Cover; Title Page; Contents; Chapter 1. Assessing the Community Maturity from a Knowledge Management Perspective; 1.1. Introduction; 1.2. Background; 1.2.1. Maturity models; 1.2.2. Knowledge-oriented maturity models; 1.3. Method; 1.4. The CoMM; 1.4.1. The development; 1.4.2. The description; 1.5. Application within a CKO professional association; 1.5.1. Overview of need; 1.5.2. Field application steps; 1.5.3. Findings; 1.5.4. Reflection on the field application of CoMM; 1.6. Discussion and implications; 1.7. Conclusion; 1.8. Bibliography; 1.9. Appendix.

Chapter 2 Social Networks: Leveraging User Social Data to Empower Collective Intelligence2.1. Introduction; 2.2. Collective intelligence by user-centered social network aggregation; 2.3. Related works; 2.4. Proposed system; 2.4.1. User-centered social network aggregation; 2.4.2. Personalized information filtering; 2.4.3. Collaborative knowledge management; 2.5. Decision support; 2.6. Use scenario; 2.7. Prototype; 2.8. Conclusions and future work; 2.9. Acknowledgments; 2.10. Bibliography; Chapter 3 Sociocultural Knowledge Management toward the Adaptation of a CSCL Environment.

3.1. Introduction3.2. The concept of culture and sociocultural factors; 3.2.1. Culture in ethnology; 3.2.2. Culture in psychology; 3.2.3. Cultural properties; 3.2.4. Models of national culture; 3.2.5. Discussion; 3.3. The relation between sociocultural human characteristics, KM and CSCL; 3.3.1. CSCL and knowledge sharing; 3.3.2. Culture, human mind and KM; 3.3.3. Discussion; 3.4. Sociocultural considerations in collaborative environments; 3.4.1. Study of existing culturally sensitive tools; 3.4.2. Limitations and findings; 3.5. The proposed ontology-based sociocultural user profile.

3.6. The conceptual ontology framework based adaptation approach3.7. The sociocultural aware KM system for CSCL; 3.8. Conclusion and ongoing work; 3.9. Bibliography; Chapter 4 An Argumentation-based Rough Set Theory for Knowledge Management; 4.1. Introduction; 4.2. Background; 4.2.1. Dominance-based rough set approach (DRSA); 4.2.2. Argumentation; 4.2.3. Multiagent system; 4.3. Related work; 4.4. Multiagent argumentative approach; 4.4.1. Interaction protocol; 4.4.2. Arguments; 4.4.3. Argument and counter-argument evaluation; 4.4.4. Counter-argument construction; 4.5. Example; 4.6. Conclusion.

4.7. BibliographyChapter 5 Considering Tacit Knowledge When Bridging Knowledge Management and Information Systems for Collaborative Decision-Making; 5.1. Introduction; 5.2. Background theory; 5.2.1. A vision of knowledge within the organization; 5.2.2. Ethnographic workplace study: participation as a means to observe; 5.2.3. Incommensurability: when communication breaks down; 5.3. Proposition; 5.3.1. Fieldwork through participant observation; 5.3.2. Highlighting evidences and levels with ISO/IEC 15504; 5.3.3. Rating the attributes and assessing tacit knowledge consideration; 5.4. Case study.

5.4.1. Describing the field.

More and more organizations are becoming aware of the importance of tacit and explicit knowledge owned by their members which corresponds to their experience and accumulated knowledge about the firm activities. However, considering the large amount of knowledge created and used in the organization, especially with the evolution of information and communications technologies, the firm must first determine the specific knowledge on which it is necessary to focus. Creating activities to enhance identification, preservation, and use of this knowledge is a powerful mean to improve the level of economical performance of the organization.

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