• Desouza, K.C, Nissen, M., and Sørensen, C. “Managing Knowledge in Distributed Contexts,” Information Systems Journal, 18 (6), 2008, 559-566.
  • Hackney, R., Desouza, K.C., Chau, P.Y.K. “eGovernment Strategies: ICT innovation in international public sector contexts,” Journal of Strategic Information Systems, 17 (2), 2008, 73-74.
  • Desouza, K.C., Koh, W.T.H., Ouksel, A.M. “Information Technology, Innovation and the War on Terrorism,” Technology Forecasting and Social Change, 74 (2), 2007, 125-128.
  • Desouza, K.C. “Tailoring Knowledge and Knowledge Management Systems: Interesting Research Problems?,” Journal of Organizational and End User Computing, 19 (1), 2007, i-v.
  • Desouza, K.C. “The Frontiers of Knowledge Management,” VINE: The Journal of Information and Knowledge Management Systems, 36 (3), 2006, 284 - 288.
  • Desouza, K.C. “Knowledge Security: An Interesting Research Space,” Journal of Information Science and Technology, 3 (1), 2006, 1-7.
  • Desouza K.C. “My Two Cents on Knowledge Management,” Journal of Information Science and Technology, 1(2), 2004, 1-6.
  • Desouza, K.C., Geisler, E., and Prabhaker, P. “Information Integrity in Healthcare Delivery,” International Journal of Healthcare Technology and Management, 6 (2), 2004, 137-141.
  • Evaristo, J.R., Desouza, K.C., and Awazu, Y. “Distributed Knowledge Management: Four Interesting Questions,” In Proceedings of the Thirty-Eight Hawaii International Conference on System Sciences (HICSS-38), Los Alamos, CA: IEEE Press, Big Island, HI, (January 3-6, 2005).
  • Evaristo, J.R., and Desouza, K.C. “Distributed Knowledge Management Minitrack,” In Proceedings of the Thirty-Seventh Hawaii International Conference on System Sciences (HICSS-37), Los Alamos, CA: IEEE Press, Big Island, HI, (January 5–8, 2004).

Book Chapters

Book Chapters

  • Reid, V., Baloh, P., and Desouza, K.C. “Strategic Knowledge Management,” In Grant, K., Hackney, R., and Edgar, D. (Editor), Strategic Information Systems Management, London: Thompson/Cengage, 2010.
  • Desouza, K.C. “Segmenting and Destroying Knowledge,” In S. Crainer, and D. Dearlove (Editor), The Financial Times Handbook of Management, London: Financial Times/Pitman Publishing, 3rd Edition, 2004, 601-603.
  • Yao, Y., Desouza, K.C., and Watson, E. “The Role of ASPs in the Development of Small and Medium Sized Enterprises,” In N. Al-Qirim (Editor), Electronic Business in Small to Medium Sized Enterprises: Frameworks, Issues and Applications, Hershey, PA: Idea Group Publishing, 2003, 340-358.
  • Kraft, M., Desouza, K.C., and Androwich, I. “Healthcare Information: From Administrative to Practice Databases,” In G. Grant (Editor), ERP & Data Warehousing: Issues and Challenges, Hershey, PA: IRM Press, 2003, 168-196.

