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  • × author_ss:"Awazu, Y."
  • × year_i:[2000 TO 2010}
  1. Awazu, Y.; Desouza, K.C.: Open knowledge management : lessons from the open source revolution (2004) 0.01 
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    Abstract
    One might argue that the future of knowledge work is manifested in how open-source communities work. Knowledge work, as argued by Drucker (1968); Davenport, Thomas, and Cantrell (2002); and others, is comprised of specialists who collaborate via exchange of know-how and skills to develop products and services. This is exactly what an open-source community does. To this end, in this brief communication we conduct an examination of open-source communities and generate insights an how to augment current knowledge management practices in organizations. The goal is to entice scholars to transform closed knowledge management agendas that exist in organizations to ones that are representative of the open-source revolution.
  2. Desouza, K.C.; Awazu, Y.: Maintaining knowledge management systems : a strategic imperative (2005) 0.01 
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    Abstract
    Most organizations have reported dismal returns an their investments in knowledge portals-Intranet Web sites aimed at enabling the storage and exchange of explicit knowledge artifacts. In our research, we were surprised to find that knowledge workers have for the most part abandoned the use of knowledge portals. Moreover, in cases where they do turn to knowledge portals they use it as a last resort. In this brief communication, we call attention both to research and practice to help transform current knowledge portals to ones that are more sensitive to the issues faced by practitioners. To this end, we will elaborate an the need to pay attention to maintenance of knowledge management portals.
  3. Desouza, C.; Awazu, Y.; Wan, Y.: Factors governing the consumption of explicit knowledge (2006) 0.00 
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    Abstract
    Knowledge management as a field continues to receive resounding interest from scholars. While we have made progress in many areas of knowledge management, we are yet to understand what factors contribute to employee usage of knowledge artifacts. A field study of 175 employees in a software engineering organization was conducted to understand factors that govern consumption of explicit knowledge. We assert that the decision to consume knowledge can be framed as a problem of risk evaluation. Specifically, there are two sources of risk a consumer must evaluate prior to knowledge consumption-risk from the knowledge producer and risk from the knowledge product. We find support for the factors of perceived complexity, perceived relative advantage, and perceived risk as they relate to intentions to consuming knowledge.

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