Knowledge Management 2
Article Index
Knowledge Management 2
1.1 Knowledge Management Basics and Roadmap
1.2 A Knowledge Management Framework
1.3 Knowledge Management Taxonomy and Repository
1.4 Importance of Knowledge Management in Healthcare
2.1 Global Most Admired Knowledge Enterprises (MAKE)
2.2 Accenture: World Leader in Knowledge Management
2.3 Malcolm Baldrige National Quality Award
3.1 FBI Approach to Knowledge Management
3.2 Knowledge Management Platform for Tacit Information Sharing
3.3 Transport for London (TfL) Knowledge Management Culture
3.4 Knowledge Management Model at Embrapa
3.5 Population Registries Kick-Start Rapid-Cycle Clinical Process Improvement
3.6 Governing a Digital Business Ecosystem
4.1 Knowledge Management for the Public Sector
4.2 Why Employees Are Unwilling to Share Knowledge
4.3 Six Questions to Trigger Employees to Share
4.4 Knowledge Sharing Activities in Five European Countries
4.5 Review of Expert Finding Systems (EFSs)
4.6 How to Encourage Knowledge Sharing with Social Intranet Software
4.7 The Potential of Adaptive Learning
4.8 Cognitive Factors that Influence Knowledge Sharing in Organisations
4.9 Trust Communities of Practice and Rewards
5.1 Knowledge Management Tools and Techniques Manual
5.2 Knowledge Management Tools
5.3 How to Create Knowledge Management Systems
5.4 How to Organise a Knowledge Share Fair
5.5 Key Lessons from a Knowledge Sharing Event
5.6 Principals Share Best Meetings of the Year
5.7 The Role of Social Media in Knowledge Sharing
5.8 Learning and Knowledge Sharing Strategy
5.9 Profiling an Organizations Experts
5.10 Communities of Practice
6.1 Return on Investment (ROI) Case Study
6.2 Value of Networks
6.3 How to Use Key Performance Indicators (KPIs) in Knowledge Management
6.4 Knowledge Management Metrics
7. What do business leaders say about knowledge management?

7. What do business leaders say about knowledge management?


“Of central importance is the changing nature of competitive advantage - not based on market position, size and power as in times past, but on the incorporation of knowledge into all of an organization’s activities.”
Leif Edvinsson, Swedish organisational theorist, known for his work on intellectual capital, in Corporate Longitude (2002)

“Knowledge is power.”
Sir Francis Bacon, 1561-1626, English philosopher, statesman, essayist and scientist

“The single greatest challenge facing managers in the developed countries of the word is to raise the productivity of knowledge and service works.”
Peter Drucker, 1909-2005, management guru, in the Harvard Business Review

“Companies ... have a hard time distinguishing between the cost of paying people and the value of investing in them.”
Thomas A. Stewart, journalist and author, in Intellectual Capital (1997)

“In the digital age, knowledge is our lifeblood. And documents are the DNA of knowledge.”
Rick Thoman, CEO, Xerox

“Connection, not collection: that’s the essence of knowledge management.”
Tom Stewart, in The Wealth of Knowledge

“Knowledge is the new capital, but it’s worthless unless it’s accessible, communicated, and enhanced.”
Hamilton Beazley, Strategic Leadership Group

“The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.”
 —Andrew Carnegie, American industrialist, philanthropist

“Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.”
Peter Senge, creator of “The Learning Organisation”

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