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Abductive reasoning, 104
Abstraction
general principles, 326
metacognition, 86–89, 326–327
metaknowledge, 86–87,
232–233, 325–326
operational models, 324
routines, 323–324
schemata, 325–326
scripts, 325
Actionable knowledge, 74
Action Reviews, 307
Action Space
enterprise situation handling
and, 172–175, 181–183
personal situation handling and,
123, 124, 140–141
Aircraft simulators, 97
Analysis methods
asset mapping, 283–284
benefit assessment, 290,
293–296
competitive, 287
critical knowledge function
analysis, 289–290
critical knowledge functions,
288, 291–292
diagnostics, 288–289
flowcharting and analysis,
287–288
knowledge mapping, 286–287
landscape mapping, 284–286
surveys and audits, 281–283
Apprenticing, 97
Artificial intelligence (AI), 15, 217,
260
Assembly line workers, 9–10
Asset mapping, 283–284
Associations, 72–73
Audits, 283
Automatic routine working
knowledge, 91
Behaviors of effective enterprises,
51–55, 255–257
Benefit assessment, 290, 293–296
Biases, 72–73
Brase, Wendell, 51
Buckman Laboratories, 254
Business
changes in the nature of, 14
focus, 299
simulations, 96–97
Capabilities, renewing, 244
Capture and transfer, 305–307
Case-based reasoning (CBR), 131
Chaparral Steel, 254
Chunked concepts, 71
Codification strategy, 256
Cognitive styles, 67
Collaboration, 9, 303–304
Communication, stories and
effective, 109–110
Communities of practice (CoPs), 9
Competition, increase in, 14
Competitive behavior, 54–55
Competitive enterprise example,
1–4
Competitive knowledge analysis,
287
Conceptual blending, 69
357
I
NDEX
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358
Index
Conservatism, 55
Consistency, 52–53
Craik, Kenneth, 85
Critical knowledge function
analysis (CKFA), 289–290
Critical knowledge functions
(CKFs), 288, 291–292
Critical thinking, 71
Culture
enterprise, 239–240
knowledge-supportive, 225
NGKM mentality and corporate,
237–241
Customer relationships, securing
and improving, 243–244
Customer relations management
(CRM), 15
Decision making
associations and biases, 72–73
based on past experiences,
66–67
enterprise, 175–176
informed and knowledgeable
decisions and performance,
80
pragmatic, 90
single-stage versus multistage,
132–134
situation handling and, 123,
131–135, 150–151
Declarative metaknowledge, 87
Deductive reasoning, 104
de Geus, Arie, 55–56
Deliberate and systematic
knowledge management,
216–217, 225–227
Demand pull, 235, 237
Diagnostics, 288–289
Disincentives, 232
Drivers, 40
Economic productivity, 38
Economic Value Added (EVA)
knowledge, 299
Education, providing, 16–17, 304
Edvinsson, Leif, 21
Effective enterprises
behaviors of, 51–55
characteristics of, 44–46
defined, 29–37
definition of successful
performance, 34–35
example of proactive and
decisive company, 26–29
external versus internal, 35
factors contributing to, 46–50
individual actions and, 26
information technology, role of,
36–37
knowledge, role of, 33–34
knowledge-intensive work and,
36
management mindset, 59–62
performance, durable, 55–59
performance based on personal
actions, 31–32
performance model, 40–43
productivity issues, 37–40
success based on behavior, 26
Effectiveness-seeking behavior, 52,
245–246, 255–257
Efficiency, 245–246
e-Learning, 97
Electronic performance support
systems (EPSSs), 15
Employees
changing workplace and impact
on, 263–268
empowerment of, 50
engagement behavior, 53–54
needs of, 16
opportunities provided, 49
in proactive and decisive
companies, 28–29
shared understanding, 226,
241–244
training and educational needs,
16–17, 304
Empowerment, employee, 50
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Index
359
Enablers, 40
Engagement, effective enterprises
and, 46, 53–54
Enterprise culture, 239–240
Enterprise effectiveness strategy,
256
Enterprise focus, NGKM and,
228–230
Enterprise resource management
(ERM), 15
