Knowledge Management at the DaimlerChrysler Corporate University

  • Wilfried G. Aulbur
  • Michael Müller


During the past two years the DaimlerChrysler Corporate University has been responsible for organizing Corporate Knowledge Management initiatives. [1] The present chapter focuses on practical issues regarding the organization, support, and impact of such initiatives. It intends to provide interested readers with implementation ideas that may be easily adapted to their respective business environments. In particular, the chapter tells you why the Corporate University took charge of Knowledge Management initiatives, how it supports them, and what comprises the university’s value proposition. The chapter ends with a vision for the university’s future role in a business environment that is characterized by the integration of Knowledge Management with E-learning and E-business activities.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. [1]
    Aulbur, W.G./Irish, N.C./Müller, M./Haas, R.E., DaimlerChrysler: Communities of Practice that work, to be published.Google Scholar
  2. [2]
    Karlenzig, W., Chrysler’s new Know-Mobiles, Knowledge Management, 1999, p. 58–66.Google Scholar
  3. [3]
    Yu, D., Building Fiscal Knowledge at Debis Capital Services, Knowledge Management Review, 3(2000)3, p. 20–23.Google Scholar
  4. [4]
    Verdugo, D.G., Knowledge Management for MandA in DaimlerChrysler, in: Peter Rossbach ed., Knowledge Management in Banken, 2000.Google Scholar
  5. [5]
    Jacobson, A., Chrysler’s Engineering Book of Knowledge, Case Study, The Ernst and Young Center for Business Innovation, April 1997.Google Scholar
  6. [6]
    American Productivity and Quality Center Best Practice Report, Building and Sustaining Communities of Practice, URL: http://www.apqc.orgMarch 2001
  7. [7]
    Wenger, E.C./Snyder, W.M., Communities of Practice: The Organizational Frontier, Harvard Business Review, January-February 2000, p. 139–145.Google Scholar
  8. [8]
    Harvard Business Review on Knowledge Management, Harvard Business Review Series, Harvard Business Press, Boston 1998.Google Scholar
  9. [9]
    Davenport, T.H./Laurence P., Working Knowledge — How organizations manage what they know, Harvard Business Press, Boston 1997.Google Scholar
  10. [10]
    O’dell, C.S., Essaides, N., Ostro, N., Grayson, C., If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice, Free Press, 1998.Google Scholar
  11. [11]
    For a more theoretical definition of CoPs, see Ref. 7.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden 2001

Authors and Affiliations

  • Wilfried G. Aulbur
    • 1
  • Michael Müller
    • 1
  1. 1.DaimlerChrysler AGBangalore/StuttgartGermany

Personalised recommendations