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Introduction | ||
Pt. I | Knowledge management and the management consulting industry | |
1 | Managing organizational knowledge networks in a professional services firm : interrelating knowledge management and intellectual capital | 3 |
2 | Knowledge management in practice : examining knowledge as modes of production | 23 |
3 | The fallacy of simplistic notions of the transfer of "best practice" | 51 |
4 | "Knowing" in the consultancy firm : exploring knowledge, people, context, and tools in action | 69 |
5 | Co-evolution of knowledge management processes : drawing on project experience in a global engineering consulting firm | 107 |
Pt. II | Dynamics of knowledge sharing and dissemination | |
6 | A dispersed repertoire : exploring struggles to knowledge dissemination within consultancies | 133 |
7 | In search of knowledge sharing in practice | 155 |
8 | Merging knowledge : a study of knowledge management in a consulting-firm merger | 179 |
9 | Knowledge-sharing behavior and post-acquisition integration failure | 209 |
Pt. III | Methodological approaches to studying knowledge in organizations | |
10 | Organizational photography : a "snapshot" approach to understanding knowledge sharing | 229 |
11 | Video-views of knowing in action : analytical views "in situ" in an IT firm's development department | 249 |
12 | Complex project management in small high-technology firms : small firms as learning models? | 271 |
Pt. IV | Reflections on knowledge management and management consulting | |
13 | Flaws in the "engine" of knowledge creation : a critique of Nonaka's theory | 293 |
14 | Ten years of knowledge management : ramifications for consultants | 317 |
15 | The wonderful world of knowledge management : does knowledge management really add value? | 337 |
16 | Knowledge and consultancy | 365 |
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