Knowledge Management and Organizational Memories presents models, methods, and techniques for building, managing and using corporate memories. These models incorporate knowledge bases, ontologies, documents, FAQs, workflow systems, case-based reasoning systems, multi-agent systems, and CSCW. The book is divided into five parts: methods; knowledge-based approaches; ontologies and documents; case-based reasoning approaches; and distributed and collaborative approaches.

Knowledge management (KM) is more a nd more recognized as a key factor of success for organisations: not only stru ctured companies, but also virtual enterprises, networks of organisations or ev en virtual communities. These organisations of differentki nds, are becoming increasingly aware of the need to collect, organise, mobilise, increase, in sum manage, the knowledge characterising their ability to stay alive, adapt and evolve in a turbulent context. Through various organisationaland t echnological approaches, KM aims at improving knowledge access, sharing and reuse as well as new knowledge creation. KMIA 2008 highlights problems, requirements and solutions that are derived from actual, concrete experiences. The fourteen papers accepted at KMIA 2008 give various answers to the following questions: What organisational strategies can enable to enact and promote KM within organisations? How to link these organisational strategies withth e ICT technology? Organisational strategies can be related to the evolution of the organisation itself or to its environment: intra organisational and inter organisational strategies can thus bedi stinguished. Some papers emphasize the importance of collaboration and knowledge transfer for team work and collaborative projects that may be intra organisational or inter organisational (e.g. intero rganisational outsourcing relationships). Strategies for designing and manufacturing innovative products are recognised as crucial for enterprises that operate in competitive sectors. Networkso forg anisations can help to improve the competitiveness of these organisations: KM can thus enhance competency management in such networks and help an organisation to find relevant costumers, suppliers, or cooperation partners.

Knowledge Management and Organizational Memories presents models, methods, and techniques for building, managing and using corporate memories. These models incorporate knowledge bases, ontologies, documents, FAQs, workflow systems, case-based reasoning systems, multi-agent systems, and CSCW. The book is divided into five parts: methods; knowledge-based approaches; ontologies and documents; case-based reasoning approaches; and distributed and collaborative approaches.

Knowledge management (KM) is more a nd more recognized as a key factor of success for organisations: not only stru ctured companies, but also virtual enterprises, networks of organisations or ev en virtual communities. These organisations of differentki nds, are becoming increasingly aware of the need to collect, organise, mobilise, increase, in sum manage, the knowledge characterising their ability to stay alive, adapt and evolve in a turbulent context. Through various organisationaland t echnological approaches, KM aims at improving knowledge access, sharing and reuse as well as new knowledge creation. KMIA 2008 highlights problems, requirements and solutions that are derived from actual, concrete experiences. The fourteen papers accepted at KMIA 2008 give various answers to the following questions: What organisational strategies can enable to enact and promote KM within organisations? How to link these organisational strategies withth e ICT technology? Organisational strategies can be related to the evolution of the organisation itself or to its environment: intra organisational and inter organisational strategies can thus bedi stinguished. Some papers emphasize the importance of collaboration and knowledge transfer for team work and collaborative projects that may be intra organisational or inter organisational (e.g. intero rganisational outsourcing relationships). Strategies for designing and manufacturing innovative products are recognised as crucial for enterprises that operate in competitive sectors. Networkso forg anisations can help to improve the competitiveness of these organisations: KM can thus enhance competency management in such networks and help an organisation to find relevant costumers, suppliers, or cooperation partners.

This book constitutes the refereed proceedings of the 12th International Conference on Knowledge Engineering and Knowledge Management, EKAW 2000, held in Juan-les-Pins, France in October 2000.The 28 revised full papers and six revised short papers presented were carefully reviewed and selected from a high number of high-quality submissions. The book offers topical sections on knowledge modeling languages and tools, ontologies, knowledge acquisition from texts, machine learning, knowledge management and electronic commerce, problem solving methods, knowledge representation, validation, evaluation and certification, and methodologies.

The aim of this book is to bring together approaches from different subfields of Artificial Intelligence as well as adjoint disciplines in order to characterize a "computational model" of conflicts. The different views on computational conflicts are motivated as follows: Conflicts can occur in organizations among human agents, as well as in computational systems such as knowledge-based systems, or multi-agent systems. They can appear during problem solving or during communication. Their nature or processing can also be specific for some tasks (such as concurrent engineering and design). They can be formalized and techniques can be offered for detecting, managing or avoiding them.