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The purpose of this paper is to analyze aspects of a network structure that promotes the practice of the knowledge management (KM) process in a service organization. The idea that knowledge is the main organizational resource has established itself in recent years, and knowledge has become more valuable in service organizations. Managing knowledge is therefore a central activity for organizations, and organizational structure must assist in this process.

The research strategy used is the simple case study, applied in a large multinational company in its unit established in Brazil.

The paper points out that the network structure has more flexible characteristics regarding formalization, centralization and integration. In the case study, this structure encourages the flow of knowledge through the interaction between individuals, and also across sectors of the organization, with the aid of a department coordinating the KM process, responsible for the storage and distribution of the best practices for future use in sites of service.

The first point that should be highlighted is that the organization selected for the study is highly advanced in terms of KM, producing excessively positive results. Another negative aspect is related to the single case methodology. It does not allow extrapolation of the results to a larger population.

Within the context of industrial services highlights the service provider sites. The sites correspond to the service provider company frontline. In the sites occur the process of providing service, contact with the customer, improvement activities and, essentially, where knowledge is put in practice. To facilitate the storage and distribution of knowledge, the network structure presents a sector called Center of Excellence. The Center of Excellence aims to centralize the repository of knowledge, enabling the transfer of knowledge between different sites.

The main contribution is aimed at describing the characteristics of a network structure that stimulates the KM process in a service organization. This network of sites facilitates the flow of knowledge and the creative process.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Using New Zealand as example, the purpose of this paper is to consider why Sun wants to establish centres of excellence and what the benefits are for the contributors.

This article combines narrative and analysis.

Concludes that each party in a centre of excellence gains benefits from its association.

Provides an example of a new way of working in the library sphere.

At most large companies today, the activities and structure of the corporate center are based on a traditional functional support model that is no longer appropriate for maximizing the value of the company. In the modern corporation, thought should be given to organizing the center not around support functions, but around clearly defined value‐creating activities. The resulting structure would look very different from the traditional model, but would give the CEO added leverage for achieving superior performance over time. Most companies actually do recognize the need for change and have attempted, with varying success, to modify or adapt the traditional corporate center structure to contemporary needs. For example, in many companies, some form of a business development function has been added to the center, and IT has been elevated from a narrow technical function to a broader information management role. Some companies have also created corporate‐based centers of excellence, such as marketing and knowledge management, to leverage competitive advantages spanning multiple business units. And in almost all companies, the role of the CFO has been expanded from reporting, treasury, audit and tax to include a more “strategic” scope of responsibilities. In our view, these modifications, while directionally helpful, cannot overcome the inherent shortcomings of the traditional corporate center: it is imperfectly aligned with the objectives, the complexity and the scale of the modern corporation. Consequently, we believe top management should consider redefining the activities and changing the structure of the center to become a powerful enabler of, and not an obstacle to, superior performance. To improve the performance of the corporate center, top management needs to address two challenging tasks: first, how to create a new model of the center and, second, how to replace the old model of the center.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.