Table of contents for Trends in enterprise knowledge management / edited by Imed Boughzala [and] Jean-Louis Ermine.

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Table of Contents
Preface	 15
PART 1. Introduction	 21
Chapter 1. Introduction to Knowledge Management	 23
Jean-Louis ERMINE
 1.1. Introduction	 23
 1.1.1. Knowledge, a strategic value for the firm	 23
 1.1.2. Objectives of knowledge management	 23
 1.1.3. Knowledge management, a new and complex approach	 24
 1.2. The two types of approaches to knowledge management	 24
 1.2.1. Knowledge elicitation	 25
1.2.1.1. Tacit knowledge elicitation	 25
1.2.1.2. Knowledge extraction	 26
1.2.1.3. Supporting technologies for explicit (elicited) 
knowledge management	 27
 1.2.2. Tacit knowledge management	 27
1.2.2.1. The functioning modes of knowledge communities	 28
1.2.2.2. Knowledge community supervision	 29
 1.2.2.3. Supporting technologies for knowledge communities	 30
 1.3. The key factors of success in KM processes	 31
 1.3.1. The water lily strategy	 31
1.3.1.1. The pilot project(s)	 33
1.3.1.2. The federation of KM projects	 33
1.3.1.3. Project deployment	 34
 1.3.2. Change factors	 34
 
 1.4. Knowledge management, an action for continuous progress	 35
 1.4.1. Knowledge cartography	 36
 1.4.2. The repository of KM processes	 37
 1.4.3. The KM actions	 39
 1.4.4. Piloting processes and actions	 41
 1.5. Conclusion	 41
 1.6. Bibliography	 42
Chapter 2. Can One Identify and Measure the Intangible Capital of 
the Enterprise?	 45
Patrick EPINGARD
2.1. The intangible capital, an essential and elusive concept	 47
2.2. Immaterial measurement: a theoretical enigma?	 54
2.3. Conclusion	 62
2.4. References	 63
Chapter 3. Complexity Theory: Dynamics and Non-Linearity are 
the Only Reason for Knowledge Management to Exist	 65
Walter BAETS
 3.1. Introduction	 65
 3.2. The knowledge era	 66
 3.3. The complexity paradigm	 68
 3.4. What should be understood by knowledge management: 
 the corporate view	 73
 3.5. Research perspective on knowledge management	 75
 3.6. References	 77
PART 2. Academic Studies	 79
Chapter 4. Value creation through intangibles: emerging good practice	 81
Nigel COURTNEY, Clive HOLTMAN and Chris HENDRY
 4.1. Introduction	 81
 4.2. A remedy for our times	 83
 4.3. Dispensing with the mystery	 84
 4.4. Value creation in the 21st century	 88
 4.4.1. Selecting an approach	 88
 4.4.2. Taking a balanced view	 89
 4.5. Evidence of good practice	 90
 4.5.1. Theme 1: Brand value	 91
4.5.1.1. B&Q	 91
4.5.1.2. Whitbread	 92
 4.5.2. Theme 2: Knowledge	 93
4.5.2.1. Bloomberg	 93
4.5.2.2. The UK Fire and Rescue Service	 94
 4.5.3. Theme 3: Innovation	 95
4.5.3.1. Intercos	 95
4.5.3.2. mmO2	 96
 4.5.4. Theme 4: Reporting intellectual capital	 96
4.5.4.1. Austrian Research Centers (ARC)	 96
4.5.4.2. Celemi	 98
 4.6. Key messages	 98
 4.7. About the authors	100
 4.8. References	100
Chapter 5. Learning-by-Doing Knowledge Externalization: from Boundary 
Objects to the Emergence of Tacit Knowledge	103
Jean-Michel VIOLA and Real JACOB
 5.1. Learning-by-doing knowledge management	104
 5.2. A process of externalization: knowledge strategy at Power Corp	105
 5.2.1. Mapping as a knowledge audit and 
 mapping as scenario planning	107
 5.2.2. Criticality assessment scales as decision rules	107
 5.2.3. Modeling as a learning tool, as co-creation of knowledge	107
 5.2.4. Plans as road maps addressing more specifically 
 the need for tacitness	108
5.3. The tacit output of externalization: the importance of 
boundary objects	108
 5.3.1. Externalization creates critical boundary objects	109
 5.3.2. Refining the classical definition of tacit knowledge	109
5.3.2.1. Tinkering	110
5.3.2.2. Judgment	110
5.3.2.3. Connectivity	110
5.3.2.4. Coordination	111
 5.4. Conclusions and lessons learned	111
 5.5. Bibliography	112
Chapter 6. Approaches and Methods for Valuing Knowledge Management 
Performance	115
Aurelie DUDEZERT
6.1. Knowledge management performance: the aims of an evaluation	 116
6.1.1. The knowledge-based view: a theoretical relation between 
KM and organizational performance	 116
6.1.2. What is performance for knowledge management?	 117
6.1.3. What is knowledge management?	 118
6.2. Method of research and inquiry	 119
6.3. Macro-organizational approaches to valuing knowledge 
