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Purpose-The purpose of the paper is to provide a review of knowledge management (KM) literature by adapting and extending McElroy's KM generations model. Design/methodology/approach-The paper draws from a range of KM research published in the academic and trade literature. An interpretive stance is adopted to provide a holistic understanding and interpretation of organizational KM research and related knowledge management systems (KMS) and models. Findings-To be effective organizations need not only to negotiate their migration from a knowledge sharing (first generation) to a knowledge creation (second generation) culture, but also to create sustained organizational and societal values. The latter form the third generation KM and represent key challenges faced by modern organizations. A true value creation culture is nurtured through a blended approach that factors a number of perspectives to KM, including human networks, social capital, intellectual capital, technology assets, and change processes. Research limitations/implications-The interpretive approach adopted throughout the review is limited to, and focused on, understanding the implementation and organizational implications of KM initiatives and technology. Originality/value-While value creation focuses on the organizational and societal impact of knowledge management, the paper describes how human networks, social capital, intellectual capital, technology assets, and change processes emerge as essential conditions to enable knowledge value creation.

The paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the 'soft' (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed 'knowledge value creation' concept and represent key organizational and societal challenges faced by modern organizations.

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Today, many organizations allow their employees to bring their own smartphones or tablets to work and to access the corporate network, which is known as a bring your own device (BYOD). However, many such companies overlook potential security risks concerning privacy and confidentiality. This paper provides a review of existing literature concerning the preservation of privacy and confidentiality, with a focus on recent trends in the use of BYOD. This review spans a large spectrum of information security research, ranging from management (risk and policy) to technical aspects of privacy and confidentiality in BYOD. Furthermore, this study proposes a policy-based framework for preserving data confidentiality in BYOD. This framework considers a number of aspects of information security and corresponding techniques, such as policy, location privacy, centralized control, cryptography, and operating system level security, which have been omitted in previous studies. The main contribution is to investigate recent trends concerning the preservation of confidentiality in BYOD from the perspective of information security and to analyze the critical and comprehensive factors needed to strengthen data privacy in BYOD. Finally, this paper provides a foundation for developing the concept of preserving confidentiality in BYOD and describes the key technical and organizational challenges faced by BYOD-friendly organizations.