The Antidote: Volume 3 Issue 1



Table of contents

How do you value knowledge?

T Kippenberger

Discusses how to manage knowledge and states that it is managers themselves who seem to have taken on this mantle. Describes management as supplying knowledge to find out…

Defining a new world of knowledge

T Kippenberger

Contends that managing intellectual capital is an important means of increasing returns on physical assets and, potentially, a way to create unmatchable competitive…

Knowledge: the new driver of economic growth

T Kippenberger

Underlines that economies of the OECD have become reliant on the production, distribution and use of knowledge. States that investment is high in new technology equipment…

Some concepts about knowledge itself

T Kippenberger

Argues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different…

Knowledge management: the current state of play

T Kippenberger

Discusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK…

Pioneers in a practitioner‐led development

T Kippenberger

Analyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre…

Don't underestimate the role of tacit knowledge

T Kippenberger

Concentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously…

Getting the most from your intellectual assets

T Kippenberger

Spotlights the Dow Chemical Company, founded in the USA in 1897, now employing 38,000 people globally, and with more than 2,000 chemical‐related products. Looks at the new…

Wrestling with the measurement and management of intellectual capital

T Kippenberger

Proposes that financial accounting is an insufficient language for handling such intangible resources as knowledge. Seeks to demystify the scope of intellectual capital to…

Strategic capabilities depend on managing knowledge assets well

T Kippenberger

Focuses on organizations that compete through technological advantage, instead of personal service or access to raw materials. Identifies three types of capability…

The need to recognize the difference between knowledge and information

T Kippenberger

Argues the need for managers to develop a knowledge perspective in running their businesses. Looks at software companies' high developmental costs with very low production…

So what's a knowledge management project?

T Kippenberger

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their…

Sharing knowledge at BP

T Kippenberger

Concentrates on BP and how it uses knowledge to make itself more effective than its competitors. Argues that learning is at the heart of a company's ability to adapt to a…



Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership