Revised Schedule

 

* Submission due: 30th June 2022 (Extended)

* Notification of acceptance: 30th August 2022

* Scheduled publication: 2022

 

Call for Papers (Vol. 14, 2022)

 

Knowledge Management & E-Learning (KM&EL)

(Indexed by Scopus, ESCI)

 

Special Issue on

 

Digital, or Undigital, that is the question: Shaping the future of Knowledge Management

 

Guest Editors

 

Prof. Piera Centobelli

Professor of Business Management and Organisation

Department of Industrial Engineering,

University of Naples Federico II, Italy

Email: piera.centobelli@unina.it

 

Prof. Roberto Cerchione

Professor of Business Management

Director of SGu and Delegate of Engineering Management Committee,

Department of Engineering,

University of Naples Parthenope, Italy

Email: roberto.cerchione@uniparthenope.it

 

Over the past 20 years, research on knowledge management (KM) has witnessed considerable attention throughout the world and has become a strategic factor for all industries to survive in today’s dynamic global business competition (Cerchione et al., 2020; Shashi et al., 2021). The concept of knowledge has been analysed in literature from different perspectives concerning what is knowledge (Newell, 1982), where it is embedded (Alavi & Leidner, 2001; Dalkir, 2017), and how it can be classified (Polanyi, 1958; Nonaka, 1994; Holsapple, 2005). Starting from these conceptualizations, the interesting recent trends have been appeared such as impact of knowledge management on performance (Centobelli et al., 2019), market knowledge sourcing determinants (Endres et al., 2020), heterogeneous knowledge ties (Maghssudipour et al., 2020), role of international joint venture in managing and exploiting knowledge, (Zhang et al., 2018), KM and sustainable innovation (Abbas & Sağsan, 2019). These trends have given unique conceptualization in the KM domain dealing with efficient and effective KM processes, as well as systematic strategies pertaining to knowledge creation, storage, sharing, and execution (Castagna et al., 2020).

 

Despite the growing interest in KM and the number of review papers already published, there is a scarcity of contributions analysing how to revisit the existing theories of KM in light of the different 4.0 enabling technologies occurring within companies (Centobelli et al., 2021), such as the usage of blockchain and Industry 4.0 enabling technologies (e.g., additive manufacturing, augmented and virtual reality, industrial internet, cloud computing, big data and analytics), which enable to tackle disruptions and achieve organizational resilience. Machine learning, telecommuting and smart working paradigms are the pillars that are boosting the growth of organizations. Drawing on KM theories we encourage papers that examine digital knowledge management (DKM) domain, employ original methodologies, and offer interesting theoretical and empirical contribution to this research theme. The potential topics for this special issue may include, but are not limited to:

 

• KM and learning strategies in the 4.0 transition
• KM and big data-driven decision-making
• KM and analytics for collaborative value creation processes
• KM and machine/deep learning
• Revisitation of the existing theories of KM in light of the enabling technologies (e.g., blockchain, augmented/virtual reality, industrial internet)
• KM & DKM in education and e-learning
• Business models for DKM
• DKM in manufacturing and service industries
• DKM in public and private companies
• DKM in large firms, SMEs and startups
• DKM in individual firms and networks
• DKM in universities and R&D projects
• DKM for organizational resilience and responsiveness
• DKM in social response to pandemic and crisis
• DKM, smart working and agile paradigms
• Knowledge management systems (KMSs) supporting digital transformation
• Knowledge-based learning systems supporting 4.0
• Ethics in KM in the era of digital transformation

 

Authors working in safety science across industries are encouraged to submit papers on new advances in safety science research, knowledge translation and mobilization.

 

Important Dates (NEW)

 

Deadline for Submission: June 30, 2022

Notification of acceptance: August 30, 2022

Scheduled publication: September 2022 (Vol. 14. No. 3)

 

Submission Instructions

 

Electronic submission by email to Guest Editor is required (piera.centobelli@unina.it and roberto.cerchione@uniparthenope.it)

 

Papers must not have been published, accepted for publication, or presently be under consideration for publication elsewhere. A standard double-blind review process will be used for selecting papers to be published in this special issue. Authors should follow the instructions outlined in the KM&EL Website (see URL http://www.kmel-journal.org/ojs/index.php/online-publication/about/submissions#onlineSubmissions)

 

For more information about the KM&EL, please visit the web site:

http://www.kmel-journal.org/ojs/index.php/online-publication

 

References

Abbas, J., & SaÄŸsan, M. (2019). Impact of knowledge management practices on green innovation and corporate sustainable development: A structural analysis. Journal of Cleaner Production, 229, 611-620.

Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.

Castagna, F., Centobelli, P., Cerchione, R., Esposito, E., Oropallo, E., & Passaro, R. (2020). Customer knowledge management in SMEs facing digital transformation. Sustainability, 12(9): 3899.

Centobelli, P., Cerchione, R., Esposito, E., & Shashi, S. (2019). The mediating role of knowledge exploration and exploitation for the development of an entrepreneurial university. Management Decision, 57(12), 3301-3320.

Centobelli, P., Cerchione, R., Esposito, E., & Oropallo, E. (2021). Surfing blockchain wave, or drowning? Shaping the future of distributed ledgers and decentralized technologies. Technological Forecasting and Social Change, 165: 120463.

Cerchione, R., Centobelli, P., Zerbino, P., & Anand, A. (2020). Back to the future of knowledge management systems off the beaten paths. Management Decision, 58(9), 1953-1984.

Dalkir, K. (2017). Knowledge management in theory and practice. The MIT Press.

Endres, H., Helm, R., & Dowling, M. (2020). Linking the types of market knowledge sourcing with sensing capability and revenue growth: Evidence from industrial firms. Industrial Marketing Management, 90, 30-43.

Holsapple, C. W. (2005). The inseparability of modern knowledge management and computer‐based technology. Journal of Knowledge Management, 9(1), 42-52.

Maghssudipour, A., Lazzeretti, L., & Capone, F. (2020). The role of multiple ties in knowledge networks: Complementarity in the Montefalco wine cluster. Industrial Marketing Management, 90, 667-678.

Newell, A. (1982). The knowledge level. Artificial intelligence, 18(1), 87-127.

Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.

Polanyi, M. (2015). Personal knowledge: Towards a post-critical philosophy. University of Chicago Press.

Shashi, Centobelli, P., Cerchione, R., Merigo, J. (2021). Mapping knowledge management research: A bibliometric overview. Technology and Economic Development of Economy. in Press.

Zhang, J., Wu, W., & Chen, R. (2018). Leveraging channel management capability for knowledge transfer in international joint ventures in an emerging market: A moderated mediation model. Industrial Marketing Management, 75, 173-183.