Trade Journals

Trade Journals

Last Updated: Aug, 2016 - for an updated list, please send me an email

  • “Predictive Analytics: Nudging, Shoving, and Smacking Behaviors in Higher Education,” EDUCASE Review, September/October, 2016, 10-20 (w/ Smith, K.L.).
  • “Model Citizens,” Planning, 81 (9), 2015, 26-29 (w/ Smith, K.L.).
  • “5 Steps to Truly Client-Centric Metrics,” Federal Computer Week, 29 (5), 2015, 25-27 (w/ Sutherland, A).
  • “Big Data for Social Innovation,” Stanford Social Innovation Review, 12 (3), 2014, 38-43 (w/ Smith, K.L.) (**Ranked 5th in the 2014 list of Top Most Popular Articles Published**).
  • “Citizen Disengagement: The Minority Opinion,” PM Magazine, 97 (2), 2014, 12-16.
  • “Citizen Intelligence and Online Civic Platforms,” Planning, December, 2014, 24-27 (w/ Smith, K.L.).
  • “The Evolving Landscape of Citizen Engagement,” The Public Sector Digest, Fall 2014, 50-57 (w/ Smith, K.L.).
  • “The Perils of Petascale IT Projects,” Federal Computer Week, 28 (14), 2014, 18-21 (w/ Smith, K.L.).
  • "Intrapreneurship and the Public Sector: A Missing Capability," PA Times, May 20, 2013.
  • “Local Sustainability Planning: Harnessing the Power of Information Technologies,” PM Magazine, 94 (5), 2012 (w/ Schilling, J.).
  • “Designing and Planning for Smart(er) Cities,” Practicing Planner, 10 (4), 2012, 12 pages.
  • “Building the Business Case for Knowledge Management,” Business Information Review, 27(3), 2010, 159-174.
  • “Customer Managed Knowledge Factories,” Business Information Review, 27 (2), 2010, 94-100 (w/ Moon, J.).
  • “On Information Management, Environmental Sustainability, and Cradle to Cradle Mentalities,” Business Information Review, 26 (4), 2009, 257-264 (w/ Ellis, P.C.).
  • “Securing Information Assets: The Great Information Game,” Business Information Review, 26 (1), 2009, 35-41.
  • “The Neglected Dimension in Strategic Sourcing: Security,” Strategic Outsourcing: An International Journal, 1 (3), 2008, 288-292.
  • “Protect Your Assets- Or Pay the Price,” Better Business, 153, 2008, 17-19.
  • “Overcoming Technology Resistance,” Business Strategy Review, 18(4), 2007, 25-28 (w/ Smart, B.A.).
  • “Engaging Knowledge Management in Strategic Alliances – Part 4 (Conclusion),” Malaysian Management Magazine, 42 (3), 2007, 64-67 (w/ Awazu, Y.).
  • “Engaging Knowledge Management in Strategic Alliances – Part 3,” Malaysian Management Magazine, 42 (2), 2007, 58-62 (w/ Awazu, Y.).
  • “Engaging Knowledge Management in Strategic Alliances – Part 2,” Malaysian Management Magazine, 42 (1), 2007, 64-69 (w/ Awazu, Y.).
  • “Managing Knowledge in Spin-Offs,” IET Engineering Management, October/November, 2006, 16-18 (w/ Awazu, Y.).
  • “Contingent Knowledge Workers,” IET Engineering Management, August/September, 2006, 18-19 (w/ Awazu, Y.).
  • “Choosing Between Technology Solutions: Rational or Irrational Decision Making?” IET Engineering Management, February/March, 2006, 42-45 (w/ Jha, S., Papagari, S., and Ye, C.)..
  • “Power-Shifting,” Business Strategy Review, 17 (1), 2006, 26-31 (w/ Seo, D.)..
  • “Engaging Knowledge Management in Strategic Alliances – Part 1,” Malaysian Management Magazine, 41 (4), 2006, 54-59 (w/ Awazu, Y.).
  • “Integrating Local Knowledge Strategies,” KM Review, 9 (4), 2006, 20-23 (w/ Awazu, Y.).
  • Desouza, K.C., and Geraghty, K. “A Prescription for Healthy Learning Supply Networks,” KNOWledge: A Supply Chain Briefing from eKNOWtion, July, 2006.
  • Baloh, P. and Desouza, K.C. “Vedo Ve?, Kot Podjetje,” Manager, February, 2006, 26-28.
  • “Mind Your Language,” IET Engineering Management, October/November, 2005, 47.
  • “Scenario Management: From Reactivity to Proactivity,” IT Professional, 7 (5), 2005, 42-48.
  • Power, M.J., Desouza, K.C., and Bonifazi, C. “Developing Superior Outsourcing Programs,” IT Professional, 7 (4), 2005, 32-38.
  • Desouza, K.C., and Awazu, Y. “What Do They Know?” Business Strategy Review, 16 (1), 2005, 41-45.
  • Geraghty, K., and Desouza, K.C. “Optimizing Knowledge Networks,” Industrial Management, 47(6), 2005, 25-30.
  • “Vital Dimensions of Mission Critical Organizations: How MCOs use KM to Survive a Crises,” KM Review, 8 (3), 2005, 28-31.
  • Desouza, K.C., and Hensgen, T. “An Open Door of Communication,” Law Enforcement Technology, March, 2005, 110-115.
  • Desouza, K.C., Awazu, Y., and Jasimuddin, S. “Utilizing External Sources of Knowledge,” KM Review, 8 (1), 2005, 16-19.
  • Desouza, K.C., and Awazu, Y. “Harp on Your Organizational Mission,” Today’s Manager, April-May, 2005, 10-12.
  • “Simulating Disaster Scenarios: A Missing Link in Crisis Management,” Disaster Recovery Journal, 17 (3), 2004, 56-59.
  • Desouza, K.C., and Awazu, Y. “Markets in Know-How,” Business Strategy Review, 15 (3), 2004, 59-65.
  • Desouza, K.C., and Awazu, Y. “Don’t Get Caught Sleeping: Why Physical Security Still Matters,” J@pan.Inc, 61, November, 2004, 20-23.
  • Desouza, K.C. “Knowledge Management: A New Commission for Industrial Engineers?” Industrial Management, 46 (1), 2004, 26-30.
  • Desouza, K.C., Awazu, Y., and Mehling, J. “The Risk of Outsourcing: How to Secure the Outsourcing Beast,” J@pan.Inc, 60, October, 2004, 32-37.
  • Desouza, K.C., and Awazu, Y. “Securing Knowledge Assets: How Safe is Your Knowledge?” J@pan.Inc, 58, August, 2004, 22-25.
  • Desouza, K.C., and Awazu, Y. “How to Put Context in the Knowledge Base,” KM Review, 7 (2), 2004, 8-9.
  • Desouza, K.C., Evaristo, J.R., and Hensgen, T. “Ad Hoc Crisis Management,” Global Assurance - Contingency Planning & Management, 1 (1), 2004, 8.
  • Desouza, K.C., and Awazu, Y. “Gaining a Competitive Edge from Your Customers: Exploring the Three Dimensions of Customer Knowledge,” KM Review, 7 (3), 2004, 12-15.
  • Awazu, Y., and Desouza, K.C. “Chief Privacy Officers,” EDP Audit, Control and Security, 31 (9), 2004, 23-24.
  • Desouza, K.C., Hensgen, T., and Awazu, Y. “Lost in the Big Picture” Across the Board, 41 (1), 2004, 9-10.
  • Desouza, K.C., and Awazu, Y. “Knowledge Management: HR Management Systems Can Help Track Distributed Information throughout the Organization,” HR Magazine, 48 (11), 2003, 107-112.
  • Desouza, K.C., and Hensgen, T. “Semiotics of 9/11,” IT Professional, 5 (2), 2003, 61-64.
  • Davenport, T.H., Thomas, R.J., and Desouza, K.C. “Reusing Intellectual Assets,” Industrial Management, 45 (3), 2003, 12-17.
  • Desouza, K.C. “Don’t Just Manage Crises: Avoid Them,” New Zealand Management: The Leaders’ Magazine, 50 (8), 2003, 51-52.
  • Desouza, K.C., Yamakawa, S., and Awazu, Y. “Pricing Organizational Knowledge: An Imperative,” Ivey Business Journal, 67 (7), Sept/Oct, 2003, 1-5.
  • Desouza, K.C. “Dissipation of Intelligence,” Competitive Intelligence Magazine, 6 (5), 2003, 42-44.
  • Luthra, A., and Desouza, K.C. “Intelligence Sharing in Virtual Teams: Managing the Organizational Effects of Technology,” Journal of Competitive Intelligence and Management, 1 (3), 2003, 1-9.

Academic Journals

Academic Journals

Last Updated: June, 2019 - for an updated list, please send me an email or visit my Google Scholar page.

