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Leading knowledge management in knowledge intensive organisations

Leading knowledge management in knowledge intensive organisations

This e-book addresses the challenges of leading and managing knowledge intensive organisations, departments and administrations through formal knowledge strategies. It seeks to enrich knowledge management studies by broadening the focus from only the knowledge itself and the facilities for processing it, to an exploration of the differences arising from organisational, personal and leadership factors. It has been framed in the context of the strategic importance of knowledge, of people and of leadership in KIOs, both traditional and innovative, both locally and internationally, and to lay the groundwork for the development of theory, as well as offering well founded practical approaches. In line with the focus of the Journal of Knowledge Management on implementing formal knowledge strategies and approaches, the approach of this e-book is to emphasise the strategic approach to leading knowledge management in knowledge intensive organisations, rather than simply examining organisations which are acknowledged as knowledge-based.


Antecedents and intervention mechanisms: a multi-level study of R&D team’s knowledge hiding behavior,Classifying emerging knowledge sharing practices and some insights into antecedents to social networking: a case in insurance,Global dispersion of offshore service providers: an information processing perspective,GUEST EDITORIAL Knowledge intensive organisations: on the frontiers of knowledge management,How do collaboration and investments in knowledge management affect process innovation in services?,How to measure trust: the percolation model applied to intra-organisational knowledge sharing networks,How transactive memory systems relate to organizational innovation: the mediating role of developmental leadership,Knowledge transfer in knowledge-intensive organizations: the crucial role of improvisation in transferring and protecting knowledge,Leading knowledge management in a secondary school,Mental health knowledge management: critical success factors and strategy of implementation,Optimizing decisions using knowledge risk strategy,Reconciling ambiguity with interaction: Implementing formal knowledge strategies in a knowledge-intensive organization,Section Header,The team absorptive capacity triad: a configurational study of individual, enabling, and motivating factors,Understanding knowledge creation in the context of knowledge-intensive business processes,Understanding researchers’ strategic behaviour in knowledge production: a case of social science and nanotechnology researchers

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