Notes

Chapter 1—The Motivation toward Knowledge Management

[5]

[6]

[7]

[8]

[9]

[10]

[11]

Chapter 2—Making the Business Case for Managing Intellectual Capital

[12]

[13]

[14]

[15]

[16]

[17]

[18]

[19]

[20]

[21]

[22]

[23]

[24]

[25]

[26]

[27]

Chapter 3—The Importance of Strategy in Knowledge Management

[28]

[29]

[30]

[31]

[32]

[33]

[34]

[35]

Chapter 4—The Role of Culture in a Successful Knowledge-Creating and Knowledge-Sharing Organization

[36]

[37]

[38]

[39]

[40]

[41]

[42]

[43]

Chapter 6—Managing Interactions for Knowledge Creation and Sharing

[50]

[51]

[52]

[53]

[54]

[55]

[56]

[57]

[58]

[59]

[60]

Chapter 7—Capturing and Reusing Knowledge

[61]

[62]

[63]

[64]

[65]

[66]

[67]

Chapter 8—The Customer Focus

[68]

[69]

Chapter 9—Measuring and Managing the Performance of Proper Knowledge Work

[70]

[71]

[72]

[73]

[74]

[75]

[76]

[77]

[5] Gary Hammel and C. K. Prahalad, Competing for the Future (Boston: Harvard Business School Press, 1994).

[6] "Holon, the Children City, Jumped Ahead," Haaretz and TheMarker.com, August 21, 2008.

[7] "Ten Mayors: The Urban Politicians Transforming Their Cities and Inspiring Others," Monocle, issue 35, volume 04, July/August 2010.

[8] Leif Edvinsson and Michael S. Malone, Intellectual Capital: Realizing Your Company's True Value by Finding its Hidden Brainpower (New York: HarperCollins, 1997).

[9] Thomas A. Stewart, Intellectual Capital: The New Wealth of Organizations (New York: Currency Books, 1997). The Wealth ...

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