IC -A (Re)Turn to Practice2018
Our chapter contributes to the emergent stream of IC-as-Practice, proposing that the IC triad be
seen as a ‘lens’ to guide, select activities, and assess effects and consequences of managerial action
in its broadest sense.
Tango Conceptual Update2013
This paper is intended for those, who wish to understand more about the conceptual
foundations of the Celemi Tango™ simulation. It addresses some of the hard questions that
both new facilitators and customers may ask:
- Why do people and customers in Tango “behave” as they do?
- Does the simulation fit with reality?
- What is the empirical evidence for the way competitive advantage is simulated?
- Does it make business sense to treat people well?
Informatized Markets - Dream Turns to Ashes1995
A short diagnostic test.
Please shut your eyes. Then try to touch the tip of your nose with your index finger. At the same time,
concentrate hard on what you are doing and on where your arm is at all times. Do the exercise slowly.
Take 20 seconds for it.
Measuring the Wellspring of Knowledge2001
In the spruce forest behind my parents home in Sweden springs a natural well. It is so small that you don´t notice it until you almost stumble upon it.Read more
Fourteen Ways to Charge for Knowledge1998
What is the value of an idea that comes in the flash of a second but is based on a life of experience?Read more
Case: PLS Consult-Evaluating customers1997
Most customers are sources of value, in forms other than hard cash.Read more
Transfer of Knowledge and the Information Processing Profession1996
How is knowledge best transferred? Via information or via tradition (f2f socialisation)?Read more
The Pro-Team Organized Creativity in Production1995
Where is the most creative environment in the world today? Silicon Valley? Northern Italy? Sophia
Antipolis (France)? Hongkong? My own bet is on the former communist countries.
Disabling the Context for Knowledge Work – The Role of Managers’ Behaviours2007
Two main issues that prevent knowledge sharing are the attitudes of the nearest supervisor and a lack of context-building information: Apathetic managers, who do not actively encourage business/organisational information, and hypocritical managers, who do not ‘walk the talk’,Read more
Case: KM in a Norwegian hospital2007
The nurses in a Norwegian private hospital in Oslo wanted to solve a problem: How can we reduce the fear of patients going in to surgery? The idea came up: Invite the old patients for coffee and cake together with the new patients and let them talk.
Case: Monitoring Intangible Assets for Financial Success1996
WM-data is today the biggest of the Swedish listed independent computer software and consulting companies,Read more
Managing Knowhow – 20 years later2009
A new type of company arrived on the stock market in the 1980s. They had no real assets and produced nothing tangible. What happened then? Tom Lloyd and I reflect on the 20 years since our 1987 book Managing Knowhow.Read more