The objective of this study was to examine the university students' perceptions and intentions towards IT supported learning. Eighty-eight undergraduate students from the engineering and management departments of a young private university in Bosnia and Herzegovina participated in the survey. In responding to the questionnaire, the participants gave their opinions about IT medium richness, self-efficacy, usefulness, ease of use, social norms and intentions to use IT in their day-to-day learning. The results revealed significant differences in perceptions and intentions between junior and senior students. Juniors had significantly higher regard for IT medium richness and felt higher social norms pressure, but expressed lesser intentions to use IT tools due to their poorer self-efficacy beliefs. The findings suggest the need for more and earlier students' IT exposure and practice in order to gain better skills and form more favourable usage intentions sooner.

This paper aims to present the situation of using IT tools in everyday classes where foreign language is taught. The research is empirical. The survey study was conducted among students of a new private university in Bosnia and Herzegovina. The questionnaire was applied to students from 17 to 25, male and female students learning 2 foreign languages. The results of the study can be the useful resource for future research and help better practical implementation of IT tools in the class.

– The purpose of this paper is to examine the validity of the proposed integrated socio‐technical knowledge management (KM) model, and to determine the relative importance of social and technical initiatives in organizational KM., – The conceptual model was proposed with three inter‐related concepts (knowledge stocks, processes, and socio‐technical enablers) and was tested via a survey‐based study in the context of public administration of a small European country using 185 senior Civil Servants as subjects., – The findings provided a confirmatory test of the proposed model and revealed social factors to be of greater importance than technical factors in advancing organizational knowledge in the case of public administration organizations. They also pointed to leadership as the single most important enabler of organizational KM in these organizations., – Findings are based on European public administration and may not reflect other geographic, economic and cultural contexts. Variables were perceptual and measurement items proxies for the real phenomena. There is a need for including objective data, improving measurement, and extending research towards deeper analysis of contextual influences on and consequences of KM., – The model may be useful to managers for predicting organizational learning, as well as intervening to enhance organizational social environment and to increase the likelihood of technology use in KM., – The main contribution of this research is the discovery of complex interactions among knowledge enablers and processes influencing knowledge stocks. Another contribution of this research is the revelation that (at least in the context of public administration) leadership may be the single most important enabler of successful KM.

1 Why Is It Important to Manage Knowledge?.- 1 Managing Software Engineers and Their Knowledge.- 2 An Investigation into Software Development Process Knowledge.- 3 Usage of Intranet Tools for Knowledge Management in a Medium-Sized Software Consulting Company.- 2 Supporting Structures for Managing Software Engineering Knowledge.- 4 Knowledge Management for Software Organizations.- 5 A Dynamic Model of Software Engineering Knowledge Creation.- 6 Evaluating an Approach to Sharing Software Engineering Knowledge to Facilitate Learning.- 7 Eliciting and Maintaining Knowledge for Requirements Evolution.- 8 Emergent Knowledge in Web Development.- 3 Application of Knowledge Management in Software Engineering.- 9 Case-Based Reasoning and Software Engineering.- 10 A Process for Identifying Relevant Information for a Repository: A Case Study for Testing Techniques.- 11 A Knowledge Management Framework to Support Software Inspection Planning.- 12 Lessons Learned in Software Quality Assurance.- 13 Making Software Engineering Competence Development Sustained through Systematic Experience Management.- 4 Practical Guidelines for Managing Software Engineering Knowledge.- 14 Practical Guidelines for Learning-Based Software Product Development.- 15 In-Project Learning by Goal-oriented Measurement.- 16 e-R&D: Effectively Managing and Using R&D Knowledge.- 17 Knowledge Infrastructure for Project Management.

There is the widespread recognition of the importance of intellectual capital (IC) as a major source of competitive advantage for any organisation operating in today's knowledge economy (KE). In particular, universities are recognised as being essential to the new economy as the prime producers and transmitters of knowledge in a society. Therefore, it is not surprising that the management and measurement of IC by universities is becoming an increasingly important issue in the knowledge management (KM) research and practice. It is argued that universities need to use the IC model as a tool to aid them in meeting new management challenges and diffuse their intangible resources and activities to their stakeholders and society at large. This study addresses this need by developing a specific model for measuring intellectual capital of universities and by applying it in the specific context of a new private university in Sarajevo, Bosnia and Herzegovina. It is hoped that the use of this model can help the university in reaching its scientific and educational goals.

Increased interaction, interdependency and volatility on a global scale are rapidly changing local governments’ external environment, their community characteristics, and their organisational orientation. In circumstances of high uncertainty and ambiguity, the success of local governments depends to a greater extent on how well they utilise knowledge resources in adjusting to contextual changes. This requires special attention to knowledge management (KM). The major challenge for KM in local government is to foster the development of an enriched knowledge base that will enable local actors to better deal with adjustment and development issues of importance to their communities (Anttiroico, 2006). The purpose of this article is to address technical issues in organisational KM. Referring to the theoretical work by Handzic (2004), the article considers the role of various information and communication technologies (ICT) in facilitating the processes in which knowledge is created, transferred and utilised in local governments. Findings reported in the article are part of an ongoing research project into the adoption of KM principles and practices in public sector organisations in Bosnia and Herzegovina (BiH). The role of ICT in local government KM solutions addressed in this article is only one of several aspects covered by the research project. Further project details can be obtained elsewhere (Handzic, Lagumdzija, & Celjo, 2007).

This chapter reports on types and roles of information and communication technologies (ICT) implemented in knowledge management (KM) solutions in local governments. A sample of nine local councils were rated on usage of various generic and KM specific ICT in supporting knowledge exploitation or exploration, and codification or personalization strategies. The results indicate a marked preference for generic types of ICT, and support for knowledge exploitation and codification approaches. These findings and their implications are further interpreted in terms of three stages of KM development in organizations.

This paper reports the results of a survey of the adoption of knowledge management (KM) in the public administration organisations in Bosnia and Herzegovina (BiH). The results indicate that these organisations have a good understanding of the value of their knowledge assets, that they are in the process of implementing some form of strategy to manage these assets, and that they face obstacles in this process that are mainly outside their control. The overall picture also shows that KM practices in BiH are being implemented at similar levels as other countries in all aspects except measurement and technology. This suggests that BiH needs to catch up with the more advanced countries by accelerating application of these two KM initiatives.