Emphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement and career development are inter‐related and attitudes to learning are situation specific rather than permanently...

Spotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning. Acts as an antidote to any sense that creating a learning organization is simply introducing formulaic sets of solutions....

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...

Underlines that economies of the OECD have become reliant on the production, distribution and use of knowledge. States that investment is high in new technology equipment and also in training and related pursuits, which is good, as there is a demand for highly skilled workers. Concludes that...

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...

Analyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre. Looks at the way the appointee's (Leif Edvinsson, Gordon Petrash and Hubert Saint‐Onge) have applied their thinking.

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...