management performance	 120
6.3.1. The competitive performance of knowledge management	 120
6.3.2. The financial performance of knowledge management	 121
6.4. Micro-organizational approaches to valuing knowledge 
management performance	 122
6.4.1. The process-based approach to the performance of KM	 122
6.4.2. The systemic approach to the performance of 
knowledge management	 123
 6.5. Conclusion	124
 6.6. References	124
Chapter 7. ICIS for Knowledge Management: the Case of the Extended 
Enterprise	 131
Imed BOUGHZALA
7.1. Introduction	 131
7.2. Concepts and definitions	 132
7.2.1. Inter-company co-operation and the extended enterprise	 132
7.2.2. ICIS and KM	 132
7.3. MeDICIS	 135
7.4. Models for ICIS design	 138
7.4.1. The business model	 138
7.4.2. The co-operation model	139
7.4.3. The agent model	140
7.4.4. The communication model	141
7.4.5. The co-ordination model	142
7.4.6. The CPS model	143
7.5. Discussion	144
7.6. MeDICIS life cycle	145
7.7. Conclusion	146
7.8. About the author	147
7.9. References	147
Chapter 8. Knowledge Management and Environment Scanning: a 
Methodological Guide to Improving Information Gathering	151
Thierno TOUNKARA
 8.1. Introduction	151
 8.2. Modeling of the interaction process between the corporate
 knowledge of the firm and its environment	152
 8.3. General approach	153
 8.3.1. Requirements specification for environment scanning	153
 8.3.2. Description of the approach	153
 8.4. Knowledge book	155
 8.4.1. Methodological tools	156
 8.4.1.1. Methodological tools for MASK application	156
8.4.1.2. Classification of the knowledge to be modeled
according to the type of environment scanning	157
 8.4.2. Case study: Renault	159
 8.5. Construction of axes	159
 8.5.1. Construction of a partition	161
 8.5.1.1. Methodological tools for the elaboration of a partition	161
 8.5.1.2. The grid of criteria for the grouping of the models into
 classes	161
 8.5.1.3. The grid of semantic links	163
 8.5.1.4. Renault case study: an example of grouping 
 by connectivity	164
 8.5.2. Extraction and grouping of information into classes	165
 8.5.3. Identification of themes	166
 8.5.3.1. Qualitative evaluation grid for the criticality of themes	166
 8.5.3.2. Approach and illustration	166
 8.5.4. Construction of the visual synthesis	166
 8.6. Elaboration of the "environment scanning focus"	167
 8.7. Evaluation of our approach	169
 8.8. Conclusion	169
 8.9. References	170
Chapter 9. The Concept of "Ba" Within the Japanese Way of Knowledge 
Creation	173
Pierre FAYARD
 9.1. A Japanese concept	174
 9.2. "Elementary, my dear Watson!"	175
 9.3. The Human Health Care (HHC) program	178
 9.4. Shaping a new way of functioning for organizations	180
 9.5. References	181
 9.6. Further reading	181
PART 3. Club Workshop Studies	183
Chapter 10. The Knowledge Maturity Model	185
Jean-Francois TENDRON
10.1. Introduction	185
10.2. Work methodology of the commission on "Aspects 
economiques de la gestion des connaissances" (economic 
aspects of knowledge management)	185
10.3. The knowledge maturity model (KMM)	188
10.4. Use of the KMM	190
10.4.1. Raising consciousness about knowledge management	190
10.4.2. Evaluation of a community's maturity in terms 
of knowledge management	192
10.4.2.1. Example of evaluation	192
10.4.2.2. Example of reactions	194
10.5. Perspectives	195
10.6. Conclusion	196
10.7. References	197
Chapter 11. Knowledge Mapping: a Strategic Entry Point to 
Knowledge Management	199
Gerard AUBERTIN
11.1. Why map corporate knowledge?	199
11.2. What knowledge and competencies should be mapped?	201
11.3. How is knowledge/competency mapping performed?	204
11.3.1. Defining the mapping goal	204
11.3.2. Identifying knowledge	204
11.3.2.1. Conceptual approach to identifying knowledge	205
11.3.2.2. Process-based approach to identifying knowledge	206
11.3.2.3. Identifying knowledge using automatic mapping tools	207
11.3.3. Building the areas of the knowledge map	207
11.3.4. Representing knowledge: the area-based mapping model	208
11.3.4.1. Formal model	208
11.3.4.2. The graphical model	210
11.4. What are the operational uses and mapping tools?	211
11.5. Knowledge mapping and criticality study	212
11.5.1. Defining criticality	212
11.5.2. The criticality study as risk assessment	213
