM on dynamic capabilities by looking into a call center. BIB028 presented a survey of perceptions of KM implementation in the Spanish construction sector and compared the results obtained from design and construction firms. The survey found that the Spanish construction industry was aware of the benefits of KM but that systematic KM was not generally used. The findings clearly stated that changes in organizational culture were essential to successful KM. The survey also disclosed some distinctions between the KM perception of design firms and that of construction firms. Lindner and Wald (2011) detected KM critical success factors in temporary organizations based on a cross-industry sample with 414 organizations. They applied the partial least square (PLS) method to examine the impact of cultural, organizational, structural, and process-related factors on KM effectiveness. Their results contributed to a more differentiated understanding of KM in project environments. BIB012 implemented the fuzzy multi-criteria decision making technique (FMCDM) for measuring the possibility of successful KM implementation. They developed a predicting framework based on FMCDM technique to assist firms to build awareness of the critical influential issues on the success of KM implementation, measured the success possibility of KM projects, as well as identified the necessary actions prior to embarking on conducting KM. They also demonstrated the implementation of their method using a real case involving a Taiwanese semiconductor engineering corporation. Zhao (2010) studied school KM framework and strategies by looking into the new perspective on teacher professional development. They reported that the KM strategies to improve teacher professional development, including school organizational and knowledge leaders, constructing learning school and organization learning culture, establishing teacher KM system of teacher professional development, encouraging team learning, teaching cooperation and knowledge sharing, establishing performance assessment mechanism of knowledge applications and development. BIB023 presented a knowledge-based risk management framework for information technology project. They explored the field of risk management associated with KM and attempted to present a conceptual framework, called Knowledge-Based Risk Management (KBRM), which employed KM processes to improve its effectiveness and to increase the likelihood of success in innovative Information Technology (IT) projects. BIB009 explored knowledge sharing in ERP implementation through an organizational culture framework. They developed a cultural configuration, which indicated that the dimensions of culture that best facilitate knowledge sharing in ERP implementation. In addition, their results also indicated different methods that firms may overcome cultural barriers to knowledge sharing. BIB010 performed an empirical investigation on knowledge sharing by investigating appropriate leadership roles and collaborative culture. Yang investigated how organizational culture affect knowledge sharing and reported that there was a strong and positive relationship between a collaborative culture and the effectiveness of knowledge sharing.