Sue R. Faerman

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Received: 23 August 2005 Revised: 16 December 2005 2nd Revision: 27 June 2006 3rd Revision: 26 February 2007 Accepted: 26 July 2007 Abstract This paper studies leadership dynamics in the development of a knowledge sharing system. We apply the concept of distributed leadership, examining how leadership roles are distributed across different individuals in(More)
Nunamaker et al. [1] introduced the intellectual bandwidth (IB) model as a research tool to help decision makers to better understand value creation. Bach et al. [2] used the IB model to map value creation attributes of an information system in a conceptual real-world business case involving the diagnosis and treatment of HIV patients. This paper describes(More)
This study investigates the dynamics of a knowledge sharing effort in New York State government that involved multiple organizations, divisions, and geographically separated offices in the development of the Multi-Purpose Access for Customer Relations & Operational Support System. Using a case study approach, we address the question of how multiple(More)
Knowledge management (KM) and organizational learning (OL) have developed in both divergent and convergent ways. In particular, these fields have relatively distinct intellectual traditions and conditions that gave rise to disciplines, as well as a certain level of disparity in research focus and view of knowledge. For example, KM focuses more on the(More)
This study investigates how the interactive influences of the nature of knowledge and multiple organizational and technological factors—trust, leadership, incentives and issues, group size and variety, implementation strategy, and technology—facilitated and/or impeded the knowledge sharing processes. Using a case study approach, the research focuses on the(More)
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