Key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributison from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox.

Features many practical examples, including detailed cases from Chevron, Nucor Steel, Partners Healthcare, and Xerox Individual sections examine the critical issues, allowing the reader to focus on those relevant to their needs Includes seminal contributions from leading authorities, including Thomas Davenport, Robert Grant, Dorothy Leonard, John Seely Brown, and Sidney Winter. Edited and introduced by noted authorities in the field, with years of experience in managing knowledge-based issues Tailored to the needs of students and executives on graduate and executive education courses

Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and internationally, in helping organizations work with their information and knowledge resources. He has also consulted with many U.S. and overseas government agencies and international organizations (NGO's). He currently co-directs 'Working Knowledge', a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence. Larry's most recent book (co-authored with Tom Davenport) is What's the Big Idea?, published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003). Eric Matson is a manager in McKinsey's Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. His currently focuses on profiling the world's leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management. Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include 'The Performance Variability Dilemma' (Sloan Management Review, 2003), 'Strengthening Your Organization's Internal Knowledge Market' (Organizational Dynamics, 2003), 'Leveraging Group Knowledge for High Performance Decision Making' (Organizational Dynamics, 2002), and 'Managing the Knowledge Manager' (McKinsey Quarterly, 2001).

Features many practical examples, including detailed cases from Chevron, Nucor Steel, Partners Healthcare, and Xerox Individual sections examine the critical issues, allowing the reader to focus on those relevant to their needs Includes seminal contributions from leading authorities, including Thomas Davenport, Robert Grant, Dorothy Leonard, John Seely Brown, and Sidney Winter. Edited and introduced by noted authorities in the field, with years of experience in managing knowledge-based issues Tailored to the needs of students and executives on graduate and executive education courses