  • Ahmad, A., Webb, J., Desouza, K.C., and Borman, J. “Strategically-Motivated Advanced Persistent Threat: Definition, Process, Tactics and a Disinformation Model of Counterattack,” Computers & Security, 86 (September), 2019, 402-418.
  • Yang, W., and Fan, B. and Desouza, K.C. “Spatial-Temporal Effect of Household Solid Waste on Illegal Dumping,” Journal of Cleaner Production, 227 (August), 2019, 313-324.
  • Selby, J.D., and Desouza, K.C. “Fragile Cities in the Developed World: A Conceptual Framework,” Cities, 91 (August), 2019, 180-192.
  • Fagnot, I., Chen, Y., and Desouza, K.C. “Unpacking Complexities of Mega-Scale Public Sector Information Technology Projects: An Ecosystem Perspective,” Systèmes d'Information et Management, 23 (2), 2018, 9-41.
  • Dawson, G.S., Denford, J.S., Williams, C.K., Preston, D., and Desouza, K.C. “An Examination of Effective IT Governance in the Public Sector Using the Legal View of Agency Theory,” Journal of Management Information Systems, 33 (4), 2016, 1180-1208.
  • Dawson, G.S., Denford, J.S., Desouza, K.C. “Governing Innovation in U.S. State Government: An Ecosystem Perspective,” Journal of Strategic Information Systems, 25 (4), 2016, 299-318.
  • Desouza, K.C., and Jacob, B. “Big Data in the Public Sector: Lessons for Practitioners and Scholars,” Administration & Society, 49 (7), 2017, 1043-1064.
  • Krishnamurthy, R., Mishra, R., Desouza, K.C. “Pune, India,” Cities, 53 (April), 2016, 98-109.
  • Smith, K.L., Ramos, I., and Desouza, K.C. “Economic Resilience and Crowdsourcing Platforms,” Journal of Information Systems and Technology Management (Revista de Gestão da Tecnologia e Sistemas de Informação), 12 (3), 2015, 595-626
  • Krishnamurthy, R., and Desouza, K.C. “Chennai, India,” Cities, 42 (February), 2015, 118-129.
  • Lysenko, V.V., and Desouza, K.C. “Authorities’ ICTs-Related Counter-Revolutionary Tactics in Belarus in 2001-2010: Lessons Learned,” Europe-Asia Studies, 67 (4), 2015, 624-651.
  • Ye, C., Jha, S., and Desouza, K.C. “Communicating the Business Value of Innovation,” International Journal of Innovation Science, 7 (1), 2015, 1-11.
  • Desouza, K.C., and Bhagwatwar, A. “Technology-Enabled Participatory Platforms for Civic Engagement: The Case of US Cities,” Journal of Urban Technology, 21 (4), 2014, 25-50.
  • Krishnamurthy, R., and Desouza, K.C. “Big Data Analytics: The Case of Social Security Administration,” Information Polity, 19 (3), 2014, 165–178.
  • Lau, K.A., and Desouza, K.C. “Intelligence and Nuclear Non-Proliferation Programs: The Achilles Heel,” Intelligence and National Security, 29 (3), 2014, 387-431.
  • Lysenko, V.V.*, and Desouza, K.C. “Charting the co-Evolution of Cyberprotest and Counteraction: The Case of Former Soviet Union States from 1997-2011,” Convergence, 20 (2), 2014, 176-200.
  • Mergel, I., and Desouza, K.C.  “Implementing Open Innovation in the Public Sector: The Case of Challenge.Gov,” Public Administration Review, 73 (6), 2013, 882-890.
  • Desouza, K.C. and Flanery, T. " Designing, Planning, and Managing Resilient Cities: A Conceptual Framework," Cities, 35 (December), 2013, 89-99.
  • DaSilva, C.M., Trkman, P., Desouza, K.C., and Lindi?, J., “Disruptive Technologies: A Business Model Perspective on Cloud Computing,” Technology Analysis & Strategic Management, 25 (10), 2013, 1161-1173.
  • Krishnamurthy, R., Desouza, K.C., Johnston, E.W., and Bhagwatwar, A. “A Glimpse into Policy Informatics: The Case of Participatory Platforms that Generate Synthetic Empathy,” Communications of the AIS, 33 (Article 21), 2013, http://aisel.aisnet.org/cais/vol33/iss1/21.
  • Desouza, K.C. and Bhagwatwar, A. “Leveraging Technologies in Public Agencies: The Case of the US Census Bureau and the 2010 Census,” Public Administration Review, 72(4), 2012, 605-614.
  • Desouza, K.C., and Bhagwatwar, A.“Citizen Apps to Solve Complex Urban Problems,” Journal of Urban Technology, 8(2), 2012, 84-105.
  • Purao, S., Desouza, K.C., and Becker, J. “Investigating Failures in Large-Scale Public Sector Projects with Sentiment Analysis,” e-Services Journal, 19 (3), 2012, 107-136.
  • Lysenko, V.V., and Desouza, K.C. “Moldova’s Internet Revolution: Analyzing the Role of Technologies in Various Phases of the Confrontation,” Technology Forecasting and Social Change, 79 (2), 2012, 341-361.
  • Baloh, P., Desouza, K.C., and Hackney, R.A. “Contextualizing Organizational Interventions of Knowledge Management Systems: A Design Science Perspective,” Journal of the American Society for Information Science and Technology, 63 (5), 2012, 948–966.
  • Trkman, P., and Desouza, K.C. “Knowledge Risks in Organizational Networks: An Exploratory Framework,” Journal of Strategic Information Systems, 21 (1), 2012, 1-17.
  • Desouza, K.C., and Lin, Y.A. “Towards Evidence-Driven Policy Design: Complex Adaptive Systems and Computational Modeling,” The Innovation Journal: The Public Sector Innovation Journal, 16(1), 2011, Article 7.
  • Desouza, K.C. “Securing Intellectual Assets: Integrating the Knowledge and Innovation Dimensions,” International Journal of Technology Management, 54(2/3), 2011, 167-203.
  • Lindic, J., Baloh, P., Ribière, V.M., and Desouza, K.C. “Deploying Information Technologies for Organizational Innovation: Lessons from Case Studies,” International Journal of Information Management, 31 (2), 2011, 183–188.
  • Lysenko, V.V.and Desouza, K.C. “Role of Internet-based Information Flows and Technologies in Electoral Revolutions: The Case of Ukraine’s Orange Revolution,” First Monday, 15 (9), 2010, Available Online at: LINK.
  • Bhagwatwar, A., Hackney, R., and Desouza, K.C. “Considerations for Information Systems ‘Backsourcing’:  A Framework for Knowledge Re-integration,” Information Systems Management, 28 (2), 2011, 165-173.
  • Lysenko, V.V. and Desouza, K.C. “Cyberprotest in contemporary Russia: The Cases of Ingushetiya.ru and Bakhmina.ru,” Technology Forecasting and Social Change, 77 (7), 2010, 1179–1193.
  • Lin, Y., Desouza, K.C., and Roy, S. “Measuring Agility of Networked Organizational structures via Network Entropy and Mutual Information,” Applied Mathematics and Computation, 216 (10), 2010, 2824–2836.
  • Sweers, N.D. and Desouza, K.C. “Shh!  It’s Vive La Résistance…,” Journal of Business Strategy, 31 (6), 2010, 12-21.
    • Featured and reviewed in “How Not to Silence the Resistance: Why Change Managers need Someone to Talk to,” Strategic Direction, 27(7), 2011, 28-30]
