Hemsley & Mason, Chakarabarti, and Lucas

Journal of Organizational Computing and Electronic Commerce Volume 23, Issue 1-2, 2013Special Issue: Knowledge Management and Social Media: The Challenges and Benefits

 This article looks at how viral events on social media platforms affects knowmledge management systems. It begins with a story of a band that had a guitar broken during the handling of their luggage by United Airlines. In the ensuing aftermath the band posted a YouTube video about the incident and it quickly became a viral event. The main jist ofg the article was how organization need to be aware of how social media can affect knowledge management and knowledge management systems. The article also looks at how viral events can be used as the "stimulus in forming interest networks." They go on to say that organizations that adhere to the older bureaucratic method of controlling knowledge will be at a disadvantage.

The impact of trust and reputation on the transfer of best practices Journal of Knowledge Management, Vol. 9, No. 4. (April 2005), pp. 87-101, doi:10.1108/13673270510610350 by Leyland M. Lucas

This article examines how knowledge is transferred within an organization and why problems exist in the transferring process. The author examine one organization and looks at its knowledge transferring process. The author claims that for knowledge transferr to happen successfully their has to be an understanding by those who use it on how the process works, what knowledge is available and the acceptance of failure as a possibility in the process of helping themselves and others. There also has to be a level of cooperation between those who use it along with the ability to change the way the normally do things tho ensure that the knowledge transfer process will continue to work and be effective. The author concludes that there must be cooperation and trust between the users if knowledge transfer is to happe successfully. 

Bounded awareness and tacit knowledge: revisiting Challenger disaster Journal of Knowledge Management, Vol. 16, No. 6. (2012), pp. 934-949, doi:10.1108/13673271211276209 by Ajith Kumar, Amaresh Chakrabarti

This article primarily focuses on 'bounded awareness', which is described by the authors as:  "bounded awareness essentially manifests as ‘‘focusing failures’’ that result from the misalignment between information ideally needed for a good decision and the information actually included in the decision-making process. Useful information – though readily available – remains out of focus of the decision maker." The authors follow this overview of 'bounded awareness' by looking at what factors make a manager's awareness bounded. The study done by the authors attempts to establish "... a link between trust, reputation, and knowledge transfer." The author's conclude that it is individual tacit knowledge that can create bounds on the knowledge they posses. The authors urge organizations to be aware of what tacit knowledge they posses along with how that very knowledge can negatively effect their ability to recognize new and different knowledge when it is required.