The Antidote: Volume 3 Issue 1
Table of contents
How do you value knowledge?
T KippenbergerDiscusses how to manage knowledge and states that it is managers themselves who seem to have taken on this mantle. Describes management as supplying knowledge to find out how…
Defining a new world of knowledge
T KippenbergerContends that managing intellectual capital is an important means of increasing returns on physical assets and, potentially, a way to create unmatchable competitive advantage…
Knowledge: the new driver of economic growth
T KippenbergerUnderlines that economies of the OECD have become reliant on the production, distribution and use of knowledge. States that investment is high in new technology equipment and also…
Some concepts about knowledge itself
T KippenbergerArgues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different forms…
Knowledge management: the current state of play
T KippenbergerDiscusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK, Germany…
Pioneers in a practitioner‐led development
T KippenbergerAnalyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre. Looks at the…
Don't underestimate the role of tacit knowledge
T KippenbergerConcentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously misunderstood…
Getting the most from your intellectual assets
T KippenbergerSpotlights the Dow Chemical Company, founded in the USA in 1897, now employing 38,000 people globally, and with more than 2,000 chemical‐related products. Looks at the new…
Wrestling with the measurement and management of intellectual capital
T KippenbergerProposes that financial accounting is an insufficient language for handling such intangible resources as knowledge. Seeks to demystify the scope of intellectual capital to prepare…
Strategic capabilities depend on managing knowledge assets well
T KippenbergerFocuses on organizations that compete through technological advantage, instead of personal service or access to raw materials. Identifies three types of capability: supplemental…
The need to recognize the difference between knowledge and information
T KippenbergerArgues the need for managers to develop a knowledge perspective in running their businesses. Looks at software companies' high developmental costs with very low production costs…
So what's a knowledge management project?
T KippenbergerPresents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers…
Sharing knowledge at BP
T KippenbergerConcentrates on BP and how it uses knowledge to make itself more effective than its competitors. Argues that learning is at the heart of a company's ability to adapt to a rapidly…