First Published in 1997. The second in the readers' series, Resources for the Knowledge-Based Economy, Knowledge In Organisations gives an overview of how knowledge is valued and used in organisations. It gives readers excellent grounding in how best to understand the highest valued asset they have in their organisations.

Creating Knowledge Based Organizations brings together high quality concepts and techniques closely related to organizational learning, knowledge workers, intellectual capital, and knowledge management. It includes the methodologies, systems and approaches that are needed to create and manage knowledge based organizations.

This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.

This introductory level textbook critically reviews and analyses the key themes underpinning knowledge management in organisations. It presents the key debates in this area, including coverage of epistemologies of knowledge, managing and sharing knowledge, and learning and innovation.

Provides an international collection of studies on knowledge-intensive organizations with insight into organizational realities as varied as universities, consulting agencies, corporations, and high-tech start-ups.

This book presents an in-depth perspective of knowledge as a fundamental process of any organization rather than just another resource to be managed. The author presents a process-oriented theory of creating and applying knowledge directed towards both researchers and practitioners. In this book the author develops normative knowledge management guidelines which draw from a unique view on knowledge, discussed in the field of philosophy since Plato but neglected by most knowledge management authors – by applying a philosophically grounded ‘social epistemology’ to organizations. The guidelines in this book call for an open and reflective space of knowledge creation, aligned with goals and structures of the organization. Numerous examples, field studies, and an application to the main case study on Seven-Eleven Japan complement both the descriptive view on knowledge as well as the normative guidelines presented in this book.​

Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey. Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization's fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility. Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization. - Provides keen insights for knowledge management practitioners and educators - Conveys KM lessons learned through both successes and failures - Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries