Managing Corporate Knowledge
It is well accepted that the need to manage knowledge increases proportionately with the service intensity of companies. Service-oriented knowledge intensive companies share some common characteristics: their "products" are intangible, i.e. they do not consist of goods, but of complex non-standardised problem-solving services; their "production process" is non-standardised and highly-dependent on team-work; the majority of their employees are educated and creative people; their customers are treated individually and the "products" are rather adapted to them, than vice versa;see e.g. Sveiby (1992 and 1997). Such companies represent a significant component of growth. For example, 50% of the fastest growing companies in the US are knowledge-intensive organisations, in the sense that they sell the knowledge and the know-how of their employees rather than manufactured products or provide services, while the so-called business service sector contributes about 14% of the total European value added and 6% of the GNP, which makes it a larger sector than agriculture. Examples of such companies include, but are not limited to: advertising; management consulting; financial or legal advice; nurs
Some topics in this essay:
Knowledge Introduction, Lessons Learned, Arthur Andersen's, Davenport Prusak, Lotus Notes, IBM Consulting, Nonaka Takeuchi, Managers CKOs, Rockand Dutta, Lotus Notes-based, knowledge management, consulting firms, tacit knowledge, management efforts, knowledge management efforts, management consulting, management consulting firms, knowledge management effort, lotus notes, management effort, explicit knowledge, management projects, knowledge generation, knowledge management projects, knowledge management processes,
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Approximate Word count = 4766
Approximate Pages = 19 (250 words per page double spaced)
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