denotes premium content | May 14 2008 
Managing Partner archive
Volume 1 Issue 2
Features
A Framework for Corporate Knowledge
In the first of a two part article, Jeffrey D. Kenyon introduces one possible framework for the organisation of corporate knowledge, which provides an easily grasped model for the communication of knowledge management concepts. This article describes a framework for understanding the organisation of corporate knowledge, using the dimensions of function, formality, and strategic value. The use of this framework leads directly to useful observations on the direction of corporate knowledge management efforts, and cautions in restructuring and downsizing.
Increasing Organisational Capacity through Knowledge Based Work Design
Francois U. Escher and Catalina Bajenaru, Learning and Development, ATand T unravel the entangling paradoxes of knowledge management.
Intellectual Capital. The future management focus
Leif Edvinsson, Director of Intellectual Capital, Skandia focuses on Intellectual Capital, a concept that is both broader than knowledge management and can be considered as more of a knowledge navigation into unknown, but necessary, actions for corporate survival and competitiveness.
Knowledge Management: A New Role for Information Professionals
Dr Marcus Speh, Senior Adviser for Corporate Information Technology, Shell International examines the professional implications of knowledge management for information managers and librarians who work as specialists in organisations
Knowledge, Technology and Return on Investment
Liz Fletcher, Director of Strategic Communications, Fulcrum Europe focuses on the implementation of an organisational knowledge system to optimise the management of both explicit and tacit knowledge within an organisation.
