Strategies and Business Case for Knowledge Management

Knowledge Management in Construction

Volumn , Issue , 2008, Pages 50-64

  Sheehan, Tony ^a   Poole, Dominique ^a   Lyttle, Ian ^b   Egbu, Charles O ^c  

^a ARUP   (United Kingdom)

^b IBM   (United Kingdom)

^c OPEN UNIVERSITY BUSINESS SCHOOL   (United Kingdom)

Author keywords

Business; Challenges; Demands; Results; Strategies

Indexed keywords

EID: 84889485355     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1002/9780470759554.ch4     Document Type: Chapter

References (9)

1. Allday, D. (1997) Spinning Straw into Gold: Managing Intellectual Capital Effectively. Institute of Management, London.
2. Birkenshaw, J. (2001) Why is knowledge management so difficult? Business Strategy Review, 2(1), 11-18.
3. Chase, R.L. (1997) The knowledge-based organization: an international survey. Journal of Knowledge Management, 1(1), 38-49, 83-92.
4. Drucker, P. (2001) The Next Society. Economist.com under the subheading 'Knowledge is all'. http://www.economist.com/surveys/displaystory. cfm?story id=770819
5. Harrington, A. (2001) Sweet content. Knowledge Management Magazine, June, 14-16.
6. Marshall, N. and Sapsed, J. (2000) The limits of disembodied knowledge: challenges of inter-project learning in the production of complex products and systems. In: Proceedings of Knowledge Management: Concepts and Controversies Conference, University of Warwick, Coventry.
7. Maurer, H. (2001) Turn your knowledge into competitive advantage. Knowledge Management Magazine, May, 32-34.
8. Sveiby, K. (1997) The motivational impact of utility analysis and HR measurement. Journal of Human Resource Costing and Accounting, 2(1).
9. Sveiby, K. and Simons, R. (2002) Collaborative climate and effectiveness of knowledge work - an empirical study. Journal of Knowledge Management, 6(5), 420-33.