Pierre SAULAIS is Associate Researcher at the Institute of Knowledge and Innovation South East Asia (IKI SEA, Bangkok University), Thailand. His research interests focus on knowledge-based innovation, as well as on the generation and extraction of inventive knowledge.Jean-Louis ERMINE is Emeritus Professor of Mines Telecom Institute, Paris-Saclay, France. In addition, Ermine is Honorary President of the Club "Gestion des Connaissances" (Knowledge Management), which he founded in Paris in 1999. He is also Honorary President of "Gestion des Connaissances dans la Société et les Organizations" (Knowledge Management in Society and Organizations), which he founded in 2014.

• Preface ixChapter 1. The KM Project in an Organization 11.1. Articulation of Chapter 1 11.2. Knowledge management 21.3. A reference framework for a knowledge-based KM 61.3.1. Knowledge-based KM 61.4. The virtuous cycle of knowledge 101.4.1. Step 1: analysis of a knowledge capital and development of a KM plan 101.4.2. Step 2: organization of knowledge resources 111.4.3. Step 3: implementation of KM processes 121.4.4. Step 4: evolution of a knowledge capital 121.5. The MASK method 121.5.1. MASK II: analysis of a knowledge capital 131.5.2. MASK I: capitalization of a knowledge corpus 151.5.3. MASK III: sharing the knowledge base 161.5.4. MASK IV: evolution of a knowledge capital 191.6. The KM process repository 221.7. Critical success factors for a global KM project 231.7.1. The water lily strategy 241.7.2. Key stages of change 271.8. Overview 30Chapter 2. Strategic Analysis of an Organization’s Knowledge Capital 332.1. Articulation of Chapter 2 332.2. Introduction to the strategic analysis of knowledge capital 332.2.1. Step 1: analysis of critical capacities 342.2.2. Step 2: analysis of critical knowledge 342.2.3. Step 3: strategic alignment 352.2.4. Step 4: developing the action plan 352.2.5. The knowledge criticality analysis grid 362.3. Chronopost: observing professions 372.3.1. Presentation of the company 382.3.2. Project context 382.3.3. Objectives 412.3.4. Approach adopted 412.3.5. Procedure. 432.3.6. Strategic alignment 532.3.7. Project assessment 552.3.8. Lessons learned 562.3.9. Conclusion 572.4. Hydro-Québec 572.4.1. Introduction 572.4.2. Presentation of Hydro-Québec 572.4.3. Presentation of the study conducted and the principles of the method used 582.4.4. Implementation of the method at Hydro-Québec 592.4.5. Conclusion 672.5. The IPEN’s Radiopharmacy Center 682.5.1. Presentation of the study 682.5.2. The progress of the KM project 722.6. Sonatrach 792.6.1. Introduction 792.6.2. Method used 802.6.3. Strategic analysis 812.6.4. Analysis of professional knowledge 842.6.5. Conclusion 872.7. Lessons learned from the four case studies 88Chapter 3. Capitalizing on the Organization’s Knowledge 893.1. Articulation of Chapter 3 893.2. Introduction to knowledge capitalization 893.3. The case of INRS: a consulting approach to improve safety when using woodworking machines 943.3.1. Introduction 953.3.2. Analysis of a reported incident or accident on a woodworking machine 973.3.3. The dangers of woodworking machines 1003.3.4. Classification of woodworking machines 1023.3.5. History of INRS’ involvement in the safety of woodworking machines 1033.3.6. Conclusion 1053.4. The case of code systems: knowledge books for code management and code control 1063.4.1. Introduction 1063.4.2. Reference framework for the development and use of codes 1073.4.3. Two new ways to manage knowledge on codes 1093.4.4. Example of an Euler buckling code 1123.4.5. Example of the description of an option in a code 1143.4.6. Conclusion and perspectives 1183.5. The IRSN case 1183.5.1. Introduction 1183.5.2. Knowledge book process 1203.5.3. Examples of knowledge books 1213.5.4. Feedback on the production of knowledge books 1373.5.5. Problem linked to the dissemination of knowledge books 1393.5.6. Problem of the evolution of knowledge books 1393.5.7. Perspectives 1403.6. Lessons learned from case studies 141References 143Index 147