Table of Contents.
Detailed Table of Contents.
1: Section 1.
2: Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks.
3: The Impact of Culture on the Application of the SECI Model.
4: Knowledge, Culture, and Cultural Impact on Knowledge Management: Some Lessons for Researchers and Practitioners.
5: Strategising Impression Management in Corporations: Cultural Knowledge as Capital.
6: Potentials for Externalizing and Measuring of Tacit Knowledge within Knowledge Nodes in the Context of Knowledge Networks.
7: Toward a Living Systems Framework for Unifying Technology and Knowledge Management, Organizational, Cultural and Economic Change.
8: Section 2.
9: Strengthening Knowledge Transfer between the University and Enterprise: A Conceptual Model for Collaboration.
10: Impact of Organizational Culture on Knowledge Management in Higher Education.
11: Best Practices of Knowledge Strategy in Hospitals: A Contextual Perspective Based on the Implementation of Medical Protocols.
12: Knowledge Cultures, Competitive Advantage and Staff Turnover in Hospitality in Australia's Northern Territory.
13: Creating Competitive Advantage in Scottish Family Businesses: Managing, Sharing and Transferring the Knowledge.
14: Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage.
15: Section 3.
16: Learning before Doing: A Theoretical Perspective and Practical Lessons from a Failed Cross-Border Knowledge Transfer Initiative.
17: The Impact of Culture on University-Industry Knowledge Interaction in the Chinese MNC Context.
18: Exploring the Links between Structural Capital, Knowledge Sharing, Innovation Capability and Business Competitiveness: An Empirical Study.
19: Overcoming Reticence to Aid Knowledge Creation Between Universities and Business: A Case Reviewed.
20: Compilation of References.
About the Contributors.