Pervaiz K. Ahmed, K. K. Lim, Ann Y. E. Loh

A few hours spent with this book will allow any reader to catch up with the present, if not the leading edge, academic thinking on the idea of the learning organisation. There are some great business stories in here, ICL, the Post Office and BA. ... the book's worth it for part 1 alone, especially for those looking for a context in which to place their e-learning strategy. Peter Williams, E-Learning Age - January 2002

• Part 1 Part One; Chapter 1 Knowledge management and learning for organizations; Chapter 2 Process approaches for management of knowledge and learning; Chapter 3 Culture for knowledge sharing and transfer; Chapter 4 Leadership role in the management of knowledge structures and culture; Chapter 5 Measurement and technology; Chapter 6 Learning knowledge management imperatives: present into future; Part 2 Case Studies; Chapter 7 British Airways; Chapter 8 BP Amoco; Chapter 9 Celemi; Chapter 10 Chevron; Chapter 11 CMG; Chapter 12 Ford; Chapter 13 Hewlett-Packard; Chapter 14 Honda; Chapter 15 IBM; Chapter 16 ICL; Chapter 17 Lucent Technologies; Chapter 18 Monsanto; Chapter 19 Pacific Western Airlines; Chapter 20 The Post Office; Chapter 21 Quidnunc; Chapter 22 Singapore Airlines; Chapter 23 Swedish National Crime Intelligence; Chapter 24 Xerox;

Pervaiz K. Ahmed, K. K. Lim, Ann Y. E. Loh

A few hours spent with this book will allow any reader to catch up with the present, if not the leading edge, academic thinking on the idea of the learning organisation. There are some great business stories in here, ICL, the Post Office and BA. ... the book's worth it for part 1 alone, especially for those looking for a context in which to place their e-learning strategy. Peter Williams, E-Learning Age - January 2002

• Part 1 Part One; Chapter 1 Knowledge management and learning for organizations; Chapter 2 Process approaches for management of knowledge and learning; Chapter 3 Culture for knowledge sharing and transfer; Chapter 4 Leadership role in the management of knowledge structures and culture; Chapter 5 Measurement and technology; Chapter 6 Learning knowledge management imperatives: present into future; Part 2 Case Studies; Chapter 7 British Airways; Chapter 8 BP Amoco; Chapter 9 Celemi; Chapter 10 Chevron; Chapter 11 CMG; Chapter 12 Ford; Chapter 13 Hewlett-Packard; Chapter 14 Honda; Chapter 15 IBM; Chapter 16 ICL; Chapter 17 Lucent Technologies; Chapter 18 Monsanto; Chapter 19 Pacific Western Airlines; Chapter 20 The Post Office; Chapter 21 Quidnunc; Chapter 22 Singapore Airlines; Chapter 23 Swedish National Crime Intelligence; Chapter 24 Xerox;

Pervaiz K. Ahmed, K. K. Lim, Ann Y. E. Loh

A few hours spent with this book will allow any reader to catch up with the present, if not the leading edge, academic thinking on the idea of the learning organisation. There are some great business stories in here, ICL, the Post Office and BA. ... the book's worth it for part 1 alone, especially for those looking for a context in which to place their e-learning strategy. Peter Williams, E-Learning Age - January 2002

• Part 1 Part One; Chapter 1 Knowledge management and learning for organizations; Chapter 2 Process approaches for management of knowledge and learning; Chapter 3 Culture for knowledge sharing and transfer; Chapter 4 Leadership role in the management of knowledge structures and culture; Chapter 5 Measurement and technology; Chapter 6 Learning knowledge management imperatives: present into future; Part 2 Case Studies; Chapter 7 British Airways; Chapter 8 BP Amoco; Chapter 9 Celemi; Chapter 10 Chevron; Chapter 11 CMG; Chapter 12 Ford; Chapter 13 Hewlett-Packard; Chapter 14 Honda; Chapter 15 IBM; Chapter 16 ICL; Chapter 17 Lucent Technologies; Chapter 18 Monsanto; Chapter 19 Pacific Western Airlines; Chapter 20 The Post Office; Chapter 21 Quidnunc; Chapter 22 Singapore Airlines; Chapter 23 Swedish National Crime Intelligence; Chapter 24 Xerox;