Knowledge Management Case Book: Siemens Best Practises / Edition 2

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Overview

This book provides a perspective on knowledge management at Siemens- an internationally recognised benchmark - by presenting thereader with the best of the corporation's practical applicationsand experiences. Tom Davenport and Gilbert Probst bring togetherinstructive case studies from different areas that reflect the richinsights gained from years of experience in practising knowledgemanagement.
Most of the cases have been updated for the second edition. Newcases have been added.
The Knowledge Management Case Book provides a comprehensive accountof how organisational knowledge assets can be managed effectively.Specific emphasis is given to the development of generic lessonsthat can be learned from Siemens' experience. The book also offersa roadmap to building a "mature knowledge enterprise", therebyenhancing our understanding of the steps that need to be taken inorder to sustain competitive dominance in the knowledgeeconomy.
Presenting applications from very different areas, thispractice-orientated book is really outstanding in the broad fieldof KM literature.

"Perhaps the most revealing - and interesting - part of the casesin this book is not the analysis of the various knowledgemanagement tools and processes, but the description of theirdevelopment, of how they come about, of how commitment was gained,of how implementation was led."

Yves Doz, The Timken Chaired Professor of Global Technology andInnovation at INSEAD, Fontainebleau

"This case book brings insights how our most valuable resourcemakes those tools happen. I found this book exciting reading,because it is, to my knowledge, the only book where a singlecompany with a wide variety of knowledge management approachesaccumulates years of experiences and lessons learned. Edited by twoof the leading thinkers in the field of knowledge management, thisbook will show the way you practise knowledge management in yourcompany."

Heinz Fischer, Global Head of HR, Deutsche Bank AG

"This book is a rare and valuable description of a single company'sknowledge management journey. Siemens has made impressive advancesin becoming a knowledge-driven firm, and this volume details manyof its directions and waystations."

Laurence Prusak, Executive Director, IBM Institute for KnowledgeManagement

"Though there are many books on Knowledge Management, this is aunique one on a sense that it provides practical application of KMrather than the jargon."

Sushil, Modi Foundation Chair Professor and Group Chair, Departmentof Management Studies, Indian Institute of Technology, New Delhi

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Editorial Reviews

From the Publisher
"Perhaps the most revealing - and interesting - part of the casesin this book is not the analysis of the various knowledgemanagement tools and processes, but the description of theirdevelopment, of how they come about, of how commitment was gained,of how implementation was led."

Yves Doz, The Timken Chaired Professor of Global Technology andInnovation at INSEAD, Fontainebleau

"This case book brings insights how our most valuable resourcemakes those tools happen. I found this book exciting reading,because it is, to my knowledge, the only book where a singlecompany with a wide variety of knowledge management approachesaccumulates years of experiences and lessons learned. Edited by twoof the leading thinkers in the field of knowledge management, thisbook will show the way you practise knowledge management in yourcompany."

Heinz Fischer, Global Head of HR, Deutsche Bank AG

"This book is a rare and valuable description of a single company'sknowledge management journey. Siemens has made impressive advancesin becoming a knowledge-driven firm, and this volume details manyof its directions and waystations."

Laurence Prusak, Executive Director, IBM Institute for KnowledgeManagement

"Though there are many books on Knowledge Management, this is aunique one on a sense that it provides practical application of KMrather than the jargon."

Sushil, Modi Foundation Chair Professor and Group Chair, Departmentof Management Studies, Indian Institute of Technology, New Delhi

Read More Show Less

Product Details

  • ISBN-13: 9783895781810
  • Publisher: Wiley
  • Publication date: 6/21/2002
  • Edition description: 2nd Edition, 2002
  • Edition number: 2
  • Pages: 336
  • Product dimensions: 6.90 (w) x 9.70 (h) x 0.80 (d)

Table of Contents

Introduction.

Siemens' Knowledge Journey (Thomas H. Davenport and Gilbert J.B.Probst).

I. KNOWLEDGE STRATEGY.

The Knowledge Strategy Process - an instrument for businessowners (Josef Hofer-Alfeis and Rob van der Spek).

II: KNOWLEDGE TRANSFER.

ShareNet - the next generation knowledge management (MichaelGibbert, et al.).

SiemensIndustrialServices: Turning know-how into results (MarcD'Oosterlinck, et al.).

Networked knowledge - implementing a system for sharingtechnical tips and expertise (Andrea Dora, et al.).

Practice exchange in a Best Practice Marketplace (MichaelGibbert and Hartmut Krause).

III: COMMUNITIES OF PRACTICE.

The Power of communities: How to build Knowledge Management on acorporate level using a bottom-up approach (Ellen Enkel, etal.).

KECnetworking - Knowledge Management at Infineon Technologies AG(Michael Franz, et al.).

The development of the Siemens Knowledge Community Support(Michael Franz, et al.).

IV: ADDED VALUE OF KNOWLEDGE MANAGEMENT.

A guided tour through knowledgemotionTM: The SiemensBusiness Services Knowledge Management Framework (Tanja Gartner,et al.).

KnowledgeSharing@MED - turning knowledge into business (DagmarBirk and Manuela Müller).

How to manage company dynamics: An approach for Mergers andAcquisitions Knowledge Exchange (Susanne Kalpers, etal.).

V: LEARNING AND KNOWLEDGE MANAGEMENT.

Knowledge Master - a collaborative learning program forKnowledge Management (Christine Erlach, et al.).

The Siemens Management Learning Program (ChristinaBader-Kowalski and Antonie Jakubetzki).

E-Learning and Knowledge Management, symptoms of a new Siemensreality (Jef Staes).

VI: VISUALIZING MORE OF THE VALUE CREATION.

Getting real about knowledge sharing: the premium-on-Top bonusSystem (Michael Gibbert, et al.).

Four steps from knowledge networking to an organizational change(Thomas Klingspor and Felix Klostermeier).

Knowledge Management for the e-business transformation (AlbertGoller, et al.).

VII: EPILOGUE.

Putting knowledge to work: Case-writing as a knowledgemanagement and organizational learning tool (Gilbert J.B.Probst).

Notes on the contributors.

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