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Knowledge networking in a public service agency: contextual challenges and infrastructure issues. (2008)
Book Chapter
Davenport, E., & Rasmussen, L. (2008). Knowledge networking in a public service agency: contextual challenges and infrastructure issues. In T. K. Srikantaiah, & M. Koenig (Eds.), Knowledge Management in Practice: Connections and Context (445-462). Information Today, Inc

The chapter presents a study of knowledge networking in a public sector agency (PuSA) in the UK, where a number of knowledge management initiatives have been introduced since the inception of the UK ‘Modernising government’ programme of 1999. PuSa is... Read More about Knowledge networking in a public service agency: contextual challenges and infrastructure issues..

New knowledge and micro-level online organization: 'communities of practice' as a development framework (2002)
Presentation / Conference Contribution
Davenport, E., & Hall, H. (2001, January). New knowledge and micro-level online organization: 'communities of practice' as a development framework. Presented at Proceedings of the 34th Annual Hawaii International Conference on System Sciences

The role of communities of practice in knowledge creation is recognized in a number of contexts. The authors take a socio-technical perspective and identify four characteristics of such communities: situated learning, situated action, distributed cog... Read More about New knowledge and micro-level online organization: 'communities of practice' as a development framework.

Consolidating knowledge for aggregated enterprise in tourism SMEs (2001)
Presentation / Conference Contribution
Davenport, E., & Taylor, K. (2001, May). Consolidating knowledge for aggregated enterprise in tourism SMEs. Presented at 29th Annual Conference of the Canadian Association for Information Science, Universite Laval, Quebec

The authors present the design and evaluation process for a prototype learning platform that can assist micro-organizations to work together in the interests of local or regional development. The prototype addresses important issues in knowledge mana... Read More about Consolidating knowledge for aggregated enterprise in tourism SMEs.

Knowledge management; semantic drift or conceptual shift? (2000)
Journal Article
Davenport, E., & Cronin, B. (2000). Knowledge management; semantic drift or conceptual shift?. Journal of Education for Library and Information Science, 41(4), 294-306. https://doi.org/10.2307/40324047

This paper offers an exploration of knowledge management (KM), a concept only partially understood in domains that use the term. Three such domains are described: library and information science (LIS), business administration, and organization theory... Read More about Knowledge management; semantic drift or conceptual shift?.

Exploring the e-consumer experience: The case of the virtual economy (2000)
Presentation / Conference Contribution
Horton, K., Hall, H., Davenport, E., & Rosenbaum, H. (2000, November). Exploring the e-consumer experience: The case of the virtual economy. Presented at 3rd International Conference (IeC2000): Innovation Through Electronic Commerce

Knowledge management in higher education. (2000)
Book Chapter
Cronin, B., & Davenport, E. (2000). Knowledge management in higher education. In G. Bernbom (Ed.), Information Alchemy: The Art and Science of Knowledge Management (25-42). Jossey-Bass

Costs and prices in the digital age (2000)
Presentation / Conference Contribution
Davenport, E. (2000, February). Costs and prices in the digital age. Paper presented at the Electronic Library

No abstract available.

The construction of knowledge in business. (1999)
Presentation / Conference Contribution
Davenport, E. (1999, December). The construction of knowledge in business. Paper presented at Knowledge Management

No abstract available.

What does it really cost? allocating indirect costs. (1997)
Journal Article
Snyder, H., & Davenport, E. (1997). What does it really cost? allocating indirect costs. Bottom Line, 10(4), 158-164. https://doi.org/10.1108/08880459710183035

Better managerial control in terms of decision making and understanding the total costs of a system or service result from allocating indirect costs. Allocation requires a three-step process of selecting cost objectives, pooling related overhead cost... Read More about What does it really cost? allocating indirect costs..