11.5.3. Defining critical factors	213
11.5.4. Preparing an assessment schedule and performing 
the criticality study	214
11.5.5. Calculating area criticality	215
11.5.5.1. Different critically average values	215
11.5.5.2. Assessments diferences	216
11.5.5.3. Non-discriminating criterion	216
11.5.6. Analyzing results	217
11.6. How to manage a mapping project	217
11.6.1. Opportunity study	217
11.6.2. Managing change	217
11.6.3. Action principles	218
11.7. Conclusion	218
11.8. Bibliography	218
Chapter 12. Knowledge Management and Innovation
(Innovation Maturity Model)	221
Jean-Marie BEZARD
12.1. Introduction	221
12.2. The evolution and path dependence hypothesis	222
12.3. Innovation factors	223
12.3.1. Case studies	223
12.3.2. The innovation maturity model (IMM)	223
12.4. Conclusion	226
12.5. References	227
Chapter 13. Technology and Knowledge Management 
(Technology Maturity Model) 	229
Olivier LEPRETRE
13.1. Synthesis	229
13.2. Knowledge diffusion vehicle	230
13.3. The limits of the diffusion of knowledge	233
13.4. The need for global vision	237
13.5. The technology maturity model (TMM)	238
13.6. Following a TMM approach	239
13.7. Application of TMM	241
13.5. References	244
PART 4. Case Studies	245
Chapter 14. Once-upon-a-time Knowledge Management at 
Mann+Hummel Automotive France	247
Nathalie LEBRIS
14.1. The increasing importance of knowledge sharing for Mann+Hummel 
France	247
14.2. An approach based on core knowledge cartography	248
14.2.1. What are the needs of the employees?	248
14.2.2. A cartography that allows us to build an action plan	249
14.2.3. Actions from the Nonaka virtuous circle	252
14.2.4. A well appreciated approach	254
14.3. Implementation of lessons learned	254
14.4. Knowledge explicitation	255
14.5. Sharing of explicit knowledge	256
14.6. Direct transfer of knowledge	257
14.7. Knowledge management: an everyday task based on people 
more than on technology	257
Chapter 15. Thales System Engineering Community of Practice: 
a Knowledge Management Approach	259
Cecile DECAMPS and Michel GALINIER
15.1. Introduction	259
15.2. The knowledge sharing approach	260
15.3. The Systems Engineering community of practice at Thales	261
15.4. Why a KM portal dedicated to the Systems Engineering 
Community?	262
15.5. The systems engineering portal	264
15.5.1. Functionalities supporting SE community animation and 
management	 264
15.5.2. Functionalities supporting access to SE community people 
and competencies	 265
15.5.3. Functionalities supporting access to documents and other 
kinds of content	265
15.6. Rolling out/organization	266
15.7. The associated support organization	267
15.8. Balance and perspectives	268
15.9. Bibliography	269
Chapter 16. Appraising the Knowledge in a Radio-pharmacy Center 
based on Process Mapping and Knowledge Domain Cartography	271
Riat Izabel RICCIARDI and michel GALINIER
16.1. Introduction	271
16.2. The importance of knowledge identification and evaluation 
within organizations	272
16.3. The case study	272
16.3.1. History and context of the Radio-pharmacy Center	272
16.3.2. The Center profile and key comments on its 
knowledge issues	274
16.4. The KM project	277
16.4.1. Study of processes	277
16.4.2. Knowledge identification ("enabling knowledge")	277
16.4.3. Construction of the knowledge cartography	278
16.4.4. "Criticality" analysis	279
16.4.5. Setting up a KM plan of action	281
16.5. References	281
Chapter 17. Case Study: Knowledge Preservation of Nuclear Reactor	283
Marta EPPENSTEIN
17.1. Introduction	283
17.1.1. Atucha type Reactors	284
17.2. Practical approaches	284
17.2.1. Strategy analysis	285
17.2.1.1. Different approaches to the map	286
17.2.1.2. Identification of knowledge axes	286
17.2.2. Identification of the critical knowledge approach	287
17.2.2.1. Rare or unable of replacement	287
17.2.2.2. Usefulness for the company	287
17.2.2.3. Difficult to obtain	288
17.2.2.4. Difficult to use	288
17.2.3. Building the Knowledge Map	289
17.2.4. Knowledge server	289
17.3. Technical development: analysis factors	291
17.3.1. Knowledge transfer and capitalisation	291
17.3.2. Human resources	292
17.4. Conclusions	293
17.5. References	293
17.6. Further reading	294
Index	295 

Library of Congress Subject Headings for this publication:

Intellectual capital -- Management.
Knowledge management.