Trust in Knowledge Management and Systems in Organizations highlights the complexity of the invisible phenomenon of trust challenged by the global economy. The book includes fresh insights, novel theoretical frameworks, and empirical results and ideas for future research. The eleven chapters explore the multidisciplinary nature of the concepts of trust and KM. The concept of trust is analyzed by presenting its extensive description in relation to knowledge and information-intensive activities and systems.

This book readdresses fundamental issues in knowledge management, leading to a new area of study: knowledge processes. McInerney’s and Day’s superb authors from various disciplines offer new and exciting views on knowledge acquisition, generation, sharing and management in a post-industrial environment. Their contributions discuss problems of knowledge acquisition, handling, and learning from a variety of perspectives.

As the most comprehensive reference work dealing with knowledge management (KM), this work, consisting of 2 volumes, is essential for the library of every KM practitioner, researcher, and educator. Written by an international array of KM luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come.

In recent times, research on trust has become a major field in the domain of management and in the social sciences as a whole. The Handbook of Trust Research presents a timely and comprehensive account of the most important work undertaken in this lively and emerging field over the past ten to fifteen years. Presenting a broad range of approaches to issues on trust, the Handbook features 22 articles from a variety of disciplines on the study of trust in both organizational and societal contexts. With contributions from some of the most eminent names in the field of trust research, this international collaboration is an imaginative and informative reference tool to aid research in this engaging area for years to come. The Handbook contributes to an area of key importance to almost every aspect of business and society and, in particular, it will appeal to students and scholars of organization theory, strategy and organizational psychology.

"This book explores and defines the relationship between organizational culture and knowledge management, identifying strategies and best practices to aid practitioners in implementing successful knowledge management strategies, especially during times of crisis like major digital transformations brought on by the Covid-19 pandemic"--

Perspectives from organizational theory, social psychology, sociology and economics are brought together in this volume to provide a broad coverage of trust, including the psychological and social antecedents of trust.

Trust, Organizations and Social Interactionaims to promote new knowledge about trust in an organizational context. The book provides case-analysis of how trust is formed through processes of social interaction in which actors observe, reflect upon and make sense of trust behaviour and its meaning in an organizational and social environment. It greatly contributes to clarifying what a process view may mean in trust research and to the understanding how social interaction processes affect trust. The contributing authors demonstrate how trust and distrust are produced and reproduced in a complex interplay with social processes and practices. Instead of asking how trust may be measured or how trust is a resource for managers, they explore how trust develops and how managers become intertwined with and caught up in trust processes. This enlightening empirical analysis of trust and its relationship with organizational processes is a vital resource for students, academics and scholars of organization, management, organizational behaviour and change, HRM and learning. Contributors include:J. Allwood, N. Berbyuk Lindström, M. Bosse, M.-B. Ellingsen, B. Espedal, M. Frederiksen, L. Fuglsang, A.H. Gausdal, K. Grønhaug, U.K. Hansen, M. Ikonen, S. Jagd, S.T. Johansen, I.-L. Johansson, K. Malkamäki, K. Mogensen, L. Näslund, M. Neisig, K.A. Perry, M.A. Rasmussen, T. Savolainen, M. Selart, A. Swärd, N. Thygesen, S. Vallentin

Trust is a pervasive catalyst of human and business relationships that has inspired interest in researchers and practitioners alike. It has been shown to enhance engagement, communication, organizational performance, and online activities. Despite its role to cultivate cooperation, knowledge-sharing, and innovation, trust through digital means or even trust in digital media has presented new opportunities and challenges in society. Examples include a wider and faster dissemination of trust-influencing messages, and richer options of digital cues that engage, disrupt, or even transform how trust is formulated. Despite that, trust helps people to live through risky and uncertain situations, and the many capabilities enabled on the digital platforms have made the formation and sustaining of trust very different compared to traditional means. Trust in today’s digital environment plays an important role and is intertwined with concepts including reliability, quality, and privacy. This book aims to bring together the theory and practice of trust in the new digital era and will present theoretical and practical foundations. Trust is not given; we must work to build it, but it is a very fragile and intangible asset once built. It is easy to destroy and challenging to rebuild. Researchers, academics, and students in the fields of management, responsibility, and business ethics will gain knowledge on trust and related concepts, learn about the theoretical underpinnings of trust and how it sustains itself through digital dissemination, and explore empirically validated practice regarding trust and its related concepts.

Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues. Table of Contents: Introduction / Background Bibliographic Analysis / Theorizing Knowledge in Organizations / Conceptualizing Knowledge Emergence / Knowledge "Acts" / Knowledge Management in Practice / Knowledge Management Issues / Knowledge Management and Decision Making / Social Network Analysis and KM / Implications for the Future / Conclusion

The field of knowledge management focuses on how organizations can most effectively store, manage, retrieve, and enlarge their intellectual properties. The repository view of knowledge management emphasizes the gathering, providing, and filtering of explicit knowledge. The information in a repository has the advantage of being easily transferable and reusable. But it is not easy to use decontextualized information, and users often need access to human experts. This book describes a more recent approach to knowledge management, which the authors call "expertise sharing." Expertise sharing emphasizes the human aspects -- cognitive, social, cultural, and organizational -- of knowledge management, in addition to information storage and retrieval. Rather than focusing on the management level of an organization, expertise sharing focuses on the self-organized activities of the organization's members. The book addresses the concerns of both researchers and practitioners, describing current literature and research as well as offering information on implementing systems. It consists of three parts: an introduction to knowledge sharing in large organizations; empirical studies of expertise sharing in different types of settings; and detailed descriptions of computer systems that can route queries, assemble people and work, and augment naturally occurring social networks within organizations.