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.