Postulates that executives say ‘people are businesses great asset’ but is this statement, perhaps, the most frequently used and most hypocritical statement made by the executives? States that intelligence is a new form of property, if shared it is still retained, e.g. this kind of property...

Analyses ICL (formerly International Computers, Ltd), founded in 1968, which was taken over (90.1%) by Fujitsu, that operates in over 80 countries and employs 21,000 people — mostly in Europe. Believes that implementing knowledge management — as a key business process — can aid in...

Discusses how to manage knowledge and states that it is managers themselves who seem to have taken on this mantle. Describes management as supplying knowledge to find out how existing knowledge can best be applied to produce results. Posits that the term, knowledge management, while accurately...

Contends that managing intellectual capital is an important means of increasing returns on physical assets and, potentially, a way to create unmatchable competitive advantage. Discusses, in depth, the knowledge economy, the knowledge company and the knowledge worker. Uses a figure for added...

Discusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK, Germany, France, Ireland, Benelux and Scandinavia. Used face‐to‐face interviews, review of academic and specialist...

Concentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously misunderstood. States that, in a business context, tacit knowledge exists at two levels: individual level and organizational level....

Argues the need for managers to develop a knowledge perspective in running their businesses. Looks at software companies' high developmental costs with very low production costs. Expresses hope that managers will look closely at how knowledge organizations work, not because they are ‘best’...

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers. Suggests the good news about knowledge management is that ‘common sense goes a long way’. Posits that a degree of hype...

Argues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different forms of knowing: tacit and explicit — tacit is personal, context‐specific and, therefore, difficult to communicate;...