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Article
Publication date: 1 September 2001

Thomas H. Davenport and Sven C. Völpel

Knowledge management is the key success factor of today’s business leaders. Focuses on the rise of knowledge management. Provides a summary of useful concepts, different project…

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Abstract

Knowledge management is the key success factor of today’s business leaders. Focuses on the rise of knowledge management. Provides a summary of useful concepts, different project types, supportive organizational structures, effective technologies and points out future knowledge management directions. Shows that currently, within knowledge management, attention management has become the most important success factor. In future the management of attention management is likely to decide which businesses will be among the leaders of the new economy.

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Journal of Knowledge Management, vol. 5 no. 3
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 June 2002

Sven C. Völpel

Provides both scientific and practical insights into the creation of strategic important intellectual capital. Decontextualizes outcomes from the field of strategy process…

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Abstract

Provides both scientific and practical insights into the creation of strategic important intellectual capital. Decontextualizes outcomes from the field of strategy process research in order to apply the findings to, and develop them for, the creation of strategic intellectual capital. By playing this changed Sprachspiel after Wittgenstein, leads to a multilevel model of the creation of strategic intellectual capital. Concludes with propositions in the form of hypotheses as managerial implications and suggestions for further empirical research.

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Journal of Intellectual Capital, vol. 3 no. 2
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 1 April 2002

Siemens, once noted for its bureaucratic and hierarchical approach to business, has adopted a grass‐roots and “bottom up” approach to knowledge management, which has transformed…

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Abstract

Siemens, once noted for its bureaucratic and hierarchical approach to business, has adopted a grass‐roots and “bottom up” approach to knowledge management, which has transformed the company over the last three years. Without any suggestion or provocation from above, middle‐level employees and managers in Siemens business units began to create repositories, communities of practice and informal sharing approaches for knowledge.

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Human Resource Management International Digest, vol. 10 no. 2
Type: Research Article
ISSN: 0967-0734

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