Journal Information
International Journal of Knowledge Management (IJKM)
IGI Global

Call For Papers
The International Journal of Knowledge Management (IJKM) covers all aspects of knowledge regulation and order including organizational issues, technology support, and knowledge representation. IJKM provides a forum for global aspects of this significant field of study differing cultural perspectives on its use of knowledge and knowledge management. This journal also focuses on the technical issues associated with the creation and implementation of knowledge management systems.

    Basic theories associated with knowledge creation, knowledge management, and organizational memory
    Case studies of knowledge management and organizational memory systems
    Cognitive theories of knowledge management and organizational memory
    Design of information and communication systems that facilitate knowledge transfer and sharing
    Enablers and inhibitors of knowledge sharing and knowledge transfer behaviors
    Global issues in knowledge management and organizational memory
    Issues related to the capture, storage, search, retrieval, and use of knowledge and organizational memory
    Knowledge acquisition and transfer processes
    Knowledge management in small and medium enterprises
    Knowledge management strategy
    Knowledge management training issues
    Knowledge reuse in organizations
    Knowledge transfer and sharing behaviors within emergent organizational forms such as virtual communities
    Methodologies and processes for developing knowledge management systems
    Metrics and effectiveness of knowledge management and organizational memory systems
    Organizational and economic incentive structures for knowledge sharing and use
    Organizational culture impacts on knowledge management
    Organizational learning
    Use of semantic networks, topic maps, the Internet, digital documents, XML, taxonomies, ontologies, and other technologies to implement knowledge management systems
Last updated by Dou Sun in 2013-10-03
Special Issues
Special Issue on Engaging Flexible Knowledge Workers for Greater Performance
Submission Date: 2017-09-30

To enhance employee performance, the knowledge-intensive organizations are increasingly relying on flexible workers who primarily consist of part-timers, freelancers, and casual workers. Multi-national companies such as General Electric, Accenture, Google have already taken major steps in this direction by adapting their existing human resource practices to embrace flexible workforce. Knowledge workers could be nurses, teachers, lawyers, engineers, and other professionals. The flexible knowledge workers also acquire and apply information but only as part-timers, freelancers, and casual workers. Therefore, unlike traditional employment contracts, the association between them and the organization is time-bound and is limited to the completion of a particular project or a set of activities. Flexibility coupled with temporariness of agile workforce makes it extremely challenging for the human resource managers to keep them engaged and perform. The managers need to accommodate those factors at every stage of the human resource management process starting from recruitment to leadership development that tend to engage flexible workers. The prime questions that managers want to be answered include what steps are needed to engage talented flexible workers, how the traditional human resource practices can be aligned with that of the flexible ones, and what could be the individual- and organization-level performance outcomes of engaging flexible workers. Sparse research on these questions calls for a thorough exploration and examination of causes and consequences of engaging flexible workforce. This special issue has two objectives. The first purpose is to explore the factors that engage talented flexible knowledge workers in their work. The second objective is to understand the possible ways of aligning traditional human resource practices with that of the flexible ones and to investigate the individual- and organization-level performance outcomes of engaging flexible workers. All submissions must complete the engagement-flexible workforce-performance triad. Only empirical papers that are fully developed and involve either qualitative or quantitative methodology on the following or related topics are welcome: - Flexible workforce and employee performance relationship - Alignment of conventional with the flexible knowledge workforce - Cultural issues - Individual-/Organization-level performance outcomes - Leadership - Physical, cognitive, and emotional motivational factors - Role of external factor - Technological intervention - Work team dynamics - Self-leadership skills
Last updated by Dou Sun in 2017-06-22
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