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.
2. Knowledge Management Research Report- 1998, KPMG Consulting
The reports principal aims of this survey to establish the extent to which organisations are
aware of knowledge management, take it seriously and are pursuing initiatives to implement it
and benefit from it. Survey team questioned respondents about their current implementation,
awareness and future plans for knowledge management. The research was conducted by The
Harris Research Centre in February and March 1998 among chief executives, finance directors,
marketing directors and those with specific responsibility for knowledge management in their
organisations at 100 leading UK companies with turnover exceeding £200 million a year. This
sample was chosen because companies of this size have the greatest need to implement
knowledge management initiatives, have possibly the greatest capability and resources to do
so and potentially can reap the greatest benefits. The subject focus was the collective
knowledge of their organisations’ employees and their own use of information.