Section 1. Learning and Innovation -- 1. Are Research Universities Knowledge-Intensive Learning Organizations -- 2. Construction of Knowledge-Intensive Organization in Higher Education -- 3. Collective CPD: Professional Learning in a Law Firm -- 4. Innovation Risks of Outsourcing within Knowledge Intensive Business Services (KIBS) -- 5. Actor-Network Theory and Autopoiesis: A New Perspective on Knowledge Management --

Section 2. The Language of Knowledge -- 6. Sorting the Relationship of Tacit Knowledge to Story and Narrative Knowing -- 7. Exploring Organizational Learning and Knowledge Exchange through Poetry -- 8. Vagueness: The Role of Language in the Organizing Process of Knowledge Intensive Work -- 9. Tyranny of the Eye? The Resurgence of the Proto-Alphabetic Sensibility in Contemporary Electronic Modes of Media (PC/Mobile Telephony); and its Significance for the Status of Knowledge --

Section 3. Managing Knowledge -- 10. Knowledge Management and IT Research and Analysis Firms: Agenda-Setters, Oracles and Judges -- 11. Knowledge Management Strategies Implementation in Innovation Intensive Firms -- 12. Developing a Corporate Knowledge Management Platform in a Multibusiness Company -- 13. Modelling the New Product Development Process: The Value of a Product Development Process Model Approach as a Means for Business Survival in the 21st Century --

Section 4. Management and Control -- 14. Achieving Organizational Independence of Employees' Knowledge using Knowledge Management, Organizational Learning, and the Learning Organization -- 15. Balancing Stability and Innovation in Knowledge-Intensive Firms: The Role of Management Control Mechanisms -- 16. The Knowledge-Based Approach to Organizational Measurement: Exploring the Future of Organizational Assessment -- 17. Common Information Spaces in Knowledge-Intensive Work: Representation and Negotiation of Meaning in Computer-Supported Collaboration Rooms -- 18. Creativity and Control in IT Professionals' Communities --

Section 5. The Culture of Knowledge -- 19. A Qualitative Study of Knowledge Management: The Multinational Firm Point of View -- 20. Culture as a Dynamic Capability: The Case of 3M in the United Kingdom -- 21. Cultural Issues, Organizations and Information Fulfilment: An Exploration towards Improved Knowledge Management Relationships -- 22. Engineering Design at a Toyota Company: Knowledge Management and the Innovative Process -- 23. Critical Analysis of International Guidelines for the Management of Knowledge Resources --

Section 6. The Knowledge Worker -- 24. Strategic Alliance Capability: Bringing the Individual Back into Inter-Organizational Collaboration -- 25. Automation vs. Human Intervention: Is There any Room Left for the Analyst in the Data Mining Process -- 26. Temporality and Knowledge Work -- 27. Knowledge Intensive Work in a Network of Counter-Terrorism Communities -- 28. Tensions between Knowledge Creation and Knowledge Sharing: Individual Preferences of Employees in Knowledge-Intensive Organizations --

Section 7. Discussing Knowledge -- 29. The Value of Knowledge: Reappraising Labour in the Post-Industrial Economy -- 30. New Media and Knowledge Work -- 31. Knowledge Management: The Construction of Knowledge in Organizations -- 32. Redefining Professional: The Case of India's Call Centre Agents -- 33. Knowledge Management: Fad or Enduring Organizational Concept -- Compilation of References -- About the Contributors -- Index.