Abstract
The paper considers the case of Infosys and the implementation challenges it faced as it sought to implement a knowledge management system.

From the Paper
"Infosys Technologies implemented a knowledge management system in ... but found that it had not been widely accepted by ... Several initiatives were undertaken over the next several years to increase usage and participation with varying degrees of success but the issue considered in this research is why the company faced such serious implementation challenges with this initiative. Infosys began the implementation of the knowledge management system simply by creating a knowledge management group and having that group create the system including..."

Tags:Infosys, knowledge management

Abstract
This paper takes an in-depth look at knowledge management, a relatively new business concept that is attracting the attention of informed and global-oriented companies because of its promise to introduce new elements of flexibility and efficiency in the entire business spectrum - from management, plant and production to front line activities. This paper attempts to answer many questions related to knowledge management, which a growing number of management scholars present as a newly discovered key to unlock the productive powers of all people in a company and to bind them in one neat package towards achieving organizational success.

This paper has chosen to focus on three examples of companies in the automotive industry, implementing knowledge management.


Table of Contents
List of Tables
List of Figures

Acknowledgement

Chapter I - Introduction

Chapter II - Literature Review
I.1. Knowledge Management
II.1a. Knowledge as Business Asset
II.1b. Types of Knowledge
II.1c. Key Players in KM
II.1d. Transfer of Knowledge
II.1e. Holistic Approach
II.1f. Primacy of People
II.2. The Automotive Industry
II.2a. Technology and Innovation
II.2b. Control Systems
II.3. Product Development
II.3a. Development Stages
II.3b. New Imperatives
II.3c. KM Strategies
II.3d. KM Terms and Concepts
II.4. Conceptual Framework
II.5. Information and KM Concepts

Chapter III - Industry, Country & Company Review
III.1. Industry Trends
III.2. Country Perspectives
III.3. Company Reports

Chapter IV - Research Methodology
III.1. Observation and Direct Communication
III.2. Quantitative vs. Qualitative Research

Chapter V - Results

Chapter VI - Discussion and Conclusion

From the Paper
"There are as many definitions of knowledge management as there are long-cherished ideas of how to run a business. If there is a common ground in the divergent perceptions of knowledge management, it is the generally accepted proposition that KM aims to transform knowledge into new levels of organizational capabilities and competences (Sanchez, R., 2006). The debate revolves around the question of how to implement it in the most effective manner. This study thus fixes its attention on the different KM strategies adopted by organizations, closing in on the international automotive industry because it is identified as among the sectors that especially needs and stand to derive enormous benefits from the new management technique. The focus shifts from there to the development process for new vehicles, where KM is said to be most helpful, and which calls for synthesizing all kinds of knowledge and specialization - the whole rationale for KM. As setting of the study, we pick out India for the simple reason that it now serves as manufacturing base for the internationalization efforts of many automotive companies."

Tags:automotive, behaviors, collaborative, competence, competency, cycle, explicit, flow, frameworks, industry, interpretive, km, knowledge, learning, life, making, management, map, organization, organizational, product, sense, tacit

Abstract
The paper reviews the Law Office Knowledge Management Workbook by Martin (2003). The paper describes what each of the chapters cover. The paper further contends that the book offers a comprehensive coverage of issues involved in the integration of computerized Knowledge Management in the operations of legal practices organizations.

From the Paper
"Computers are the essential basic tools driving information technology and IT applications. As IT applications evolve and become ever more sophisticated, they become critical elements in the process of knowledge management. KM Organizations providing legal services from the single practitioner law office to the massive and complex legal services practice encompassing hundreds of individuals have always depended heavily for their success on their ability to manage knowledge effectively."

Tags:Law, Office, Management, Computerized, KM

Abstract
The paper examines the knowledge management system at KPMG that centers upon information technology and then focuses on Xerox's knowledge management that utilizes people-to-people contact. The paper discusses KPMG's massive expense of an IT infrastructure to support knowledge management, the company's need to educate employees to acclimate to these systems, and the company's top-down management style that did not allow the system to be to a team-enhancing tool of productivity for the entire workforce. The paper then shows how Xerox was more successful in its implementation of knowledge management solutions because Xerox was able to utilize the best elements of both the personal and managerial methods of knowledge management. The paper concludes that information technology is an effective tool in knowledge management, but must not be used alone.

Outline:
Knowledge Management at KPMG
Knowledge Management at Xerox
Knowledge Management Cannot be Delivered by Technology Alone
The "Management" Challenge of Knowledge Management
The "Personal" Challenge of Knowledge Management
Conclusion

From the Paper
"The driving force behind any company or organization is the information and knowledge it possesses in regards to the industry within which it operates. Effective knowledge management may mean the difference between success or failure, and also between increased cost or rather increased profit and productivity. These two outcomes are illustrated through an exploration of the varying knowledge management systems used by Xerox and KPMG. Some companies center their knowledge management strategies upon information technology, with knowledge carefully stores and coded in databases so as to ensure ease of access, which is referred to as a codification strategy, which is expressed through the management approach below which is concerned with the infrastructure of the knowledge management system."

Tags:information, technology, portals, productivity, employees, teamwork

Abstract
In this article, the writer notes that effective knowledge management may mean the difference between success or failure and also between increased cost or increased profit and productivity. These two outcomes are illustrated in the paper through an exploration of the varying knowledge management systems used by Xerox and KPMG. The writer discusses that some companies center their knowledge management strategies upon information technology, with knowledge carefully stored and coded in databases so as to ensure ease of access. The writer then points out that the alternate approach to this is sharing knowledge the old-fashioned way, which as exhibited by Xerox is superior; through people-to-people contact. The use of knowledge management, both effective and ineffective, is illustrated through a consideration of KPMG and Xerox, each of whom would take a different approach, and achieve contrasting results.

Outline:
Knowledge Management at KPMG
Knowledge Management at Xerox
Knowledge Management Cannot be Delivered by Technology Alone
The "Management" Challenge of Knowledge Management
The "Personal" Challenge of Knowledge Management
Conclusion

From the Paper
"Knowledge management cannot be accomplished simply by information technology alone. As exemplified by the KPMG case, the massive costs of an IT infrastructure to support knowledge management are considerable. Furthermore, the maintenance of these systems is costly and a constant issue. The employees must be educated and acclimated to these systems if the expense is to be undertaken, as they must be used to be profited upon. However, oftentimes such cumbersome systems cost so much that employee education is not pursued to the highest degree. The top-down style of KPMG was also not supportive of this environment, as employees felt the knowledge management system to be more of a managerial control tool as opposed to a team-enhancing tool of productivity for the entire workforce."

Tags:information, productivity, computers, system

Abstract
This report analyzes and recommends which knowledge management processes those auto manufacturers who are attaining best practices levels of performance are relying on. Critical to this analysis is examining how Japanese auto manufacturers specifically are structuring their production systems to encompass suppliers much earlier in the sourcing, quality, and procurement process than American or European auto manufacturers. The extension of knowledge management frameworks, both highly structured with taxonomies specifically aligned to quality management strategies, and loosely coupled to promote high levels of collaboration, trust and reciprocity in the sharing of knowledge are also profiled in this paper. As Toyota Motor Corporation and their Toyota Production System exemplify best practices in the area of knowledge management within automotive manufacturing, their approach to using knowledge management as both a foundation for inter organizational learning and the development of learning systems globally serve as the foundation for this paper.

Outline:
Executive Summary
Introduction
Automotive Industry Analysis
Current Use of Knowledge Management in Automotive
Potential Future
Conclusion
References

From the Paper
"For automotive manufacturers knowledge management has progressed to enabling a series of interorganizational processes that enable knowledge management to serve as the impetus of lasting competitive advantage and differentiation. Automotive manufacturers attaining best practices in both interorganizational collaboration and the creation of their own learning ecosystems, knowledge management plays a much more foundational and less of an archival or referenceable, role in their strategies. There admittedly needs to be a balance, yet top performing auto manufacturers including Toyota for example are able to use interorganizational knowledge management as the foundation for the growth and strengthening of key strategic initiatives. "

Tags:toyota, japan, lean, production, supply, demand

Abstract
The paper defends the position that there is value of knowledge management to the field of supply chain logistics, which is a paradigm shift in thinking about the field of supply chains. The paper explores the areas of attempting to define knowledge management and aligning it and exploring knowledge management value within the field of supply chain logistics.

Outline:
Introduction
Logistics
Defining Knowledge Management
Defining Supply Chain Logistics
Knowledge as a Strategic Resource
Creating value through KM within the Service Industry
Decision Path: Outsourcing or Leveraging Knowledge
Knowledge Creating Company
Conclusion

From the Paper
"According to Davenport's and Smith's contribution to the The Knowledge Management Yearbook 2000-2001, entitled, "Managing Knowledge in Professional Service Firms", details how Professional Services (PS) firms were pioneers in managing knowledge and have developed a certain sophistication in the area; because a core business function of PS firms is to sell their knowledge and application of it. These core competencies in learning how to effectively and efficiently create, diffuse, and use professional knowledge are providing value to the clients of professional service providers, but there is a measurable gain with respect to the supply chain logistical functions of their clients as well. The professional services industry, which includes legal, accounting and tax, consulting, and systems integration services, is knowledge intensive (Davenport & Smith, 1999). These knowledge intensive activities are present in both the professional services industry as well as industrial industry. A new development in today's modern economy is the prevalence of Business Process Outsourcing."

Tags:socially, constructed, actionable, information, affectivity, specification, issues

Abstract
In this article, the writer examines how knowledge management benefits businesses and the business community. The writer first defines knowledge management and looks at its role in business. The writer then discusses how organizational know-how is measured and looks at how knowledge management works as a two-way strategy. Next, the writer looks at the requirements of knowledge management and the role played by business intelligence in knowledge management. Further, the writer looks at the differences between organizations' actual and perceived success in knowledge management. Lastly, the writer discusses the function of special custodians.

Outline:
Introduction
Statement of the Problem
Findings
Summary and Conclusion

From the Paper
"Knowledge sharing does not emanate from the CEO's office or get learned from a one-day management seminar. It evolves from, and requires, careful planning and objectives, interactive technology and the proper attitude from top management all the way down the bottom in the exchange of information. The information enhances productivity and innovation. Transferring it is also the right thing to do in pursuing and preserving the intrinsic value of an organization. More and more businesses are acknowledging the importance of evaluating the organization's collective knowledge. But even the best practices and all the culled corporate information will fail expectations if it cannot spill over to people who can use it to their benefit and advantage. These systems can be developed as an external and internal strategy. The emphasis is that learning and teaching should be an ongoing process the organization should apply in obtaining new knowledge, skills or behaviors. If everyone in it has access to the collection of knowledge, the leaders do not have to instruct the employees on what to do or how to do things all the time."

Tags:data, information, clients, effectiveness

Abstract
This paper reviews, synthesizes, and evaluates existing work that has been carried out in the field of knowledge management (KM). The data evaluated is from a wide variety of books, journal articles, magazines, and the Internet. The paper contends that increased understanding of knowledge management by any organization can help improve its productivity and consequently its profitability.

Table of Contents
Chapter 1: Introduction
1.1 Problem Statement
1.2 Hypothesis
1.3 Rationale for the Study
1.4 Data Collection and Subject Population
1.5 Limitations of the Study
Chapter 2: Literature Review
2.1 Concepts of Knowledge Management
2.2 Elements of Knowledge Management
2.2.1 Training and Organizational Learning
2.2.2 Knowledge "Flow" through the Organization
2.3 Team Working and Knowledge Management
2.4 Communication Channels
2.5 Barriers to KM Implementation
2.6 Leadership
2.7 Rewards and Recognition Needed for KM Workers
2.8 Infrastructure Technical and Social
Chapter 3: Methodology
Chapter 4: Recommendation and Conclusion
4.1 Recommendations
4.2 Conclusion
Chapter 5: Bibliography

From the Paper
"Organizational knowledge is becoming very essential for organizations operating in the present environment. The ability of any organization to harness, nurture and efficiently use the knowledge of the workers can prove to be the competitive strategy for any organization. There is also a lot of knowledge woven into the processes of any organization. Economies in the U.S. and the industrialized world are depending more on knowledge and intelligence based businesses. If organizations can understand appropriate ways to harness this knowledge, they can then optimally use it for betterment of the organization. Additionally, they can improve areas of process and task improvement, customer relationships and logistics and supply chain management. This will ensure the generation of greater profits for the company. Management practices have undergone rapid changes and evolutions in the past three decades."

Tags:productivity, profitability, organization

Abstract
This paper discusses the different levels of knowledge recognized in the business world, giving examples and explanations, as well as explaining the various strategies that are used in knowledge management. It goes on to say however that there is nothing that can replace people who have knowledge, skills, learning capabilities, creativity, ingenuity and innovation.

Outline:
Knowledge Management Strategies and Capture
Knowledge, Wisdom and Information
Knowledge Tools and Techniques
Knowledge: The Organization Culture and Learning
Applying Knowledge

From the Paper
''One of the most appropriate definitions of knowledge from a business perspective was given by Nichols and Michael Polanyi. According to these two scholars, knowledge is composed of insights and experiences that are embodied in organizational processes and practices. There are two levels of knowledge. The first one is called the explicit knowledge while the second on is known as the Tacit knowledge. Explicit knowledge is also called formal knowledge and it is something that can be articulated through language and transmitted among individuals. Tacit knowledge is also called informal knowledge and this is the type of knowledge that is inherent in individuals through experience, personal belief and even intelligence. In the business circles, tacit knowledge is considered to be the most important in organisations because it is the one that ensures that things are done (Lakhani, 2007). It is also the kind of knowledge that also ensures that value is created. Explicit of formal knowledge is too theoretical to create value and ensure that things have been done.''

Tags:data, information, wisdom