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strategy . Business Process Management Journal , 18 ( 5 ), 712 – 734 . Aboelmaged , M.G. ( 2012 ). Linking operations performance to knowledge management capability: The

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A tanulmány a tudásmenedzsment önidentitásának problémája mentén vizsgálja a tacit (azaz nem látható, rejtett) tudás és a hatalom viszonyát a tőkés hatalmi viszonyok között. Alaptézise, hogy a tacit tudás, valamint a hatalom viszonya esszenciális, nem statikus, hanem dinamikus és strukturális. A tanulmány amellett érvel, hogy a tacit tudás menedzsmentje nem pusztán a menedzsmenttudomány problémája, hanem általános társadalmi kérdés, ami a művészetet is érinti. Módszertani keretet ad az idevágó empíria tanulmányozására, és megkísérli lebontani a kortárs tudásmenedzsment dogmáját, a tacit tudástőke mérhetőségét.

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1 Introduction Business Intelligence (BI) Knowledge Management (KM) is raising to elucidate information surplus and knowledge dispense to enhance decision-making in the industry. Being able to have practical research knowledge by developing the BI

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Telecom context . Journal of Knowledge Management , 15 ( 2 ), 212 – 230 . Analoui , B.D. , Doloriert , C.H. and Sambrook , S. ( 2012 ). Leadership and knowledge management in UK

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Abstract  

This study explores the intellectual structure and interdisciplinary breadth of Knowledge Management in its early stage of development. Intellectual structure is established by a principal component analysis applied to an author co-citation frequency matrix. The author co-citation frequencies were derived from the 1994-1998 academic literature and captured by the single search phrase of Knowledge Management. Four factors were labeled Knowledge Management, Organizational Learning, Knowledge-based Theories, and The Role of Tacit Knowledge in Organizations. The interdisciplinary breadth surrounding Knowledge Management mainly occurs in the discipline of management. Empirical evidence suggests that the discipline of Computer Science is not a key contributor as originally hypothesized.

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framework for knowledge management methodology. In: Wiig K.M.(ed.): Knowledge management methods: Practical approaches to manage knowledge. Arlington, Tex.:Schema Press. A framework for knowledge management

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): Achieving Best Practices Transfer across Countries . Journal of Knowledge Management , 11 ( 3 ): 156 – 166 . Porter , M. E. ( 1985 ). Competitive Advantage: Creating and

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Company. The Electronic Journal of Knowledge Management 4(2): 109–116. Bommen T. Knowledge Sharing Practices: Analysis of a Global Scandinavian Consulting Company

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