Knowledge Management in Theory and Practice
General KM Case Studies
Below are selected case studies that generally address the subject of knowledge
management. Several links were located through the
http://www.ec2.edu/dccenter/ok/case_studies.html.
Armed With Intelligence (http://www.cio.com/archive/080197_learn.html) - A CIO
knowledge management profile on the Department of Defense.
"Bankers Trust Invests in Knowledge Management" By Mary G. Gotschall
Introduction:
Bankers Trust Company-a major global financial force-is a trailblazer on Wall Street
when it comes to knowledge management. It is one of the first major Wall Street houses
to implement a knowledge initiative, and expects to generate a powerful return on
investment. http://webcom.com/quantera/KI079801.html
Broderbund Builds Strong “Case” for Internal, External Knowledge Sharing
(http://www.apqc.org/free/casestudies/KM-14.pdf) - by Susan Elliott; An American
Productivity & Quality Center case study.
Case Corporation’s Pilot Effort Proves Value of Knowledge Management
(http://www.apqc.org/free/casestudies/KM-10.pdf) by Susan Elliott; An American
Productivity & Quality Center case study.
Chaos Theory (http://www.cio.com/archive/120100/chaos.html) - A CIO Knowledge
Management Research Center case study on The Workplace Safety and Insurance Board
of Canada.
Computer Science Corporations
(http://www.csc.com/solutions/knowledgemanagement/casestudies/index_1.shtml) - CSC
has helped its clients manage and profit from every major wave of change in information
technology (IT) for more than 40 years. It has a couple good case studies.
Connecting Students, Teachers, Parents and Librarians with bigchalk's Timely
Newsletters by eCRM Insights, eCRMGuide.com
"Creating Fertile Ground for Knowledge at Monsanto" By Bipin Junnarkar
This article examines how Monsanto went about establishing a knowledge centric
environment. This article includes two interesting models, one of modes of knolwedge
management and another of an inofmraiton map of existing sources of information.
http://www.cbi.cgey.com/journal/issue1/features/creati/index.html
Dial K for Knowledge (http://www.cio.com/archive/061501/dial.html) - A CIO
Knowledge Management Research Center case study on British Telecom.
Don’t Lose Your Mindshare (http://www.cio.com/archive/100100/mindshare.html) - A
CIO Knowledge Management Research Center case study on Hill & Knowlton.
Dow Chemical Capitalizes on Intellectual Assets
(http://webcom.com/quantera/Dow.html) - by Britton Manasco.
Identifying and Representing Electronic Engineering Resources: A Case Study in
Knowledge Management
Abstract: The purpose of this project is to identify electronic resources that could be of
value to engineers and to represent these resources in a manner that enables engineers to
make timely, informed decisions about the usefulness of the resources. This paper
addresses the specific objectives the project which include: 1) the development of
selection criteria for electronic engineering resources; 2) the identification of electronic
resources of interest to engineers, as defined by the selection policy; and 3) the creation
of abstracts for these electronic resources that will include at least two hyperlinks to other
related electronic resources.
http://www.dl.ulis.ac.jp/ISDL97/proceedings/connaway.html
"If Only HP Knew What HP Knows..." By By Thomas H. Davenport, PhD
Discussion of knowledge management at Hewlett Packard and the challenges HP has
faced on multiple fronts in trying to manage its knowledge.
http://www.cbi.cgey.com/journal/issue1/features/ifonly/index.html
KM Works Magic for Ketchum
(http://www.cio.com/research/knowledge/edit/ketchum.html) - A CIO Knowledge
Management Research Center case study.
