Abstract
In this paper, we draw on the knowledge market analogy and integrate the considerations of organizational culture and attributes, knowledge management (KM) guiding principles and continuous learning-based systems development into the design of a model for KM initiatives. This model has been implemented in a small medical consulting firm for its KM initiative. The successful implementation of this model indicates the possible applicability of our model to other knowledge-intensive small firms and the feasibility of applying the same concepts used in larger KM implementations to small companies.
Notes
1. “Knowledge market” is a term proposed by CitationDavenport & Prusak (1998) for describing the forces that power the movement (or transactions) of knowledge through an organization. Knowledge market is a “quasi market”, since its transactions cannot be enforced by formal contracts. In this market, participants conduct knowledge transactions for present or future value.
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