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Knowledge Management

Best Practices in Europe

  • Book
  • © 2001

Overview

Editors:
  1. Kai Mertins

    1. Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany

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  2. Peter Heisig

    1. Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany

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  3. Jens Vorbeck

    1. Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany

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  • Comprehensive overview
  • Basic methodological articles
  • 11 case studies from large to small companies from different sectors with hands-on experience

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Table of contents (17 chapters)

  1. Front Matter

    Pages I-XXII
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  2. Introduction

    1. Introduction

      • Kai Mertins, Peter Heisig, Jens Vorbeck
      Pages 1-10

  3. Design Fields

    1. Front Matter

      Pages 11-11
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    2. Business Process Oriented Knowledge Management

      • Peter Heisig
      Pages 13-36

    3. Motivation and Competence for Knowledge Management

      • Jens Vorbeck, Ina Finke
      Pages 37-56

    4. Intellectual Capital

      • Peter Heisig, Jens Vorbeck, Johannes Niebuhr
      Pages 57-73

    5. Knowledge Management Tools

      • Ingo Hoffmann
      Pages 74-94

  4. Survey

    1. Front Matter

      Pages 95-95
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    2. Benchmarking Survey Results

      • Peter Heisig, Jens Vorbeck
      Pages 97-123

  5. Case Studies

    1. Front Matter

      Pages 125-125
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    2. Knowledge Management: The “One Company Platform” — Arthur D. Little, Inc.

      • Peter Heisig, Frank Spellerberg
      Pages 127-137

    3. Cultural Change Triggers Best Practice Sharing — British Aerospace plc.

      • Peter Heisig, Jens Vorbeck
      Pages 138-147

    4. Sophisticated Information Technology to Promote Knowledge Sharing and Communication — Booz Allen & Hamilton

      • Jens Vorbeck, Rolf Habbel
      Pages 148-156

    5. Measuring Intangible Assets for Sustainable Business Growth — Celemi AB, Medium-Sized and Fast Growing

      • Peter Heisig, Janet Runeson
      Pages 157-164

    6. Knowledge Management and Customer Orientation

      • Jens Vorbeck, Peter Heisig
      Pages 165-173

    7. Knowledge Management in a Global Company — IBM Global Services

      • Jens Vorbeck, Peter Heisig, Andrea Martin, Peter Schütt
      Pages 174-185

    8. Open Minded Corporate Culture and Management Supports the Sharing of External and Internal Knowledge — Phonak

      • Peter Heisig, Christian Berg, Peter Drtina
      Pages 186-192

    9. Sharing Process Knowledge in Production Environments — Roche Diagnostics — Laboratory Systems

      • Jens Vorbeck, Ina Finke
      Pages 193-201

    10. Measuring Knowledge and Generating Knowledge about the Future — Skandia AFS and Skandia Lebensversicherungen AG

      • Peter Heisig, Oliver Diethert, Uwe Romanski
      Pages 202-211

    11. Secure Tacit and External Knowledge in the Insurance Industry — Thomas Miller & Co. Ltd.

      • Peter Heisig
      Pages 212-217
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Keywords

About this book

By Robert C. Camp, PhD, PE Chairman Global Benchmarking Network (GBN), Best Practice Institute™, Rochester, NY, USA The perception, sharing, and adoption of best practices is mostly attributed to the activity called benchmarking. Obtaining maximum value from best practices is usually attributed to knowledge management. One is an extension of the other. Knowledge management can be looked upon as the management of knowledge about best practices whether in the mind as human capital or as intellectual assets or property. Most organizations now recognize the absolute imperative for the identification and collection of best practices through benchmarking. It can be a strategic strength when practiced and a fatal weakness if not pursued. But there is a serious disconnection in the exchange and adoption process. Despite significant advances in the approaches and technology that pursue improvement (six sigma, process redesign, customer relationship management, etc.), organizations continue to experience great difficulty in successfully transferring leading practices. Some would say these are exemplary, proven, observed, or promising, but, in the final analysis, they are best practices -with the objective of becoming world class. More insight is needed into how leading, or best practices are transferred and adopted - said differently, best practices for knowledge transfer or knowledge management.

Editors and Affiliations

  • Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany

    Kai Mertins, Peter Heisig, Jens Vorbeck

Bibliographic Information

  • Book Title: Knowledge Management

  • Book Subtitle: Best Practices in Europe

  • Editors: Kai Mertins, Peter Heisig, Jens Vorbeck

  • DOI: https://doi.org/10.1007/978-3-662-04466-7

  • Publisher: Springer Berlin, Heidelberg

  • eBook Packages: Springer Book Archive

  • Copyright Information: Springer-Verlag Berlin Heidelberg 2001

  • eBook ISBN: 978-3-662-04466-7Published: 14 March 2013

  • Edition Number: 1

  • Number of Pages: XXII, 265

  • Topics: Management, Innovation/Technology Management

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