"Knowing the Drill: Virtual Teamwork at BP" By Dan Cohen
Description of BP's highly successful Virtual Teamwork initiative. In particular, this
article highlights both expected and unexpected benefits of knowledge management.
http://www.cbi.cgey.com/journal/issue1/features/knowin/index.html
"Knowledge Assessment: Case Study of the Pacific Islands" Summary of Findings
from Fieldwork Abstract: Knowledge is increasingly recognized as a fundamental factor
in creating economic value in developing countries, allowing for improved growth
prospects and amelioration of social welfare. At the same time, there are concerns that,
without some appropriate policy measures, the knowledge revolution might also
contribute to increasing inequality between those who have necessary access and
capabilities and those who do not. Examples and issues for discussion refer to the
knowledge assessment exercise being conducted in the Pacific Islands.
http://www.vita.org/technet/ka.htm
The Knowledge Crunch (http://www.cio.com/archive/050101/crunch.html) - A CIO
Knowledge Management Research Center case study on Frito-Lay.
Knowledge Fusion (http://www.cio.com/archive/060100/fusion.html) - A CIO
Knowledge Management Research Center case study on The Tennessee Valley
Authority.
"Knowledge Management at Ernst & Young, 1997" By Thomas H. Davenport, PhD
Abstract: Ernst & Young, one of the world’s largest professional services firms, was
formed with the merger of Arthur Young and Ernst & Whinney in 1989. Called "Future
State ’97 (FS’97)," the name of the plan referred to the future vision of E&Y’s consulting
processes, and the date by which the vision was to be achieved. The plan envisioned $1
billion in 1997 revenues (roughly doubling the 1993 figure) and described operational
visions in five key processes: sales, service, delivery, people, and knowledge.
http://www.bus.utexas.edu/kman/E&Y.htm
Knowledge Management at Health Canada (http://www.hc-sc.gc.ca/iacb-dgiac/kmgs/english/kmhome.htm) - A vision and strategy for Knowledge Management at Health
Canada.
Knowledge Management at Hewlett-Packard
(http://www.bus.utexas.edu/kman/hpcase.htm) - by Thomas H. Davenport, Ph.D.
"Knowledge Management at Microsoft, 1997" By Thomas H. Davenport, PhD
Abstract: "According to the authors of Microsoft Secrets, one of Microsoft's key
strategies is, "Find smart people who know the technology and the business." The
knowledge base for Microsoft IT must always be current. Therefore, the IT group has
focused heavily on the issue of identifying and maintaining knowledge competencies.
The goal is to create an online competency profile for jobs and employees within
Microsoft IS. http://www.bus.utexas.edu/kman/microsoft.htm
Knowledge Management Case Study/Lessons Learned: "Creating the Knowledgebased Business: Key lessons from an international study of best practice" By David
J. Skyrme and Debra M. Amidon Abstract: This report, published by Business
Intelligence, describes:
a.
b.
c.
d.
e.
f.
The business case for knowledge management
Essential practical tools and techniques
Frameworks and processes for creating and sharing knowledge
How to create a knowledge culture
New measurement systems, challenges and concepts
The role of information technology
http://www.skyrme.com/pubs/kmreport.htm
The Langley Files (http://www.cio.com/archive/080100/langley.html) - A CIO
Knowledge Management Research Center case study on the Central Intelligence Agency.
"Learning and Innovation - Armed With Intelligence" - Shared knowledge is the
Department of Defense's not-so-secret weapon. By Perry Glasser, CIO Magazine.
(August 1, 1997) http://www.cio.com/archive/080197_learn.html
"Managing Knowledge The Chevron Way" - Prepared remarks for delivery by
Kenneth T. Derr, Chairman of the Board and Chief Executive Officer, Chevron
Corporation, to the Knowledge Management World Summit. (January 11, 1999)
http://www.chevrontexaco.com/news/archive/chevron_speech/1999/99-01-11.asp
"A Prescription For Knowledge Management: What Hoffman-Laroche's Case Can
Teach Others" By Patricia Seemann
Lessons learned from the knowledge management experiences of Hoffmann-LaRoche,
the international pharmaceutical firm.
http://www.cbi.cgey.com/journal/issue1/features/apresc/index.html
A Project Win for J.P. Morgan Partners (http://www.cio.com/archive/090101/win.html)
- A CIO Knowledge Management Research Center case study.
