The emerging field of knowledge management offers academic libraries the opportunity to improve effectiveness, both for themselves and their parent institutions. This article summarizes knowledge management theory. Current applications in academic libraries and higher education are described. Similarities and differences between knowledge management and academic library practices are discussed. Issues needing resolution are presented.

Multipayer collaboratives of all types will encounter legal, logistical, and often political obstacles that multipayer medical home initiatives have already overcome. The seventeen multipayer medical home initiatives launched between 2008 and 2014 all navigated four critical decision-making points: convening stakeholders; establishing provider participation criteria; determining payment; and measuring performance. Although we observed trends toward voluntary payer participation and more flexible participation criteria for both payers and providers, initiatives continue to vary widely, each shaped largely by its insurance market and policy environment. Medical home initiatives across the United States are demonstrating that multipayer reform, although complex and difficult to implement, is feasible when committed stakeholders negotiate strategies that are responsive to the local context. Their experiences can inform, and perhaps expedite, negotiations in current and future multipayer collaborations.

Comparative study of knowledge management (KM) promises to lead to more effective knowledge use in all cultural environments. This pilot study compares KM priorities, needs, tools, and administrative structure components in large Chinese and American universities. General KM theory and literature related to KM in higher education are analyzed to develop the four components of the study. Comparative differences in KM practice at large Chinese and American universities are analyzed for each component. A correlation matrix reveals statistically significant co-variation among all but one of the study components. Four conclusions related to comparative KM and suggestions for future research are presented. Comparative Study of Knowledge Management-A BeginningAs globalization generates knowledge-based economies throughout the world, organizations operating in different countries are seeking to manage knowledge to achieve their mission and goals. Knowledge management (KM) provides a range of applications that can be used to manage knowledge in many different organizational settings. Research demonstrates that KM can lead to improved organizational effectiveness in single organizations that operate within common national and multinational environments. Variations in KM related to different national environments have not been studied. This pilot study represents a beginning effort to study comparative aspects of KM.The successful practice of KM is the result of accurately identifying functional priorities for knowledge, perceiving knowledge needs, applying preferred KM tools, and providing KM administrative support associated with that organization and its mission and goals. A service organization, for example, may set a higher priority on managing knowledge about customers than a research organization. A manufacturing organization may identify a need to increase workflow knowledge, whereas a research organization may focus instead on creating meta-knowledge. A data warehouse may be a preferred KM tool in an organization emphasizing the use of explicit knowledge. Administrative support components, such as an incentive reward system, that work in one organization may not work in another.National environments shape the practice of KM. These environments vary from country to country according to economic development, cultural expectations, and organizational structures. The national state of economic development may impact an organization's ability to acquire or use some KM tools. Cultural expectations may suggest priorities and needs for using knowledge. National preferences in organizational structures may affect an organization's ability to use certain knowledge domains effectively. As a result of national operating environments, similar organizations in different countries may develop different KM priorities, identify different functional needs, use different tools, and adopt different forms of administrative support-all the while seeking to address similar organizational missions and goals.

This study investigates employee attitudes toward e-mail and e-mail policies through a case study of e-mail users at a major university libmry. The study employs a triangulation methodology (interviews, questionnaires, and focus groups) to determine how the employees use e-mail, what problems they have with it, and how they feel about policies for e-mail management. Results indicate strong differences in attitudes based on job position (faculty, professional, and classified) and frequency of e-mail usage. Data indicate that those who use e-mail most frequently have more favorable attitudes about it than less frequent users. They are more opposed to policies that regulate their e-mail communication. Qualitative data indicate that employees generally prefer guidelines to restrictive policies for e-mail communication.