Enterprise situation-handling. See
Situation-handling, enterprise
Enterprise value creation (EVC), 16
Environment, trusting, 231
Ethics, 51–52
Evaluation methods, 232
Execution Capability
enterprise situation handling
and, 186–189, 191–192
personal situation handling and,
123, 143–144
Execution method models, 151
Expert networks, 9
Explicit reasoning, 70
External effectiveness, 35
Facilitators, 40
Facts versus stories, remembering,
66
Feedback, 232, 307–308
Financial conservatism, 55
Financial productivity, 38
Flowcharting and analysis,
287–288
General and world knowledge,
relevance of, 152–153
General principles, 326
Gilhooly, K.J., 69
Global economy
challenge of, 4–6, 12–17
competitive enterprise example,
1–4
Globalization
changing workplace, 263–268
effective behavior needed for,
255–257
example of a company’s
position, 248–252
expectations, 252–269
expected developments, 
257–263
operational benefit expectations,
examples of, 262–263
pressures, 254–255
strategic benefit expectations,
examples of, 261–262
tactical benefit expectations,
examples of, 262
Goal-directed reasoning, 81–83
Goals, 29–30
W.L. Gore & Associates, 254
Governance, 227
approach models, 151–152
Governance Competence and
Perspectives
enterprise situation handling
and, 192–194, 198–199
personal situation handling and,
123, 147
Human capital management
(HCM), 14
Hymowitz, Carol, 237
Idealistic vision and paradigm
knowledge, 90
Identity awareness, 55–56
Implementation
enterprise situation handling
and, 186–190
personal situation handling and,
123, 142, 142
Implicit learning, 89
Implicit reasoning, 72
Incentives, 232
Inductive reasoning, 104
Information
differences between knowledge
and, 73–83
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360
Index
discontinuity between knowledge
and, 76
purpose of, 73–76
transfer focus, 301–302
Information technology (IT), 10,
217
capture and delivery focus,
302–311
effective enterprises and role of,
36–37
tools, 293–297, 308, 311
Innovation, effective enterprises
and, 45
Innovation Capability
enterprise situation handling
and, 172–175, 183–186
personal situation handling and,
123, 141–142
Integrative management, 269–276
Intellectual asset management
focus, 299–300
Intellectual capital (IC), 10
action-oriented, 19
building and exploiting, 60–61
concept of, 19–24
examples of structural, 22–23
inventorying, 283–284
measuring, 303
order-focused, 19
performance and, 21
personal, 19–20
role of knowledge workers,
23–24
strategic management of, 256
Intellectual capital management
(ICM), 14
Interactive computer-based training
(ICBT), 16
Internal effectiveness, 35
Jones Development & Engineering,
Inc., 1–4
Knowledge
acquisition, 92
actionable, 74
cafés, 304
development, 92
differences between information
and, 73–83
discontinuity between
information and, 76
distribution and deployment,
92–93
effective enterprises and role of,
33–34
leveraging, 93
new versus historic, 77
passive, 74
purpose of, 73–76
reasons for increasing, 93–98
refinement, 92
sharing, 301–302
trading, 266–267
Knowledge Asset Mapping (KAM),
283–284
Knowledge-based system (KBS)
applications, 308
Knowledge benefit assessment
(KBA), 290, 293–296
Knowledge discovery in databases
(KDD), 76, 302, 308
Knowledge flowcharting and
analysis (KFA), 287–288
Knowledge implementation,
manipulation, and application
perspectives, 223–225
Knowledge-intensive work
defined, 8
misunderstandings, 7–8
practices and actions, 28–29
success and, 36
Knowledge landscape mapping
(KLM), 284–286
Knowledge management (KM),
14–15
deliberate and systematic,
216–217, 225–227
effective enterprises and, 48
example of proactive and
decisive company, 26–29
present direction, 276–279
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361
problems with conventional,
234–235
shared understanding, 225,
241–244
starting, 231–233
Knowledge management, people-
focused