Editorial Advisory Board.
List of Contributors.
Table of Contents.
Detailed Table of Contents.
1: Learning and Innovation.
2: Are Research Universities Knowledge–Intensive Learning Organizations?.
3: Construction of Knowledge–Intensive Organization in Higher Education.
4: Collective CPD: Professional Learning in a Law Firm.
5: Innovation Risks of Outsourcing within Knowledge Intensive Business Services (KIBS).
6: Actor–Network Theory and Autopoiesis: A New Perspective on Knowledge Management.
7: The Language of Knowledge.
8: Sorting the Relationship of Tacit Knowledge to Story and Narrative Knowing.
9: Exploring Organizational Learning and Knowledge Exchange through Poetry.
10: Vagueness: The Role of Language in the Organizing Process of Knowledge Intensive Work.
11: Tyranny of the Eye? The Resurgence of the Proto–Alphabetic Sensibility in Contemporary Electronic Modes of Media (PC/Mobile Telephony); and Its Significance for the Status of Knowledge.
12: Managing Knowledge.
13: Knowledge Management and IT Research and Analysis Firms: Agenda-Setters, Oracles and Judges.
14: Knowledge Management Strategies Implementation in Innovation Intensive Firms.
15: Developing a Corporate Knowledge Management Platform in a Multibusiness Company.
16: Modelling the New Product Development Process: The Value of a Product Development Process Model Approach, as a Means for Business Survival in the 21st Century.
17: Management and Control.
18: Achieving Organizational Independence of Employees' Knowledge Using Knowledge Management, Organizational Learning, and the Learning Organization.
19: Balancing Stability and Innovation in Knowledge-Intensive Firms: The Role of Management Control Mechanisms.
20: The Knowledge–Based Approach to Organizational Measurement: Exploring the Future of Organizational Assessment.
21: ‘Common’ Information Spaces in Knowledge-Intensive Work: Representation and Negotiation of Meaning in Computer-Supported Collaboration Rooms.
22: Creativity and Control in IT Professionals' Communities.
23: The Culture of Knowledge.
24: A Qualitative Study of Knowledge Management: The Multinational Firm Point of View.
25: Culture as a Dynamic Capability: The Case of 3M in the United Kingdom.
26: Cultural Issues, Organizations and Information Fulfillment: An Exploration towards Improved Knowledge Management Relationships.
27: Engineering Design at a Toyota Company: Knowledge Management and the Innovative Process.
28: Critical Analysis of International Guidelines for the Management of Knowledge Resources.
29: The Knowledge Worker.
30: Strategic Alliance Capability: Bringing the Individual Back into Inter-Organizational Collaboration.
31: Automation vs. Human Intervention: Is There Any Room Left for the Analyst in the Data Mining Process?.
32: Temporality and Knowledge Work.
33: Knowledge Intensive Work in a Network of Counter–Terrorism Communities.
34: Tensions between Knowledge Creation and Knowledge Sharing: Individual Preferences of Employees in Knowledge-Intensive Organizations.
35: Discussing Knowledge.
36: The ‘Value’ of Knowledge: Reappraising Labour in the Post–Industrial Economy.
37: New Media and Knowledge Work.
38: Knowledge Management: The Construction of Knowledge in Organizations.
39: Redefining Professional: The Case of India's Call Centre Agents.
40: Knowledge Management: Fad or Enduring Organizational Concept?.
Compilaion of References.
About the Contributors.