About - J. Knowledge Management Practice(JKMP)

ABOUT ABOUT

Journal of Knowledge Management Practice

ISSN 1705-9232

Editorial Statement

The Journal of Knowledge Management Practice (formerly the Journal of Systemic Knowledge Management under a different publisher) is devoted to collecting serious research about knowledge management and its practical applications. Authors are invited to read the notes for contributors, and are encouraged to contribute. We will promise a fast and fair critical review of all papers submitted. The Journal of Knowledge Management Practice is published by TLA in electronic format only, and has been optimized for viewing using Internet Explorer.

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Journal Ranking

A 2012-13 survey of the top 25 Knowledge Management and Intellectual Capital academic journals rated JKMP seventh; JKMP was the top rated online open access journal [Serenko, A., and Bontis, N. (2013). Global ranking of knowledge management and intellectual capital academic journals: 2013 update, Journal of Knowledge Management, 17(2), in-press]

A 2009 survey to rank the top 21 Knowledge Management and Intellectual Capital academic journals rated JKMP seventh; JKMP was the top rated online open access journal [Bontis, N., & Serenko, A. (2009), A follow-up ranking of academic journals, Journal of Knowledge Management, 13(1), pp.16-26.]

A 2008 survey to rank the top 20 Knowledge Management and Intellectual Capital academic journals rated JKMP eighth; JKMP was the top rated online open access journal [Serenko, A., & Bontis, N. (2009), Global ranking of knowledge management and intellectual capital academic journals, Journal of Knowledge Management, 13(1)].

Managing Editor

Peter Smith, The Leadership Alliance Inc.

Editorial Advisory & Review Board

Dr. Indra Abeysekera, University of Sydney, Australia
Dr. Jeffrey Alstete, Iona College, USA
Dr. Mohammad Nazir Ahmad, Universiti Teknologi Malaysia, Malaysia
Dr. Mohammed Arif, The British University in Dubai, United Arab Emirates
Dr. Zane Berge, University of Maryland, USA
Dr. Abdus Chaudhry, Nanyang Technological University, Singapore
Dr. Elayne Coakes, University of Westminster, UK
Dr. Robert Cross, University of Virginia, USA
Dr. Stafford Cuffe, CUFFE & Associates Inc., USA
Prof. Suash Deb, C.V. Raman College of Engineering, India
Mr. Leif Edvinsson, Universal Networking Intellectual Capital, Sweden
Dr. Nabil Elias, The University of North Carolina Charlotte, USA
Dr. Christian Fuchs, University of Salzburg, Austria
Dr. Robert Garratt, Organisational Development Limited, UK
Dr. Andrew Goh, International Journal of Applied Knowledge Management, UK
Dr. Abdelkrim Hamou-Lhadj, Cognos Inc., Canada
Dr. Paul Jackson, Edith Cowan University, Western Australia
Dr. Priti Jain, University of Botswana, Botswana
Dr. Eugene Kowch, University of Calgary, Canada
Dr. Georg von Krogh, University of St. Gallen, Switzerland
Dr. Allenna Leonard, The Complementary Set, Canada
Dr. Baruch Lev, New York University, USA
Dr. Stefania Mariano, New York Institute of Technology School of Management, Bahrain
Dr. Viju Mathew, Ministry of Higher Education, Sultanate of Oman
Mr. Steve McKinlay, Wellington Institute of Technology, New Zealand
Mr. Simon Mills, Bank of England, UK
Dr. Phillip Olla, Madonna University, USA
Dr. John Peters, Emerald Group Publishing, UK
Dr. Rajesh K Pillania, Institute for Strategy, India
Dr. Gabriel Ramirez, AIM Consulting Ltd., Chile
Dr. Hubert Rampersad, TPS International Inc., USA
Dr. Lewlyn Rodrigues, Manipal Institute of Technology, India
Dr. Johan Roos, Imagination Lab, Switzerland
Dr. Markus Schwaninger, University of St. Gallen, Switzerland
Dr. Ramanjeet Singh, Rattan Group of Institutions , India
Dr. David Snowden, The Cynefin Centre, UK

Philosophy

The philosophy of JKMP is systemic, and will include submitted/invited papers related to all aspects of knowledge management. Elements such as physical assets, learning, database technology, intellectual capital, investment strategy, mindsets, and a host of others subject to systemic interactions, are increasingly treated as separate and unrelated topics. The journal will seek to foster cross-fertilisation and a more general understanding of how all these elements and subsystems can be identified, and managed, to fit together and interact to best fulfil organisational objectives. It is hoped to promote a practical view of knowledge management which will motivate practitioners to engage across topic boundaries.

Knowledge Management (KM) is defined as those processes, tools and infrastructures by which an organisation continuously improves, maintains and exploits all those elements of its knowledge base which the organisation believes are relevant to achieving its goals; KM includes the processes, tools and infrastructure by which these goals are modified as the organisation's knowledge base changes.

The organisation's knowledge base is defined to include the data, information, intuition, knowledge (know how), understanding (know why), and wisdom, residing throughout the organisation.

Purpose

The Journal of Knowledge Management Practice aims to collect, and disseminate to a multi-disciplinary audience, writings which will contribute to an holistic understanding of organisational knowledge management. Currently papers and presentations are scattered over a wide range of publications, none of which focus on knowledge management as a system which can only be understood and optimised when its elements have been identified, and their interactions understood and harmonised.

We are keen to encourage a wide range of submissions and contributions, including research findings, case studies, critical essays, trend analyses, anecdotal experiences, product and service reviews and commentaries, book and other publication reviews, and other areas of interest. Our intention is, above all, to be informative and useful to those working in organisations. As such, we would encourage those preparing submissions to think carefully about applications in practice.

Scope

The Journal of Knowledge Management Practice invites papers related to terms such as Knowledge Management; Intellectual Capital; Intangible Assets; Human Resource Assets; and on related topics such as the following (Note: the terms and this list are not exhaustive and are not in any sense to be regarded as restrictive):

Definition(s) in your organisation; how is that meaning being Operationalized?
A review of literature and/or practice to date
A simple introduction to key concepts
Taxonomy
Impact of physical and other assets
A CEO's guide to investing in these topics
Strategy and value creating processes
Performance measures
Privacy, confidentiality, secrecy
In the "learning organisation" concept
Design and use of computer- and telecommunications-based tools and systems
Design and use of web-based and mobile technologies
Dynamic and static modeling
Applications of TQM/QA disciplines
Relevance to individual and organisational development
Training and development concerns

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pasmith@tlainc.com

Publisher: TLA.