  • Keller, J.P., Desouza, K.C., and Lin, Y. “Dismantling Terrorist Networks: Evaluating Strategic Options Using Agent-Based Modeling,” Technology Forecasting and Social Change, 77 (7), 2010, 1014–1036.
  • Bhagwatwar, A., Atesci, K., Deo, T., Desouza, K.C., and Baloh, P. “Business Process Outsourcing: A Case Study of Satyam Computers,” International Journal of Information Management,  30 (3), 2010, 277-282.
  • Škerlavaj, M., Dimovski, V., and Desouza, K.C. “Patterns and Structures of Intra-Organizational Learning Networks within a Knowledge-Intensive Organization,” Journal of Information Technology, 25 (2), 2010, 189-204.
  • Jha, S., Papagari, S.R. , Desouza, K.C., Seo, D., and Ye, C. “Technology Failures, Complaint Management and Post-Adoption Discontinuance of Consumer Technology Usage,” International Journal of Product Development, 12 (3/4), 2010, 352-371.
  • Desouza, K.C. “Information and Knowledge Management in Public Sector Networks: The Case of the US Intelligence Community,” International Journal of Public Administration, 32 (14), 2009, 1219–1267.
  • Braganza, A., Awazu, Y., and Desouza, K.C. “Sustaining Innovation: The Challenge for Incumbents,” Research-Technology Management, 52(4), 2009, 46-56.
  • Papagari Sangareddy, S.R., Jha, S., Ye, C., and Desouza, K.C. “Curbing IT Discontinuance of Consumer Technologies via Superior Complaint Resolution,” Communications of the ACM, 52 (10), 2009, 122-126.
  • Desouza, K.C., Dombrowski, C., Awazu, Y., Baloh, P., Papagari, S., Jha, S., and Kim, J.Y. “Crafting Organizational Innovation Processes,” Innovation: Management, Policy & Practice, 11 (1), 2009, 6-33.
  • Awazu, Y., Baloh, P., Desouza, K.C., Wecht, C.H., Kim, J.Y., and Jha, S. “Information-Communication Technologies Open Up Innovation,” Research-Technology Management, 52(1), 2009, 51-58.
  • Desouza, K.C., and Lau, K.A. “Managing the Proliferation of Weapons of Mass Destruction: An Information Management Perspective,” International Journal of Public Administration, 31 (13), 2008, 1457–1512.
  • Ye, C., Seo, D., Desouza, K.C., Sangareddy, S.R. P., and Jha, S. “Influences of IT Substitutes and User Experience on Post-Adoption User Switching: An Empirical Investigation,” Journal of the American Society for Information Science and Technology, 59 (13), 2008, 2115-2132.
  • Hackney, R.A., Desouza, K.C., and Irani, Z. “Constructing and Sustaining Competitive Inter-Organizational Knowledge Networks: an Analysis of Managerial Web-Based Facilitation,” Information Systems Management, 25 (4), 2008, 356-363.
  • Ye, C., Desouza, K.C., Papagari Sangareddy, S.R., and Jha, S. “Switching Between Consumer Technologies: The Case of Low Switching Cost,” Communications of the ACM, 51(10), 2008, 132-136.
  • Yuttapongsontorn, N., Desouza, K.C., and Braganza, A. “Complexities of Large-Scale Technology Project Failure: A Forensic Analysis of the Seattle Popular Monorail Authority,” Public Performance & Management Review, 31 (3), 2008, 443-478.
  • Desouza, K.C., Awazu, Y., Jha, S., Dombrowski, C., Papagari, S. Baloh, P., and Kim, J.Y. “Customer-Driven Innovation,” Research-Technology Management, 51 (3), 2008, 35-44.
  • Desouza, K.C., Awazu, Y., and Kim, J.Y. “Managing Radical Software Engineering: Leverage Order and Chaos,” International Journal of Technology Policy and Management, 8 (1), 2008, 22-40.
    • Extended version of: Desouza, K.C., and Awazu, Y. “Managing Radical Software Engineers,” Bulletin of Aplied Computing and Information Technology, 3 (2), 2005.
  • Dombrowski, C., Kim, J.Y., Desouza, K.C., Braganza, A., Papagari, S., Baloh, P., and Jha, S. “Elements of Innovative Cultures,” Knowledge and Process Management, 14 (3), 2007, 190-202.
  • Desouza, K.C., and Hensgen, T. “Connectivity among Terrorist Groups: A Two Models Business Maturity Approach,” Studies in Conflict & Terrorism, 30 (7), 2007, 593 - 613.
  • Desouza, K.C., Awazu, Y., and Ramaprasad, A. “Modifications and Innovations to Technology Artifacts,” Technovation, 27 (4), 2007, 204-220.
  • Desouza, K.C., and Wang, T-Y. “Impeding Insurgent Attacks: The Information Management Agenda,” Technology Forecasting and Social Change, 74 (2), 2007, 211-229.
  • Hensgen, T., Desouza, K.C., and Durland, M. “Initial Crisis Agent-Response Impact Syndrome (ICARIS),” Journal of Contingencies and Crisis Management, 14 (4), 2006, 190-198.
  • Braganza, A., and Desouza, K.C. “Implementing Section 404 of the Sarbanes-Oxley Act: Recommendations for Information Systems Organizations,” Communications of the AIS, 18, 2006, 464-487.
  • Erat, P. Desouza, K.C., Schäfer-Jugel, A., and Kurzawa, M. “Business Customer Communities and Knowledge Sharing: Exploratory Study of Critical Issues.” European Journal of Information Systems, 15 (5), 2006, 511–524.
  • Desouza, K.C., and Hensgen, T. “Virtual Crisis Centers,” Disaster Prevention and Management: An International Journal, 15 (5), 2006, 778-782.
  • Desouza, K.C., and Evaristo, J.R. “Project Management Offices: A Case of Knowledge-based Archetypes,” International Journal of Information Management, 26 (5), 2006, 414-423.
  • Desouza, K.C., Awazu, Y., and Baloh, P. “Managing Knowledge in Global Software Development Efforts: Issues and Practices,” IEEE Software, 23 (5), 2006, 30-37.
  • Desouza, K.C., and Raider, J.J. “Cutting Corners: CKO & Knowledge Management,” Business Process Management Journal, 12 (2), 2006, 129-134.
  • Desouza, K.C., and Awazu, Y. “Knowledge Management at SMEs: Five Peculiarities,” Journal of Knowledge Management, 10 (1), 2006, 32-43.
    • Reprinted in: N. Al-Qirim (Editor), Global Electronic Business: Opportunities and Directions, Hershey, PA: Idea Group Publishing, 2005, 238-255.
  • Desouza, K.C., Awazu, Y., and Tiwana, A. “Bringing Use Back into Software Reuse: Four Dynamics,” Communications of the ACM, 49 (1), 2006, 96-100.
  • Desouza, K.C., and Awazu, Y. “Engaging Tensions of Knowledge Management Control,” Singapore Management Review, 28 (1), 2006, 1-13.
  • Desouza, K.C., Awazu, Y., and Wan, Y. “Factors Governing the Consumption of Exlicit Knowledge,” Journal of the American Society for Information Science and Technology, 57 (1), 2006, 36-43.
  • Desouza, K.C. “Re-Structuring Government Intelligence Programs: A Few Good Suggestions,” Government Information Quarterly, 22 (3), 2005, 342-353.
  • Desouza, K.C., and Awazu, Y. “Segment and Destroy: The Missing Capabilities of Knowledge Management,” Journal of Business Strategy, 26 (4), 2005, 46-52.
