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"Analytics is the examination, interpretation and discovery of meaningful pattern, trends and knowledge from data and textual information. Knowledge management, on the other hand, is concerned with the knowledge processes and practices. This book examines the role of analytics in knowledge management including the integration of analytics theories, methods and technologies into knowledge management processes. It aims to identify the role of analytics in knowledge management and how analytics can be seamlessly integrated in the knowledge management processes."--Provided by publisher.

International Journal of Advanced Computer Science and Applications(IJACSA), 4(8), 2013 ; In Thailand, as in other developing countries, the focus was on the large industry first, since governments assumed that large enterprises could generate more employment. However, there has been a realization that the SMEs are the biggest group in the country and are significantly important to the process of social and economic development. This realization has prompted Thailand to institute mechanisms to support and protect SMEs consist of manufacturing, merchandising (wholesale & retail) and service businesses. Unfortunately, most of these SMEs lack capability in operational areas such as technology, management, marketing, and finance when compared to large enterprises. In order to adapt and survive SMEs need full and proper support from the government. To aid in their adaptation and survival, SMEs and government must develop their knowledge management framework to effectively harness their past and present experiences, and anticipate the future evolution of their commercial environment. In most countries, SMEs are the biggest source of export even in normal circumstances. Consequently, the state and SMEs have to focus and work hard to their ensure survival. ; http://thesai.org/Downloads/Volume4No8/Paper_23-Knowledge_Management_Strategy_for_SMEs.pdf

Since the term was coined in the 1970s, debriefing has been associated with military campaigns, critical incidents and accidents. Debriefing has also been used in the health sector and educational settings particularly experience-based learning. However, the application of debriefing for knowledge management is a recent phenomenon which did not attract the attention of many researchers. As knowledge management is considered to be one of the important issues for today's firms, our understanding of the available tools that could be used to improve the identification, creation and sharing of knowledge in an organization is necessary and timely. The use of debriefing as a simple, straightforward tool which requires the deployment of resources that are available within the boundaries of organization—knowledge, skill and expertise of employees—is acknowledged. However, there is still a lack of knowledge on how organizations can successfully design, plan and execute debriefing to manage knowledge. This paper is poised to provide an overview of studies on debriefing through the lens of knowledge management. The study contributes to the information systems discipline by revealing the significance of debriefing for effective knowledge management practice based on literature review of previous studies. The study also provides potential future research directions.

AbstractThis paper discusses features of small firms that combine to constitute a different milieu for knowledge management. It reports upon work conducted with many small firms and presents a model of considerations and phases in knowledge management projects in small‐firm settings. Copyright © 2001 John Wiley & Sons, Ltd.

A well formulated framework depicts the embedded relationships between influencing factors and provides a simplified and assimilative description of the complex knowledge management systems. In organizations, creation of models and frameworks for designing knowledge management tools is a well established practice while there is a lack of a comprehensive framework for Indigenous Knowledge Management System (IKMS). Hence, the research question addressed in this paper is whether the organisational knowledge management frameworks can be used to strategies Indigenous Knowledge Management (IKM) in a meaningful way. The paper presents Balanced Scorecard (BSc) for IKM in indigenous communities as a case study of nonprofit setting. With the help of empirical data, this work explains the four main strategic management processes of BSc approach. The paper argues that, although BSc is found to be useful in many organisations and indigenous community related project, care should be taken when it is implemented for IKM, where the nature of management activities is totally different.

The question addressed in this paper is linked to the future of knowledge management. The problem is that we don't know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy.

Each policy process is in need of knowledge. Policy research is supposed to provide it, but it does so only in part. One of the reasons is that a policy researcher tends to produce new knowledge, although the need is more general. Knowledge management is considered to be a necessary prerequisite to nourished policymaking. Apart from the production of knowledge it includes activities like translation, structuring, interpretation, and so on, of both existing and newly produced knowledge elements. The primate of the two-cultures approach is rejected. Knowledge types are articulated, rules for handling knowledge are explored. A framework is developed for harmonizing the requirements of both pol icymaking and research.