Titlebook: Knowledge Management (KM) Processes in Organizations; Theoretical Foundati Claire R. McInerney,Michael E. D. Koenig Book 2011 Springer Natu

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Background Bibliographic Analysis,esults are from 2001. Ponzi and Koenig [2002] were able to project early on that KM was either an unusually broad-shouldered business enthusiasm or a rather permanent development. The authors have continued that tracking of the KM literature time series (Figure 2.1 below) through the 2009 literature. The KM business literature continues to grow.

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Knowledge Management in Practice,ge [Argyris and Schon, 1978,1996, Baumard, P., 1999, Harvard Business Review, 1998]. All may play a role in assisting with decision making and encouraging innovation. The next section of this paper will focus on these categories ofpractice and will give examples and references to each.

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Knowledge Management and Decision Making, understanding the way decisions are made, they have placed decision processes into three categories: the rational model (or thinking first), the creative discovery model (seeing first), and the action model (doing first).

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W. T. Hardgravepact on the adaptive response. The goal of this conference was to initiate cross-talk between these diverseimmunological fields, and promote and facilitate discussion on the 978-1-4614-2948-7978-1-4419-5632-3Series ISSN 0065-2598 Series E-ISSN 2214-8019

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