  • Desouza, K.C., Awazu, Y., Yamakawa, S., and Umezawa, M. “Facilitating Knowledge Management through Market Mechanism,” Knowledge and Process Management, 12 (2), 2005, 99-107.
  • Desouza, K.C., Dingsøyr, T., and Awazu, Y. “Experiences with Conducting Project Postmortems: Reports vs. Stories,” Software Process Improvement and Practice, 10 (2), 2005, 203-215.
  • Thomas, D., and Ranganathan, C., and Desouza, K.C. “Race to Dot-Com and Back: Lessons on E-Business Spin-offs and Re-Integration,” Information Systems Management, 22 (3), 2005, 23-30.
  • Desouza, K.C., and Awazu, Y. “Maintaining Knowledge Management Systems: A Strategic Imperative,” Journal of the American Society for Information Science and Technology, 56 (7), 2005, 765-768.
  • Hensgen, T., Desouza, K.C., and Evaristo, J.R. “Ad-Hoc Crisis Management and Crisis Evasion,” International Journal of Technology Policy and Management, 4 (3), 2004, 257-274.
  • Evaristo, R.J., Desouza, K.C., and Hollister, K. “Centralization Momentum: The Pendulum Swings Back Yet Again,” Communications of the ACM, 48 (2), 2005, 66-71.
  • Desouza, K.C., and Vanapalli, G.K. “Securing Knowledge in Organizations: Lessons from the Defense and Intelligence Sectors,” International Journal of Information Management, 25 (1), 2005, 85-98.
    • Reprinted in: In K.C. Desouza (Editor), New Frontiers of Knowledge Management, Hampshire, United Kingdom: Palgrave Macmillan, 2005, 76-98.
  • Desouza, K.C., Hensgen, T., and Evaristo, J.R. “Signals, Signal Devices, and Signal Space in Organizations: A Conceptual Lens to Crisis Evasion,” International Journal of Emergency Management, 2 (1/2), 2004, 1-21.
  • Awazu, Y., and Desouza, K.C. “Open Knowledge Management: Lessons from the Open Source Revolution,” Journal of the American Society for Information Science and Technology, 55 (11), 2004, 1016-1019.
    • Reprinted in: N Janardhana Rao (Editor), Effective Knowledge Management - Emerging Trends, Andhra Pradesh, India: ICFAI University Press, 2005, 176-186.
  • Awazu, Y., and Desouza, K.C. “The Knowledge Chiefs: CKOs, CLOs, and CPOs,” European Management Journal, 22 (3), 2004, 339-344.
    • Reprinted in: N Janardhana Rao (Editor), Effective Knowledge Management - Emerging Trends, Andhra Pradesh, India: ICFAI University Press, 2005, 121-135.
  • Desouza, K.C., Thomas, D., Zhang, Y., and Awazu, Y. “Information Integrity in Healthcare Enterprises: Strategies for Mitigation of Medical Errors,” International Journal of Healthcare Technology and Management, 6 (2), 2004, 241-255.
  • Evaristo, J.R., Scudder, R., Desouza, K.C., and Sato, O. “A Dimensional Analysis of Geographically Distributed Project Teams: A Case Study,” Journal of Engineering and Technology Management, 21 (3) 2004, 175-189.
  • Desouza, K.C., and Awazu, Y. “Need-to-Know: Organizational Knowledge and Management Perspective,” Information·Knowledge·Systems Management, 4 (1), 2004, 1-14.
  • Desouza, K.C., and Evaristo, J.R. “Managing Knowledge in Distributed Projects,” Communications of the ACM, 47 (4), 2004, 87-91.
  • Desouza, K.C. “Strategic Contribution of Game Rooms to Knowledge Management: Some Preliminary Insights,” Information & Management, 41 (1), 2003, 63-74.
  • Awazu, Y., Desouza, K.C., and Evaristo, J.R. “Stopping Runaway Information Technology Projects,” Business Horizons, 47 (1), 2004, 73-80.
  • Power, M.J., Bonifazi, C., and Desouza, K.C. “Ten Outsourcing Traps to Avoid,” Journal of Business Strategy, 25 (2), 2004, 37-42.
  • Desouza, K.C., and Awazu, Y. “Constructing Internal Knowledge Markets: Considerations from Mini-Cases,” International Journal of Information Management, 23 (4), 2003, 345-353.
  • Lausin, A., Desouza, K.C., and Kraft, G.D. “Knowledge Management in the US Army,” Knowledge and Process Management, 10 (4), 2003, 218-230.
  • Desouza, K.C., and Evaristo, J.R. “Global Knowledge Management Strategies,” European Management Journal, 21 (1), 2003, 62-67.
  • Desouza, K.C., Chattaraj, A., and Kraft, G.D. “Supply Chain Perspective to Knowledge Management: Research Propositions,” Journal of Knowledge Management, 7 (3), 2003, 129-138.
  • Desouza, K.C., and Hensgen, T. “Every Citizen a Missile: The Need for an Emergent Systems Approach for Law Enforcement,” Government Information Quarterly, 20 (3), 2003, 259-280.
  • Desouza, K.C. “Facilitating Tacit Knowledge Exchange,” Communications of the ACM, 46 (6), 2003, 85-88.
  • Desouza, K.C., and Hensgen, T. “A Semiotic Emergent Framework to Address the Reality of Cyber Terrorism,” Technology Forecasting and Social Change, 70 (4), 2003, 385-396.
    • Reprinted in: A. O’Day (Editor), Cyberterrorism, Series: The International Library of Essays in Terrorism, Hampshire, United Kingdom: Ashgate Publishing, 2004, 137-148.
  • Vielma, H., and Desouza, K.C. “Exchange Rate Forecasting using Neural Networks: The Case of the Deutsch Mark, French Franc, and Swiss Franc,” European Review of Economics and Finance, 2 (2), 2003, 63-80.
  • Desouza, K.C. "Barriers to Effective Use of Knowledge Management Systems in Software Engineering," Communications of the ACM, 46 (1), 2003, 99-101.
    • Reprinted in: Desouza, K.C. “Barriers to Effective Knowledge Management: Why the Technology Imperative Seldom Works,” Business Horizons, 46 (1), 2003, 25-29
  • Hensgen, T., Desouza, K.C., Evaristo, J.R., and Kraft, G.D. “Playing the “Cyber Terrorism Game”: Towards A Semiotic Definition,” Human Systems Management, 22 (2), 2003, 51-61.
  • Hensgen, T., Desouza, K.C., and Kraft, G.D. "Games, Signal Detection, and Processing in the Context of Crisis Management,” Journal of Contingencies and Crisis Management, 11 (2), 2003, 67-77.
  • Desouza, K.C., and Hensgen, T. “On “Information” in Organizations: An Emergent Information Theory and Semiotic Framework,” Emergence, 4 (3), 2002, 95-114.
  • Desouza, K.C. “Knowledge Management in Hospitals: A Process Oriented View and Staged Look at Managerial Issues,” International Journal of Healthcare Technology and Management, 4 (6), 2002, 478-497.
    • Reprinted in: N. Wickramasinghe, J.N.D. Gupta, and S.K. Sharma (Editors), Creating Knowledge Based Healthcare Organizations, Hershey, PA: Idea Group Publishing, 2004, 14-28
    • Reprinted in: Jennex, M.E. (Editor), Knowledge Management: Concepts, Methodologies, Tools, and Aplications (6 Volumes), Hershey, PA: Information Science, 2007, Vol. 5, Chapter 14, 2191-2204.
  • Desouza, K.C. “Intelligent Agents for Competitive Intelligence: Survey of Aplications,” Competitive Intelligence Review, 12 (4), 2001, 57-63.


