Knowledge Management

Best Practices in Europe

  • Kai Mertins
  • Peter Heisig
  • Jens Vorbeck

Table of contents

  1. Front Matter
    Pages I-XXII
  2. Introduction

    1. Kai Mertins, Peter Heisig, Jens Vorbeck
      Pages 1-10
  3. Design Fields

    1. Front Matter
      Pages 11-11
    2. Jens Vorbeck, Ina Finke
      Pages 37-56
    3. Peter Heisig, Jens Vorbeck, Johannes Niebuhr
      Pages 57-73
    4. Ingo Hoffmann
      Pages 74-94
  4. Survey

    1. Front Matter
      Pages 95-95
    2. Peter Heisig, Jens Vorbeck
      Pages 97-123
  5. Case Studies

  6. KM in Europe

    1. Front Matter
      Pages 219-219
    2. Kai Mertins, Peter Heisig, Jens Vorbeck
      Pages 221-237
  7. Back Matter
    Pages 238-265

About this book


By Robert C. Camp, PhD, PE Chairman Global Benchmarking Network (GBN), Best Practice Institute™, Rochester, NY, USA The perception, sharing, and adoption of best practices is mostly attributed to the activity called benchmarking. Obtaining maximum value from best practices is usually attributed to knowledge management. One is an extension of the other. Knowledge management can be looked upon as the management of knowledge about best practices whether in the mind as human capital or as intellectual assets or property. Most organizations now recognize the absolute imperative for the identification and collection of best practices through benchmarking. It can be a strategic strength when practiced and a fatal weakness if not pursued. But there is a serious disconnection in the exchange and adoption process. Despite significant advances in the approaches and technology that pursue improvement (six sigma, process redesign, customer relationship management, etc.), organizations continue to experience great difficulty in successfully transferring leading practices. Some would say these are exemplary, proven, observed, or promising, but, in the final analysis, they are best practices -with the objective of becoming world class. More insight is needed into how leading, or best practices are transferred and adopted - said differently, best practices for knowledge transfer or knowledge management.


Business Processes Information Technology (IT) Motivation Six Sigma Wissensmanagement business business process change management customer relationship management knowledge management knowledge transfer management organization

Editors and affiliations

  • Kai Mertins
    • 1
  • Peter Heisig
    • 1
  • Jens Vorbeck
    • 1
  1. 1.Fraunhofer InstituteProduction Systems and Design Technology (IPK)BerlinGermany

Bibliographic information

  • DOI
  • Copyright Information Springer-Verlag Berlin Heidelberg 2001
  • Publisher Name Springer, Berlin, Heidelberg
  • eBook Packages Springer Book Archive
  • Print ISBN 978-3-662-04468-1
  • Online ISBN 978-3-662-04466-7
  • Buy this book on publisher's site
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