"Secrets of Successful Knowledge Management" By Tom Davenport
Introduction: Discussions and planning sessions around knowledge management often
devolve into exhortations to capture and leverage the organization’s knowledge assets.
Knowledge is a philosophical, abstract topic; just differentiating it from data and
information can be a consuming focus. But there is a world of knowledge management
practice that proceeds apace, largely without high-flown rhetoric or philosophical doubt.
The center of this world is the knowledge management project—an organized effort to
actually do something with knowledge. http://webcom.com/quantera/Secrets.html
"Sharing Knowledge Through BP's Virtual Team Network" This is a discussion of
the benefits of the BP virtual networks. A few of the highlights of the measurable benefits
include: A big drop in the person-hours needed to solve problems as a result of improved
interactions between land-based drilling engineers and offshore rig crews. A decrease in
the number of helicopter trips to offshore oil platforms. The avoidance of a refinery
shutdown because technical experts at another location could examine a corrosion
problem remotely. And a reduction in rework during construction projects because
designers, fabricators, construction workers, and operations people could collaborate
more effectively. http://choo.fis.utoronto.ca/iss/km/KC.BP.html
Share and Share Alike, 1997 (http://www.darwinmag.com/read/020101/share.html) Xerox may have trouble at the top, but it's learning to manage knowledge from the
bottom up.
"Teltech: The Business of Knowledge Management Case Study" By Thomas H.
Davenport, PhD Abstract: "Teltech, a small ($17 million in revenues) company based in
Minneapolis, has built a successful business on helping companies get access to external
technical expertise and information. However, some of its strategies and services could
be adopted by firms wanting to take better advantage of all types of internal knowledge.
Specifically, Teltech's business model includes the following information management
innovations: A hybrid environment of people and technology-based services; Pointers to
people with expertise; Mapping of information sources; A structure and a set of
techniques for categorizing knowledge; and focusing on the information behavior of
customers." http://www.bus.utexas.edu/kman/telcase.htm
Thanks for the Memories (http://www.cio.com/archive/090101/thanks.html) - A CIO
Knowledge Management Research Center case study on Northrop Grumman.
What’s Your Problem? (http://www.cio.com/archive/090100/problem.html) - A CIO
Knowledge Management Research Center case study on 3M.
Wiring the Corporate Brain (http://www.cio.com/archive/enterprise/031599_nova.html)
- A CIO knowledge management profile of Novartis.
Xerox Creates a Knowledge-Sharing Culture Through Grassroots Efforts
(http://www.apqc.org/free/casestudies/KM-18.pdf) - by Vicki Powers; An American
Productivity & Quality Center case study.
Case Study Collections
Case studies developed by the World Bank Institute (WBI) of the World Bank
http://www.worldbank.org/wbi/cases/caseindex.html
Knowledge Management Article/Reference: "LEADING FIRMS DEVELOP
KNOWLEDGE STRATEGIES" By Britton Manasco. INTRODUCTION:
Recognizing that lasting success now hinges on the ability to effectively leverage and
manage knowledge assets, numerous well known corporations have recently banded
together to identify a set of leading business practices that can be expected to become
commonplace in the emerging knowledge economy.
http://webcom.com/quantera/Apqc.html
Knowledge Management Article/Study: "Creating a Learning Organisation
Through HRM: A German-Czech Joint Venture (A) (B)" by Dianne Cyr and Susan
Schneider, INSEAD Case Study, 1994 The case describes the development of HRM
practice in a German-Czech joint venture established in 1991, near Prague. In this JV,
there was the explicit intention to create a "Learning Company" and to do so through
"Integration versus domination". Issues are raised with regard to the challenges of
creating a "shared management" approach. "Seven-Eleven Japan: Managing a Networked
Organization" by Ben M. Bensaou, INSEAD Case Study, 1997 This teaching case study
describes how a Japanese entrepreneur, Toshifumi Suzuki, created and has been
managing the Seven-Eleven Japan chain of convenience stores, one of the most
successful retail businesses.
