**15. References**

Anthony, R., Govindarajan, V. (2003). *Management Control Systems* (11th Edition), McGraw Hill, ISBN 0-07-123227-3

The Knowledge-Based Enterprise Model (KBEM) is presented by modifying Porter's Value Chain Model (VCM). The peculiarity of this KBEM is the identification of Knowledge

Interactions among layers of the KBEM are formally described as semantically different information feedback (control loops): the Process Management Cycle (*EMCp)* and the Knowledge Management Cycle (*EMCz*). The Knowledge-Based Enterprise model is represented as a modified value chain model featuring the knowledge management

The concepts of the *enterprise knowledge component* and *Enterprise Knowledge Space* delineates the boundaries and granularity of enterprise knowledge layers. The framework of the Enterprise Knowledge Space is based on the analysis of Enterprise domains and aspects of the various enterprise knowledge modelling approaches generalized by the following concept: the Enterprise Knowledge Component (*B*, *T*, *K*). The Enterprise Knowledge Space supports analysis and integration of knowledge about different domains and aspects of Enterprise management activities. The described Enterprise Knowledge Modelling framework is aimed to develop the method of enterprise

The developed Knowledge-Based Enterprise (KBE) framework more formally refines knowledge management activity in the enterprise and is the basis for the development of the Enterprise knowledge base, which is concerned as the main component of the KBE. Interactions among the levels of knowledge management are based on the concept of Elementary Management Cycle (EMC). The EMC concept is derived (Gudas et al., 2005) from the classical concept of control loop as the formal background for description of management information processing in the hierarchical organizational systems (Gudas,

The presented framework of the Knowledge-Based Enterprise Management System's architecture is aimed to the development of the practical methods for the Knowledge-Based

The peculiarity of the KBE model is that it reveals another - knowledge management level and defines interactions between those two management levels of the enterprise, using the same EMC concept. The knowledge management layer of the KBE model contains a hierarchy of the knowledge management activities, defined as the particular types of the EMC. All defined types of the EMC have their own semantics (Gudas, Brundzaite,

Another important feature of the developed model is that the interactions (defined as interfaces S) between knowledge management domain and information technology domain

The presented framework of the Knowledge-Based Enterprise is the basis for the development of the practical methods for the Knowledge-Based Enterprise Modelling and

Anthony, R., Govindarajan, V. (2003). *Management Control Systems* (11th Edition), McGraw

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**10** 

*Hungary* 

László Z. Karvalics

**Transcending Knowledge Management,** 

*University of Szeged, Department of Library and Human Information Science* 

"*Knowledge management as an academic discipline is realizing phenomenal growth and international acceptance*." However, reviewing three of the most popular models - Nonaka's SECI (Japan), March's Ex-Ex (USA) and Boisot's I-space (Europe) - Curado and Bontis have to confess, that "*there still exists no universally accepted framework or model of knowledge management"* (Curado & Bontis, 2011)*.* But it seems to be a minor problem, if we recognize, that the major approaches of classical knowledge management, distilled to cook-book definitions and consultant practices, are increasingly viewed as inadequate in addressing the growing complexity of information and knowledge flows in modern organizations and societies facing with rapidly changing environments. It is enough to refer to the VUCA-paradigm (*volatility, uncertainty, complexity and ambiguity*) or the disruptive market and technology

Reflecting a new normative push towards conceptual innovation, knowledge governance has emerged as a new paradigm to describe, understand, and analyze the expanding "knowledge domain" in a holistic and comprehensive way. Knowledge governance involves the design of structures and mechanisms to support the processes of sharing and creating knowledge in the (almost) exclusive frame of strategic management. In this chapter we try to draw the portrait of this pretender theory and practice with deep case

During the "ruling decades" (1975-2005) of knowledge management, every innovative approach, dealing with the "knowledge domain" was introduced as a fruitful contribution to the mainstream knowledge management literature. Then again some of them had more complex scope and abstraction level, but their alternative classification became possible only in the last few years, identifying them as early attempts to find broader and more comprehensive framework. We have to start with the short review of these pioneer

1 Part 2-3 is a slightly modified version of our papers with Nikunj Dalal. (Dalal & Z. Karvalics, 2009, 2011)

**1. Introduction** 

transformations.

approaches and models1.

studies.

**From knowledge management to knowledge governance** 

**2. Forerunners of knowledge governance** 

**Shaping Knowledge Governance** 

