1. Rory L.

Chase, Editor (1997), “Knowledge Management Benchmarks”, Journal of

Knowledge Management, 1(1):83-92
In this paper begin the examination of some of the factors propelling the global
knowledge economy, and then paper then explores knowledge-based organizational strategy,
illustrated by a number of case studies from leading practitioners, including British Petroleum,
Glaxo Wellcome, ICL, Nokia Telecommunications, the UK Post Office and Zeneca
Pharmaceuticals. The concept of Intellectual Capital lies at the heart of Knowledge
Management. Some companies define Intellectual Capital in terms of value creation, for others
it is value extraction. The two different approaches, illustrated by Skandia and the Dow
Chemical Company, are reviewed, along with a new tool for measuring Intellectual Capital. In
this paper some of the leading organizations and practitioners have shared their views and
concepts. Even at this early stage of understanding, it appears that there is no single off-the-
shelf approach to managing knowledge. Rather, each organization must devise and customize
its own approach to Knowledge Management in order to gain the maximum benefits it has to
offer.