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To provide executives and scholars with pragmatic understanding about integrating knowledge management strategy and technologies in business processes for successful performance.

A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology‐push models with proposed strategy‐pull models. The framework explains how the “critical gaps” between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models. Illustrative case studies of real‐time enterprise (RTE) business model designs for both successful and unsuccessful companies are used to provide real world understanding of the proposed framework.

Suggests superiority of strategy‐pull models made feasible by new “plug‐and‐play” information and communication technologies over the traditional technology‐push models. Critical importance of strategic execution in guiding the design of enterprise knowledge processes as well as selection and implementation of related technologies is explained.

Given the limited number of cases, the framework is based on real world evidence about companies most popularized for real time technologies by some technology analysts. This limited sample helps understand the caveats in analysts' advice by highlighting the critical importance of strategic execution over selection of specific technologies. However, the framework needs to be tested with multiple enterprises to determine the contingencies that may be relevant to its application.

The first comprehensive analysis relating knowledge management and its integration into enterprise business processes for achieving agility and adaptability often associated with the “real time enterprise” business models. It constitutes critical knowledge for organizations that must depend on information and communication technologies for increasing strategic agility and adaptability.

The legal and economic value of intellectual property is under seige in much of the world. Creators of software find that, throughout much of the industrialized and Third World, their products are illegally copied and sold in breach of bilateral treaties and international protocols. Prosecutions of violators, though increasing in number, offer only a partial solution. Comparatively analyses how Western firms have responded to this issue, which transcends ethics, industrial management, data systems, profit and law. The analysis includes research into those nations which are often found to house a disproportionate share of violators of intellectual property rights.

The purpose of this paper is to draw the attention to the necessity of knowledge management (KM) among the older workforce and to provide guidelines for human resource (HR) managers on how to engage in this process.

First, characteristics of older employees, viewpoints of HR managers on the older workforce and critical success factors of KM are explored through a literature review and conversations in the field. Thereafter these findings are combined in order to arrive at those aspects that an ideal organizational culture for KM must entail among the older workforce. When a more proactive management style is incorporated in this culture, KM among older employees will be significantly facilitated.

The paper finds that there exist opportunities for synergy between a proactive management style towards older employees and effective KM among this group. HR managers need to review their point of view towards the older worker in order to facilitate knowledge sharing.

This article's intention is to give general guidelines to HR managers on how they can facilitate KM among older workers. It is not extensively based on direct empirical findings; therefore further research is needed to verify, falsify, specify and complete the conclusions and recommendations made in this article.

This paper constitutes a real potential to develop a variety of new approaches in knowledge management, in particular towards older employees.

The paper brings together two topics, which have explicitly combined but received little attention from researchers. It provides HR management with practical suggestions on how to empower their older workforce and ensure knowledge sharing.

States that, for over a decade, knowledge management (KM) has been viewed as the way forward for information management and that it has become associated with Internet technology. Reveals that experience showed that KM projects were too often attempts by information communication technology (ICT) departments to prove that they understood how information was used by their businesses when in fact and they did not. Proposes that KM did not achieve what it set out to do because it is expensive and is not functionally straightforward, creating poorly understood operational problems. Concludes that records management is now emerging as the preferred tool for information storage because it is easily understood by all, relatively low cost, highly adaptable and low in staffing costs.

This paper defines the newly emerging concept of knowledge management. The topics presented include: principles and practices of knowledge management, organization, distribution, dissemination, collaboration and refinement of information, and the effect on productivity and quality in business today. The technical applications and tools currently utilized within this discipline are also discussed. Case studies are included on the following firms: Teltech, Ernst & Young, Microsoft, and Hewlett Packard. These are analyzed to determine the effect knowledge management practices have on quality improvement and increased productivity. The authors have included a recommended strategy for implementation of knowledge management “best practices”. Finally, conclusions are drawn regarding the strategic direction of this new discipline and its effect on competition, productivity and quality for the business of tomorrow.

An evolving digital nervous system now connects an exponentially growing network of individual human beings. This infrastructure has enabled organizations to cultivate the renewable and self‐generating economic resource of human capital. Organizations are beginning to see how technology can increase the intellectual assets of the knowledge workers using it. Industry and education are both shifting from an industrial economy and workforce to that of a knowledge economy staffed by knowledge workers.

Briefly reviews knowledge management (KM) and its development from concept to core competence. Shows how knowledge management is the tool that really enables organizations to “work smarter.” Works through the steps of the KM project lifecycle. Details the KM proposal development process and the elements and method for a truly successful KM project application. Emphasises the importance of knowledge validation. Reviews some organizations that are using KM successfully.

By capturing and applying knowledge to processes on a real‐time basis—rather than collecting and housing information in a repository and analyzing it after the fact—companies will achieve long‐term competitive advantage.

The purpose of this paper is to appraise Pai and Chary’s (2016) conceptual framework for measuring patient-perceived hospital service quality (HSQ).

A structured questionnaire was used to obtain data from teaching, public and corporate hospital patients. Several tests were conducted to assess the instrument’s reliability and validity. Pai and Chary’s (2016) nine dimensions for measuring HSQ were examined in this paper.

The tests confirm that Pai and Chary’s (2016) conceptual framework is reliable and valid. The study also establishes that the nine dimensions measure HSQ.

The framework empowers managers to assess service quality in any hospital settings, corporate, public and teaching, using an approach that is superior to the existing HSQ scales.

This paper helps researchers and practitioners to assess HSQ from patient perspectives in any hospital setting.