The Strategic Knowledge Management Handbook : Driving Business Results by Making Tacit Knowledge Explicit.

Intro
Title page
CIP data
Contents
Figures and tables
Foreword
Preface
Chapter 1_Knowledge Management is Fun
Introduction
Data, Information, Knowledge, Wisdom
Business Example
Application and Results
Chapter 2_Knowledge Management: Strategy, Not Technology
If Only We Knew What We Know
What Is Knowledge Management?
Business Strategy: Both the Starting Point and the Objective
Strategic Steps in Knowledge Management
What it Takes to Make Knowledge Management Work
Motivating Knowledge Performance
Creating a Culture of Knowledge Sharing and Reuse Rather than Knowledge Hoarding
Measuring the Results of Knowledge Management
Conclusion
Chapter 3_Knowledge Management Processes: The Best Practice Funnel
Results of Robust KM Processes at BA Services
KM Processes at BA Services
Scenario 1: Knowledge Sharing
The Knowledge Sharing Process
The Knowledge Portal
Other Knowledge Categories and Processes for External Knowledge
The Knowledge Submission and Approval Process
Knowledge Sharing Culture and Motivation
Results of the Knowledge Sharing Process
Scenario 2: Knowledge Replication
The Knowledge Replication Process
Results of the Knowledge Replication Process
Process for Capturing New Knowledge Added During Replication
Knowledge Replication Culture and Motivation
Incorporating Knowledge Submissions into Standard Business Processes
The Four Pillars of Knowledge Management
Sharing Experiences with Other Organizations
Relevance to Your Company
Conclusion
Chapter 4_360-Degree Knowledge Management
Introduction
Communities of Experts and Knowledge Champions
The First Three How Questions Have Been Answered
The 360-Degree Knowledge Management Model
The Six Dimensions of 360-Degree Knowledge Management.

Balancing Relevance and Content Quality with Culture Building
Establish Standard KM Processes
Role of Technology in 360-Degree KM
Conclusion
Chapter 5_Ideas, Innovation, and Knowledge Management
Introduction
A Shaky Start
A Process for Ideas and Innovation-At Two Levels
Innovation Process for Large Business Ideas
Continuous Process for Innovation
Will Ideas Dry Up?
Your Company Culture Can Either Encourage or Kill Innovation
The Impact on People and Morale
Conclusion
Chapter 6_Critical Success Factors for Knowledge Management
Introduction
17 Challenges-How to Overcome Them and Get Real Business Results from KM
Conclusion
Chapter 7_The Seven Enablers to KM: Knowledge Management at BA Services-A Case Study
What Knowledge Management Means to the Company
Why the Company Embarked on a Formal KM Program
Key Enablers of KM at BA
Measuring the Impact or Results of KM
Critical Factors Responsible for the Institutionalization of KM
Chapter 8_How to Build a Great Knowledge Management Portal
Introduction
Case Examples
Who is the Cusomter of the KM Portal?
Keep it Simple for the User
How Your Portal Can Enable You to Implement the 360-Degree Knowledge Management Model
The Role of the KM Portal in Enabling 360-Degree KM
How KM Really Works
Indicative KM Portal Functional Specifications
A Note for Technology Vendors and KM Practitioners
Chapter 9_360-Degree Knowledge Management and the Balanced Scorecard
The 360-Degree Knowledge Management Model-Recap
How the Balanced Scorecard Helps 360-Degree KM
How 360-Degree KM Helps Your Balanced Scorecard Initiative
Synergy Not Limited to the 'Learning and Growth' Perspective
Do Not Lose Focus
Conclusion
Chapter 10_Knowledge Management and Quality
How KM Can Help Quality
How Quality Can Help KM.

Chapter 11_A Word to the CKO
Chapter 12_A Word to Business Leaders
Chapter 13_Knowledge Management in Government
The Opportunity
The Challenges and Solutions
Chapter 14_Summing It All Up: The Strategic Knowledge Management Framework
Differences Between KM as a Strategy and a Technology Only Approach
The Strategic Knowledge Management Framework
Chapter 15_Call to Action
Conclusion
References
About the Author
Index.