By Topic

Enterprise knowledge management

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

1 Author(s)
O'Leary, D.E. ; Univ. of Southern California, Los Angeles, CA

Many enterprises downsize to adapt to more competitive environments, but unless they have captured the knowledge of their employees, downsizing can result in a loss of critical information. Similarly, as employees leave, organizations are likely to lose access to large quantities of critical knowledge. As companies expand internationally, geographic barriers can affect knowledge exchange and prevent easy access to information. These and other forces are pushing enterprises to explore better methods for knowledge management. Enterprise knowledge management entails formally managing knowledge resources, typically by using advanced information technology. KM is formal in that knowledge is classified and categorized according to a prespecified, but evolving, ontology into structured and semistructured data and knowledge bases. The overriding purpose of enterprise KM is to make knowledge accessible and reusable to the enterprise. The business world is becoming so concerned about knowledge management that, according to one report, over 40 percent of the Fortune 1000 now have a chief knowledge officer, a senior-level executive responsible for creating an infrastructure and cultural environment for knowledge sharing. This article surveys some components of this young field

Published in:

Computer  (Volume:31 ,  Issue: 3 )