Knowledge Management Best Practices: Case Studies at American Productivity &
Quality Center (APQC)
APQC is a world-renowned resource for process and performance improvement for
organizations of all sizes and industries. Download APQC case studies on a variety of
topics including benchmarking, customer satisfaction, education, excellence, knowledge
management, and measurement. Members can access the complete in Practice case study
archive in the members-only portion of our Web site. Available in PDF format.
http://www.apqc.org/free/casestudies/
Knowledge Management Cases Resource Center: Has anybody done this before in the
oil & gas industry? What applications have been implemented that transfer Explicit
knowledge to Tacit? How do companies encourage knowledge flows from Customers to
Employees? You might find the answer to these and many more questions in the new KM
data base, Ks pronounced "Case". The prototype contains 200 searchable Knowledge
management cases. The cases are indexed according to industry business logics (Giertz),
Knowledge conversion type (Nonaka) and Knowledge flow type (Sveiby). It helps if you
have been through the Introductory Course on KM.
http://www.sveiby.com.au/library.html#management
Knowledge Management Case Studies: By Thomas H. Davenport and Ernst and
Young LLP Knowledge World @ EC2
Annenberg Center for Communication
University of Southern California
http://www.ec2.edu/dccenter/index.html
Knowledge Management Case Studies: From DMOZ open directory project
http://dmoz.org/Reference/Knowledge_Management/Case_Studies/
Knowledge Management General Resource/Case Studies: Beyond @BRINT
http://www.brint.com/km/kmindex.htm
Knowledge Management Resource: "Knowledge Management—Emerging
Perspectives" by Gene Bellinger. Knowledge management is the hottest subject of the
day. The question is: what is this activity called knowledge management, and why is it so
important to each and every one of us? The following writings, articles, and links offer
some emerging perspectives in response to these questions. As you read on, you can
determine whether it all makes any sense or not.
http://www.outsights.com/systems/kmgmt/kmgmt.htm
Knowledge Management WBI Case Study Collection
http://www.cio.com/sponsors/091599_km.html
Case Studies from ABI - Inform Database
The ABI - Inform databases are available through most research libraries. If you have
access to the ABI-Inform Database, you can locate the following articles by searching by
author or title.
Care in knowledge creation By Georg von Krogh, California Management Review;
Berkeley; Spring 1998
ABSTRACT: Knowledge creation is the key source of innovation in any company.
However, it is a fragile process fraught with uncertainty and conflict of interest. The
effective creation of new knowledge (especially tacit social knowledge) hinges on strong
caring among organization members. Managers have several means to facilitate caring
relations, including new incentive systems, mentoring programs, care as an articulated
value, project debriefings, and training programs in care-based behavior.
Cross-border innovation in the multinational corporation: A research agenda By
Ivo Zander, Orjan Solvell,International Studies of Management & Organization; White
Plains; Summer 2000.
ABSTRACT: This paper addresses an increasingly debated issue in international business
literature: the emergence of cross-border innovation in the multinational corporation. It
identifies duplication and diversification of advance technological capabilities as
increasingly important dimensions of the multinational network, and proceeds to
investigate how growth along these dimensions has led to the formation of cross-border
innovation processes in the multinational corporation.
Knowledge creation and management: Inseparable twins By H J Bajaria, Total Quality
Management; Abingdon; Jul 2000
Knowledge creation and social networks in corporate entrepreneurship: The renewal
of organizational capability By Steven W Floyd, Bill Woolridge, Entrepreneurship
Theory and Practice; Waco; Spring 1999
ABSTRACT: This paper extends current theory by analyzing the knowledge dynamics
and social structure of the internal selection-retention environment. On the knowledge
side, the view is that entrepreneurial ideas are subjected progressively to subjectivist,
empiricist and pragmatic criteria in the process of knowledge creation. This argument
helps to explain how individual knowledge enters an organizational process and how
individual knowledge becomes shared within the group. For social structures, it is argued
that actor centrality, structural equivalence and bridging relationships account for an
individual's ability to acquire novel information and to achieve a position of influence.
