The Sense‐making approach to studying and understanding users and designing systems to serve their needs is reviewed. The approach, developed to focus on user sense making and sense unmaking in the fields of communication and library and information science, is reviewed in terms of its implications for knowledge management. Primary emphasis is placed on moving conceptualizations of users, information and reality from the noun‐based knowledge‐as‐map frameworks of the past to verb‐based frameworks emphasizing diversity, complexity and sense‐making potentials. Knowledge management is described as a field on the precipice of chaos, reaching for a means of emphasizing diversity, complexity and people over centrality, simplicity and technology. Sense making, as an approach, is described as a methodology disciplining the cacophony of diversity and complexity without homogenizing it. Knowledge is reconceptualized from noun to verb.

Sense‐making theory and practice: an overview of user interests in knowledge seeking and use

Knowledge management has emerged as an important field for practice and research in information systems. This field is building on theoretical foundations from information economics, strategic management, organizational culture, organizational behavior, organizational structure, artificial intelligence, quality management, and organizational performance measurement. These theories are being used as foundations for new concepts that provide a rationale for managing knowledge, define the process of managing knowledge, and enable us to evaluate the results of this process. Based on articles published between 1995 and 2005, new concepts are emerging, including knowledge economy, knowledge alliance, knowledge culture, knowledge organization, knowledge infrastructure, and knowledge equity. An analysis of the theoretical foundations of knowledge management reveals a healthy arena with a strong foundation and clear directions for future work.

The theoretical foundations of knowledge management

Business customers' satisfaction: What happens when suppliers downsize?

Aim This paper explores the literature on change management from the discipline of organizational studies to provide insights that nurse managers can use in their professional practice.

Background  The paper will benefit nurse managers by extending the nursing discourse on change management to include wider theoretical and academic perspectives.

Key issues  Important aspects of change management explored are the roles of power and political behaviour, how much change can be planned and controlled, how to combine top-down and bottom-up approaches to change, the role of emotions in the change management process, a comparison of prescriptive and analytical approaches to understanding change, and the connection between theory and practice in managing change.

Conclusion  While nurses can draw much useful information from within the nursing discipline, they can also benefit by exploring other disciplinary areas. In the case of change management, there are many useful lessons nurses can carry over into their professional practice.

Management of change for nurses: lessons from the discipline of organizational studies

Knowledge management is used as the underlying theory to develop a set of key process areas for a supplement to the CMM in small or medium-sized enterprises (SME) that develop software. These processes involve a focus on managing knowledge capability rather than traditional project management. A longitudinal case study provides evidence that current practices have already established the feasibility of these key process areas.

Knowledge capability and maturity in software management

Creating a family mission statement

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Creating a family mission statement