How and Why Redundant Knowledge Assets Are Identified: A Case Study of the End of the Knowledge Asset Lifecycle

By Paul James and Shankar Sankaran.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

A review of the end of the lifecycle of knowledge assets based on a case study of twelve organisations in the Australian Public Sector.

Keywords: Knowledge Management, Knowledge Asset, Knowledge Asset Life Cycle

International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 5, pp.151-160. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.972MB).

Dr Paul James

Paul is a graduate of Southern Cross University’s MBA and DBA programmes. His DBA research topic was the nexus between Strategic Management and Knowledge Management, focusing on the lifecycle of knowledge assets. Coming from an engineering background, Paul has spent the last fifteen years developing and implementing information systems required to support engineering operations in the electricity industry. Dr James is a practicing manager with a large electricity utility, and currently working as the Manager Strategy Development in the corporate strategy group. His previous work experience also includes business continuity planning, and many years as a project manager and project director.


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