Combining these assertions, the paper offers an integrative model that explains how
organizations overcome inertia in the capability development process.
Knowledge economy--fact or fad? By Mike Cowey,New Zealand Management;
Auckland; May 2000
ABSTRACT: Knowledge economies are a reality. Undoubtedly driven by the rapid
technological advances that first brought the information and now the knowledge era, the
result is one of the biggest changes in the history of mankind. The starting point for
knowledge creation is the formal education system. The crux of creating wealth in a
knowledge economy is leveraging or applying the knowledge. A third area and one that
has been most neglected in the whole debate on the shift to knowledge economies is the
critical need to support the move by effective management.
Why information technology inspired but cannot deliver knowledge management
By Richard McDermott,California Management Review; Berkeley; Summer 1999.
ABSTRACT: Recent developments in information technology have inspired many
companies to imagine a new way for staff to share knowledge and insights. Instead of
storing documents in personal files and sharing personal insights with a small circle of
colleagues, they can store documents in a common information base and use electronic
networks to share insights with their whole community, even people scattered across the
globe. However, most companies soon discover that leveraging knowledge is actually
very hard and is more dependent on community building than information technology.
This is not because people are reluctant to use information technology, rather it is
because they often need to share knowledge that is neither obvious nor easy to document,
knowledge that requires a human relationship to think about, understand, share, and
appropriately apply. Ironically, while information technology has inspired the knowledge
revolution, it takes building human communities to realize it.
Case Studies from Applied Science & Technology Abstracts Database
The Applied Science & Technology Abstracts database is available through most
research libraries. If you have access to the ABI-Inform Database, you can locate the
following articles by searching by author or title.
Augmenting organizational memory: a field study of Answer Garden by Huang, K.T. ACM Transactions on Information Systems v. 16 no3 (July '98)
ABSTRACT: The authors presents Answer Garden, a system for growing organizational
memory. The system and its underlying implementation are described and findings are
presented from a field study of Answer Garden. Also discussed are the usage data and
qualitative evaluations from the field study, as well as a set of lessons for next-generation
organizational memory systems.
Best practices, best plants By Ackerman, Mark S. Manufacturing Engineering v. 122
no4 (Apr. 1999)
ABSTRACT: Successful manufacturers practice continuous change in the workplace.
According to Howard Singer of Grant Thornton, Chicago, midsize U.S. manufactures-with annual sales of $20-$200 million--have shifted their priorities. Information systems
now link many enterprises, and some are developing electronic commerce through the
World Wide Web. They are internationally expanding as well as attacking the time-tomarket problem. Four practices are considered essential by world class companies-continuous improvement, total quality management, training, and customer service.
Capitalizing on intellectual assets By McGuinness, Deborah L.; Wright, Jon R.IBM
Systems Journal v. 37 no4 ('98)
ABSTRACT: Knowledge is power--the power that has become the driving force in our
economy. Knowledge powers our customers' ability to adapt and innovate. It powers our
ability to deliver value to clients. It powers the ability of our professionals to be their
best. When knowledge is shared, its power grows exponentially. This essay discusses
IBM's utilization of knowledge through the Intellectual Capital Management program.
Reprinted by permission of the publisher.
An industrial-strength description logic-based configurator platform By Zuckerman,
Amy., Buell, Hal., IEEE Intelligent Systems & Their Applications v. 13 no4 (July/Aug.
