Knowledge Management

1. Front Matter

   Pages I-XXXI

   PDF

2. Introduction

   1. Introduction

      • Kai Mertins, Peter Heisig, Jens Vorbeck

      Pages 1-11

3. Design Fields

   1. Front Matter

      Pages 13-13

      PDF

   2. Business Process Oriented Knowledge Management

      • Peter Heisig

      Pages 15-44

   3. The Fraunhofer Knowledge Management Audit (FKM-Audit)

      • Kai Mertins, Peter Heisig, Ina Finke, Christina Ulbrich

      Pages 45-65

   4. Motivation for Knowledge Management

      • Ina Finke, Markus Will

      Pages 66-91

   5. Role Models, Human Resources and Strategy

      • Arne Jaitner

      Pages 92-113

   6. Knowledge Management Tools

      • Kay Alwert, Ingo Hoffmann

      Pages 114-150

   7. Intellectual Capital: Measuring Knowledge Management

      • Robert Schindler, Arne Jaitner

      Pages 151-175

4. Survey

   1. Front Matter

      Pages 177-177

      PDF

   2. Delphi Study on the Future of Knowledge Management — Overview of the Results

      • Wolfgang Scholl, Peter Heisig

      Pages 179-190

   3. A Survey on Good Practices in Knowledge Management in European Companies

      • Rob van der Spek, Geoff Carter

      Pages 191-206

   4. How German Companies Employ Knowledge Management. An OECD Survey on Usage, Motivations and Effects

      • Jakob Edler

      Pages 207-221

5. Case Studies

   1. Front Matter

      Pages 223-223

      PDF

   2. Knowledge Management — Results of a Benchmarking Study

      • Cornelia Baumbach, Anja Schulze

      Pages 225-250

   3. Knowledge Management: The Holistic Approach of Arthur D. Little, Inc.

      • Peter Heisig, Frank Spellerberg, Patricia Spallek

      Pages 251-261

   4. The Aventis Approach to Knowledge Management: Locating Inhouse Expertise for Immediate Anytime, Anywhere Availability

      • Jürgen Oldigs-Kerber, Alla Shpilsky, Stephen Sorensen

      Pages 262-272

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

      • Peter Heisig, Jens Vorbeck

      Pages 273-282

   6. Knowledge Management and Customer Orientation Hewlett Packard Austria

      • Jens Vorbeck, Peter Heisig

      Pages 283-291

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

      • Jens Vorbeck, Peter Heisig, Andrea Martin, Peter Schütt

      Pages 292-304

By Leif Edvinsson Professor of Intellectual Capital University of Lund Lund, Sweden In a marketplace, characterized by the growing importance of intangibles and knowledge, as we have not only in Europe today, it has become more and more evident how important knowledge management and Intellectual Capital manage­ ment has become. Some of us who started this knowledge exploration journeys some decades ago could perhaps realize how quickly this theme should become so important. Today it is on almost every executive's agenda. The timing, the context and the comprehensive content of this second edition could not have been better. In this second edition the authors have extended their overview with case studies and facts that confirm what we intuitively knew. Knowledge and intangibles are a top strategic issue. It is vital for an organization if it wants to be competitive, sus­ tainable and profitable. The solid overview and the holistic review and testing of the theories with real cases, gives the reader a lot of facts and models of how man­ agement could invest in this area with very good return, in one case with a return of investment of 200 % in one year! It is a very extensive work on the growing field of knowledge management. In its extension guidelines and emerging standards are already visible, as e. g. the guide­ lines from the Danish government on IC reporting or of the Norwegian Associa­ tion of Financial Analysts.

• Change
• Motivation
• Organizational Knowledge
• Wissensmanagement
• audit
• business
• business process
• change management
• knowledge management
• linear optimization
• management
• organization
• organizations
• production
• strategy

• Fraunhofer Institute IPK, Berlin, Germany

  Kai Mertins, Peter Heisig

• Consultant IBM Unternehmensberatung GmbH, Düsseldorf, Germany

  Jens Vorbeck

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