Kevin regularly consults for organizations across the globe. His clients include Fortune 100 firms, government agencies, small-to-medium sized enterprises, and even small outfits run by up-and-coming entrepreneurs. Recent clients include Rio Tinto, Boeing Employees Credit Union (BECU), Delta Faucet Company, Microsoft, Boeing, Parsons Brinckerhoff, PLS Consulting, and the American Productivity Quality Center, among others.

Consulting engagements can range in scope from single-day senior executive briefings to small-term strategic project assignments. Here are some of the most common offerings:

Executive Strategic Planning Retreats: Working closely with the client, Kevin scopes out a keynote presentation followed by a workshop. The day begins with the keynote and a thought provoking discussion. The workshop can be used to facilitate corporate strategic planning and design, forecasting and planning for future trends that impact the business, or brainstorming and consensus building. Past retreats have focused on strategic innovation, designing collaborative alliances for organizational resiliency, and building crisis detection and response programs.

Strategic Advising and Consulting: These short-term engagements allow Kevin to work intimately with the client on focused areas of strategic opportunities and challenges. Advising and consulting projects range from strategizing knowledge management and innovation endeavors to technology management projects and competitive intelligence assignments. Past engagements have included advising a major engineering firm on designing a knowledge management program, reviewing business plans and specifications for products of a major technology organization, and serving as a senior adviser for market and customer intelligence projects.

Ideation and Commercialization: This unique offering by Kevin is centered on helping entities leverage their ideas. Kevin works with entities ranging from individual executives in leading organizations, to technology start-up firms, to independent thinkers (e.g., scientists, bloggers, and product designers). The focus is to help entities manage their ideas optimally for goal attainment. Past engagements include working with senior executives to publish their ideas in mainstream journals or books and helping technology start-ups formulate key strategic alliances.

For more information on Kevin’s services, please send an email to: kev.desouza [at] gmail [dot] com


Kevin’s writings have appeared in a variety of journals and magazines. His work has been published in premier scholarly publications in a wide assortment of disciplines, such as management (e.g. Sloan Management Review), information systems (e.g. European Journal of IS), software engineering (e.g. IEEE Software), computer science (e.g. Communications of the ACM), technology management (e.g. Technology Forecasting and Social Change), political science (e.g. Studies in Conflict and Terrorism), public policy (e.g. International Journal of Public Administration), and information science (e.g. Journal of the American Society of Information Science and Technology), among others. He also regularly contributes to practitioner magazines, such as Business Strategy Review, Business Information Review, Industrial Management, KM Review, and IET Engineering Management, among others.


Thanks for your interest in contacting me. You can reach me by sending an email to .


Kevin is frequently called upon to address national, international, industry, and academic audiences. Recent speaking topics include

Ten Rules of Leveraging Ideas for Innovation

In this presentation, I will discuss how leading organizations are building robust processes for leveraging ideas within their organization and across their networks. Ideas are critical ingredients for innovation. Designing robust innovation processes calls for great care in the handling of ideas. To this end, leading organizations are designing, and deploying, a portfolio of mechanisms to help their employees seek out, share, experiment with, commercialize, diffuse, and implement, ideas. I will highlight emerging technology solutions. In addition, I will outline how smart organizations are capturing knowledge about their innovation process and employing it for continuous refinement and renewal.

