Ten principles of knowledge management and four case studies

Intellectual Capital and Innovative Work Behaviour: Opening the Black Box

“…We found out that intellectual capital does not directly affect knowledge sharing behaviour, but its antecedents, attitude, subjective norms and perceived behavioural control. This result is coherent with our expectations that an increase of knowledge stocks (that is, intellectual capital) does not directly translate into knowledge sharing, but needs to mediated by practitioners' willingness to act upon it [26]. The main implication of this finding is that the centrality of practitioners' behaviour does not emerge only in the final act of generating new ideas but in the entire process of individual innovation.…”

“…They are activities that go beyond prescribed work behaviour and mostly represent practitioners' own propensity to initiate new activities. Several contributions detailed how such activities are mostly impossible to mandate or monitor [26] and economical incentives are not effective [43]. Similar results may suggest a limited role for hospital managers in the development of both knowledge sharing and innovative behaviour.…”

The enterprise system lifecycle: through a knowledge management lens

“…Ernst & Young spends 6% of revenues on knowledge management and measures the amount of knowledge it reuses in the form of proposals, presentations and deliverables and the contributions of its knowledge repository to closing sales. The company has facilitators of 22 different knowledge networks, managers of several new knowledge-oriented organizations that create or distribute knowledge, a Central Knowledge Office and several new committees to prioritize knowledge projects and set knowledge strategy (Davenport, 1997).…”

“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case

“…It extends previous research by highlighting knowledge broker roles and activities in the particular context of internal coopetition-a context that to our knowledge, has not yet been studied in this field. Furthermore, since knowledge sharing in organizations has a strong political dimension in any context (Davenport, 1997), our findings also add to our understanding of knowledge brokerage and knowledge transfer processes in general. By focusing on knowledge brokerage between competing parties, our study explicitly addresses brokers' roles in containing the tensions raised by knowledge sharing because of its strategic value.…”