'98)
ABSTRACT: Part of a special section on the role of product-configuration tools in the
business process. The writers discuss how configurators were developed to tackle the
configuration problem for a large number of telecommunications products sold by AT&T
and Lucent Technologies. The configurators were developed using a description logicbased knowledge representation system as a foundation. Some of them have been in use
since 1990 and have processed in excess of $4.5 billion in orders. In addition, they have
documented many benefits, including reduced order processing time, reduced staffing,
and product-knowledge consistency checking.
Is the world ready for knowledge management? By C. E. SIEMIENIUCH, M. A.
SINCLAIR,Quality Progress v. 31 no6 (June '98)
ABSTRACT: Many major companies are using knowledge management to gain a
competitive advantage. Knowledge management is the strategic use of collective
knowledge for construction of profits and market share. The Associated Press (AP)
model for information management is discussed. Guidelines for application of the AP
model to a corporation are presented.
Johnson Controls uses knowledge retrieval for faster support By Ojala,
Marydee,Expert Systems v. 16 no2 (May 1999), Johnson Controls Integrated Facility
Management (Firm) Intelligent agents (Computer programs).
Knowledge is power By Owen, Jean V. Database (Weston, Conn.) v. 22 no3 (June/July
1999) p. 7
ABSTRACT: Those in the information industry have long held the belief that knowledge
is power and have duly encouraged the exploitation of electronic information sources.
The motto is concerned with two basic principles: the military model, which centers
around the use of intelligence to win battles, and fear, which people overcome with
information. Those who wish to move that belief to knowledge sharing is power will
require patience and a definite reward system.
Organizational aspects of knowledge lifecycle management in manufacturing By
Michael H. Zack,International Journal of Human-Computer Studies, v 51, n 3, September
1999, p517-547 (ID ijhc.1999.0274)
ABSTRACT: This paper takes as its starting point that knowledge is not a unitary
thing,and that in a competitive environment it has a lifecycle. In other words, if a
company is to remain competitive, it must address the issues of new knowledge
generation, its propagation across the organization, and its subsequent retirement. Some
examples from manufacturing industry are outlined. The paper then discusses some
classifications of knowledge, points out some management issues and then discusses
what appears to be emerging "best practice" in this field. Implications for organizational
configurations are then outlined. Finally, a list of outstanding issues is given. This
discussion is based on interviews and findings from a number of collaborative projects in
the European automotive industry over the past decade.
Managing codified knowledge. Sloan Management Review, Summer 1999 v40 i4
p45(1).
ABSTRACT: The author presents two case studies of managing explicit knowledge. One
is an example of an integrative architecture for the electronic publishing of knowledge
gleaned by industry research analysts. The second illustrates the effective use of an
interactive architecture for discussion forums to support servicing customers.
Traditional Case Studies for Academic Use
Harvard Business School Publishing has a number of knowledge management case
studies available. A few of the selected case studies from HBSP are listed below.
A Day in the Life of a Professor in 1998 by Applegate, Lynda M.; Bleak, Jared. Product
Number: 9-399-009
Abstract: Presents a fictional vision of a day in the life of a professor in 1998. Teaching
Purpose: To explore the impact of the Internet on knowledge work.
Buckman Laboratories by Fulmer, William E.; Product Number: 9-800-502
Abstract: Presents Robert Buckman visiting with an executive education class at Harvard
Business School. He explains the strategies of the Buckman Laboratories and...
Creating a System to Manage Knowledge; Product Number: 39103
Abstract: This collection of Harvard Business Review and Harvard Management Update
articles as well as Harvard Business School case studies focuses on how to create
knowledge.
Grey Worldwide: Strategic Repositioning Through CRM by Yu, Julie; Farhoomand, Ali
F.; Khan, Shamza; McCauley, Marissa; Product Number: HKU164
Abstract: Discusses how Grey Worldwide Hong Kong and China (Grey WW-HK/China)
is repositioning itself through defined e-marketing and CRM strategies for the Asia.
Harnessing the Value of Experience in the Knowledge-Driven Firm by Geisler, Eliezer;
Product Number: BH025
Abstract: The sum total of managerial experience in the corporate world is a combined
powerhouse of thousands of years of battling in the trenches--winning and learning.
Information at the World Bank: In Search of a Technology Solution (A) by Sasser, W.
Earl, Jr.; Knoop, Carin-Isabel; Valor, Josep. Product Number: 9-898-053
Abstract: Describes how Information Technology Services Director Mohamed Muhsin
planned to restructure the bank's information technology in response to President.
Information at the World Bank: In Search of a Technology Solution (B) by Sasser, W.
Earl, Jr.; Valor, Josep; Product Number: 9-898-054
Abstract: Acting on his vision to make the World Bank a knowledge institution, bank
President Wolfensohn announces the creation of an Information and Knowledge
Management.
Information Technology for Managers, Business Fundamentals Series by Applegate,
Lynda M.; Bensaou, M.; Earl, Michael; Garvin, David A.; Gogan, Janis L.; Nolan,
Richard L.; Product Number: 1712 .
Abstract: The readings in this collection help equip managers to assess their information
technology needs and to manage information technology effectively.
Integral Consulting by Guinan, P.J.; Mulhern, Valerie; Wylie, David; Product Number:
BAB009.
Abstract: The new knowledge management system at Integral Consulting seemed to
represent a solution that would allow the firm to leverage its resources.
Knowledge Management at Andersen Consulting by Hansen, Morten T.; Davenport,
Thomas H.; Product Number: 9-499-032.
Abstract: Andersen Consulting has spent several years developing a knowledge
management system. The two partners responsible are now wondering what to do next.
Knowledge Management at Ernst & Young by Sarvary, Miklos; Chard, Ann Marie.
Product Number: M291
Abstract: John Peetz, Ernst & Young's chief knowledge officer, reviews the results of his
six-year effort to build a firm-wide knowledge management (KM) system....
KPMG Peat Marwick U.S.: One Giant Brain by Alavi, Maryam. Product Number: 9397-108
Abstract: Demonstrates how organizations can move toward creation of processes and
information technology infrastructures for effective knowledge management in order...
McKinsey & Co.: Managing Knowledge and Learning by Bartlett, Christopher A.
Product Number: 9-396-357
Abstract: Describes the development of McKinsey & Co. as a worldwide management
consulting firm from 1926 to 1996. In particular, it focuses on the way in which..
McKinsey & Co.: Managing the Global Knowledge Network, Video by Bartlett,
Christopher A.; Product Number: 9-300-503.
Abstract: Presents an interview with John Stuckey, managing director and Patty
Akopiantz, associate of McKinsey & Co. Australia discussing the cultural values,
organizational...
A Note on Knowledge Management by Garvin, David A.; March, Artemis; Product
Number: 9-398-031
Abstract: Provides an overview of knowledge management, including descriptions of
knowledge management strategies, processes, organization, infrastructure, systems etc.
PricewaterhouseCoopers: Building a Global Network by Farhoomand, Ali F.;
McCauley, Marissa; Lovelock, Peter; Fukagata, Minako; Product Number: HKU095.
Abstract: Price Waterhouse and Coopers & Lybrand merged in July 1998, creating one of
the world's largest full-service professional organizations.
Swing Doors and Musical Chairs by Kransdorff, Arnold; Williams, Russell; Product
Number: BH026
Abstract: The management of one particular facet of intellectual capital is highlighted
here--the retention of organizational memory (OM) and its significance.
The World Bank and Knowledge Management: The Case of the Urban Services
Thematic Group by Fulmer, William E. Product Number: 9-801-157
Abstract: The World Bank has implemented a knowledge management initiative. One of
its communities of practice is to take the lead in a $50 billion commitment to address
urban slums. The community of practice is struggling with its mission and how
knowledge management can help. Teaching Purpose: To illustrate the challenge of
implementing a knowledge management system, especially communities of practice.