Organizations: COBIK (Slovenia), Rotman School of Management (Canada)

Building Sustainable Innovation Programs: The Challenge for Incumbents

Losing creative energies that lead to disruptive innovations is a significant problem for incumbent firms. Consider the example of how Google has so far beaten Microsoft in the search engine business. Although Microsoft had better financial resources and had an ability to be a leader in the business, they failed to recognize that field as a business opportunity. Microsoft spent too much time and too many resources on improving their existing business products and services. Apple’s takeover of online music business by iPod is another example. Sony, the inventor of the Walkman, had an opportunity to lead in the online music business. However, they focused on improving their existing products and did not come up with a product to integrate the online music business with a portable, electronic gadget. In this talk, I outline challenges faced by firms when trying to build sustainable innovation programs. These findings have been deduced from an examination of innovation programs in over 30 organizations based in the North America, Europe, and Asia. Extrapolating from my examination of organizations, I comment on how economies, especially those that are emerging (like India, Brazil, China, etc), must learn from the lessons and challenges of incumbents. Failure to learn and be mindful about innovation, at the organizational, or national, level can become a costly mistake.

Organizations: First National Bank of South Africa, University of Cape Town, Business Systems Group (South Africa)

Demystifying the Link between Innovation and Business Value

Two universal truths underpin most business operations: (1) unless businesses can demonstrate value to their stakeholders on a constant basis they will lose customers and markets, get overrun by the competition, and eventually become extinct, and (2) to generate business value, an organization must constantly innovate, and do so in an effective and efficient manner. Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. In this presentation, I describe the process of innovation and propose mechanisms to measure the value of innovation. The innovation process will be broken down into the discrete stages of idea generation and mobilization, screening and advocacy, experimentation, commercialization, diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. In addition, mechanisms to measure performance at each stage will be discussed. These measures will then be linked to business value measures.

Organizations: Boeing, Management Roundtable, American Productivity Quality Center

Crafting Organizational Innovation Processes: Lessons for Optimizing R&D Organizations

Innovation is a crucial component of business strategy, but the process of innovation may seem difficult to manage. To plan organizational initiatives around innovation or to bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. Based on the findings of an exploratory study of over 30 US and European companies that have robust innovation processes, this paper breaks down the innovation process into discrete stages: idea generation and mobilization, screening and advocacy, experimentation, commercialization, and diffusion and implementation. For each stage, context, outputs and critical ingredients are discussed. There are several common tensions and concerns at each stage, which are enumerated; industry examples are also given. Finally, strategies for and indicators of organizational success around innovation are discussed for each stage. Successful organizations will use an outlined innovation process to create a common framework for discussion and initiatives around the innovation process, and to establish metrics and goals for each stage of the innovation process.
Organizations: University of the Witwatersrand, Trimo (Slovenia), Seattle Biomedical Research Institute

Securing Organizational Knowledge Human Intelligence Operations

Based on his recent book, Managing Knowledge Security: Strategies for Protecting Your Company's Intellectual Assets (Kogan Page, 2007), Desouza will describe how human intelligence operations are conducted to ascertain competitive intelligence. Warning his audience of business practitioners that most organizations fail to understand that their core resources intellectual assets are constantly under attack, and that protecting these resources is as important as any other part of the strategic agenda. Desouza, gives advice on how to recognize dangers of human and technological breaches, hazards of outsourcing and business alliances, implementation of breach prevention measures, and the necessity of working with disaster scenarios. He illustrates his advice with cases from his personal experience working in the fields of competitive intelligence, knowledge management, crisis management, and security operations.

Organizations: Society for Competitive Intelligence Professionals, Special Libraries Association, University of Nottingham

The Future of Strategic Sourcing: The Innovation Agenda

Organizations are engaging in sourcing initiatives at an astounding pace. First, there was the sourcing of mundane and structured work; this was followed by the sourcing of knowledge work such as software development and call centers. Today, we are entering the era of sourcing innovation work. Sourcing of innovation can take many forms and types, and can vary in the level of intensity. For example, some organizations have outsourced their entire research and development functions, while others engage in the sourcing of problems on a need-basis. The challenge facing organizations today is severe – how to create, develop, and manage capabilities for sourcing innovation. Developing capabilities in sourcing of innovation is not the same as using outsourcing for conducting knowledge work or even low-cost manufacturing operations. The nature of innovation projects requires us to pay careful attention to several salient issues, for example the appropriation of rents from innovation. This presentation will describe the changing nature of outsourcing efforts from cost-focused to innovation-driven. A framework to manage the sourcing of innovation will be presented. Lessons learnt and best practices on the sourcing of innovation will also be discussed. Organizations that can leverage sourcing as a strategic weapon for innovation will have a decisive competitive advantage over their peers.

Organizations: Conference of the Harvard Business Review Polska and the Outsourcing Institute, 5th Annual International Smart-Sourcing Conference

Information Challenges in the Intelligence Community: Managing Disconnects and Fragmentation

The Intelligence Communities (ICs) of developed nations have recently come under heavy scrutiny due to heightened awareness of the colossal impacts of intelligence failures. There is no shortage of intelligence community failures in recent history. In this paper, I examine the intelligence apparatus through an information management lens. This lens will allow us to dissect the components of generating and utilizing information to protect national interest. The information management perspective will outline the four components that need to be managed – sources (where we get information), analytics (how we analyze the information), interpretation (how we assess information), and action (how we act on information). For each of these components, I outline critical activities that need to be conducted, and the challenges associated with conducting each of the activities This paper explores the issues of information disconnects and organizational fragmentation at multiple levels. Information disconnects can occur at the level of sources of information, the analytics used to process information, the methods deployed to interpret information, and even in the actions that result from interpretations. Drawing on extensive case studies of government intelligence operations, this book examines the causes of information disconnects and the consequences for the resulting fragmented organizations. Information management (or managing information) is not an easy feat to accomplish. The IC, and the organizations that comprise it, are one of the most information-intensive entities in our society. Their very existence is premised on the ability to make sense of information emitted from multiple sources of interest and then use this information in a proactive manner to secure the nation. The challenges for the IC are grave. The IC has to manage information that is to a large degree incomplete, often of a time-sensitive nature, and that often lacks adequate credibility. Moreover, the IC has to coordinate how various nuggets of information are managed across 16 different intelligence agencies. Reforming the IC must begin with a critical look at how information is managed within and between the various agencies. Furthermore, the IC has to communicate information outside the community, often to people who might lack adequate appreciation for the nature of the intelligence process. Clearly, the IC must have a robust process whereby information is gathered (or extracted) from sources, analyzed in a timely manner, assessed in the context of current realities of the environment, and actions are calibrated to respond to, and to take proactive measures, to address threats and concerns.

Organizations: Tennessee State University, Evidence Based Research Inc, Aptima Inc.


Intrapreneurship: Managing Ideas Within Your Organization

University of Toronto Press, 2011

As an employee, you suspect that your best ideas are valuable and could greatly benefit your organization. Management also recognizes that a company's ability to compete is contingent on how well it leverages its employees' ideas. So, why are individuals at all levels of organizations typically poor advocates for ideas? Intrapreneurship provides an engaging guide for both managers and employees on how to direct the flow of ideas and foster a culture of entrepreneurship within their company's existing structure. Based on my research and experience consulting with thirty global organizations, Intrapreneurship outlines ways to mobilize all types of ideas - including blockbusters with the potential to create radically new external products and services, and more incremental innovations for improving internal processes. With practical frameworks and real life examples for both employees and managers, Intrapreneurship will help you to identify the value in your own ideas and those of others to ultimately benefit your organization.

Buy 'Intrapreneurship: Managing Ideas Within Your Organization'

Knowledge Management: An Introduction

Neal-Schuman, 2011

Knowledge management as a discipline has matured over the last decade. It has moved from being a mere buzzword to an inherently fundamental concept. Simply put, the knowledge-based assets of the organization are the only source of sustainable competitive advantage in today s marketplace. Traditional resources such as land, labor, and capital, while important, are no longer sufficient for survival in today s fiercely competitive marketplace. Here, Desouza and Paquette provide an introductory overview of KM today. This book balances the theory and practice of KM. Desouza and Paquette consider the issues organizations encounter in the global marketplace. Their book is the first to integrate social media and networking into KM practice. The book s nine chapters are divided into three major parts: Part I covers foundational concepts and introduces the reader to the key elements of knowledge management. Part II explores critical activities of knowledge management. Part III offers a strategic view of knowledge management in organizations. Each chapter provides a broad overview, graphics that help readers visualize key points, and several vignettes documenting case scenarios that will help the reader digest concepts. Knowledge Management will prove ideal for instructors who have been forced to design courses around KM business texts, augmented with scholarly articles. It will also be useful to anyone who needs to better understand KM to apply it in his or her organization.

Buy 'Knowledge Management: An Introduction'

Managing Knowledge Security

Kogan Page, 2007

Managing Knowledge Security is a comprehensive reference guide detailing how to secure both the physical and intangible assets owned by a business. Citing international examples such as Hewlett Packard, Microsoft, Google, Boeing, and Amazon, the author covers all aspects of knowledge protection, from employee retention strategies to physical security. Knowledge managers, security professionals, general managers, information systems managers, and competitive intelligence professionals will find the book of immediate relevance, as will members of the defense, national security, and government intelligence agencies.

Buy 'Managing Knowledge Security'

Agile Information Systems

Butterworth Heinemann, 2006

In today's information intensive global economy, large organizations face a wealth of challenges as they wrestle with resolving the tensions between coordinating globally and responding locally. As a result, a prime consideration of major enterprises is to find an organizational design that enables them to accommodate these joint goals. Not surprisingly, given the volume of information that organizations need to process to synchronize globally and react locally, information systems play a key role in enabling pursuit of this dual goal. The acceleration of the shifting plates of social, economic, political, and competitive forces magnifies the need for effective information systems. Thus, the search for organizational agility is intricately linked to and highly dependent on an enterprises ability to build agile information systems that support nimble managers and employees in adapting to and foreseeing changing circumstances Humans are the critical success factor of agility. No organizational design or information system can overcome rigid, closed thinking. The agile mind is the determining driver. This book is food for nurturing an agile mind. It stimulates thinking about agility and galvanizes the neurons that need to be engaged to build agile organizations and information systems.

Buy 'Agile Information Systems'

The Outsourcing Handbook

Kogan Page, 2006

Outsourcing is now increasingly used as a competitive weapon in today's global economy. The Outsourcing Handbook is a step-by-step guide to the whole outsourcing process. It looks at key factors in the success of a project as well as problem areas and potential pitfalls. It provides an objective, repeatable process that allows organizations to maximize returns on outsourcing investments. Unlike most outsourcing books, The Outsourcing Handbook takes a process-oriented, actionable, and structured approach to understanding the intricacies of constructing, managing, and even terminating an outsourcing engagement.

Buy 'The Outsourcing Handbook'

Engaged Knowledge Management

Palgrave Macmillan, 2005

Current knowledge management efforts in organizations need to be refocused so that they can be better poised for success. Topics discussed include: missing capabilities of knowledge management, knowledge management in strategic alliances, customer knowledge management, knowledge markets, and knowledge management systems, among others.

Buy 'Engaged Knowledge Management'

New Frontiers of Knowledge Management

Palgrave Macmillan, 2005

This book defines the new frontiers in knowledge management. Topics covered include: knowledge visualization, knowledge markets, ubiquitous information environments, knowledge flow dynamics, knowledge integration in teams, personalizing delivery systems and knowledge security mechanism.

Buy 'New Frontiers of Knowledge Management'

Managing Information in Complex Organizations

M.E. Sharpe, 2005

This seminal work presents an effective design for processing information through five stages from data to actionable knowledge in order to influence behavior within organizations. The authors incorporate such concepts as evolution; semiotics; entropy; complexity; emergence; crisis; and chaos theory in an intriguing alternative to crisis management that can be applied to any organization. Their model shows how to evaluate and share information to enable the organization to avoid disaster rather than simply respond to it. Additionally, the text presents the first attempt at a multi-disciplinary view of information processing in organizations by tying associated disciplines to their respective impacts on the information process. Illustrations used in the text include an overlay that demonstrates how the non-use of information between agencies contributed to the 9/11 disaster, and an appendix addresses Organizing for Cyberterrorism.

Buy 'Managing Information in Complex Organizations'

Managing Knowledge with Artificial Intelligence

Quorum Books, 2002

In clear, readable language, consultant and researcher Kevin Desouza accomplishes an unlikely feat: explaining artificial intelligence to nonspecialists in a way that experts will recognize and accept as correct and immediately applicable.

Buy 'Managing Knowledge with Artificial Intelligence'

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