Case Studies: General
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many articles that have appeared in KnowMap
in the Case Studies: General theme. For a chronological treatment,
see our Current Contents page.
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The Case Studies section is a collection on actual applications
of knowledge management. General covers less specific applications.
For more information, see the General
section of Categories.
Editorials -
Special Views
Roles - Culture
- Strategy
TOOLKIT: Standards - Mapping
- Auditing
CASE STUDIES: General - Learning
- Audits - Maps
- Surveys 
Vol. 2, No. 3: Part
II-A: Leadership & Relationships - Xenia Stanford
This part of the assessment covers Lessons in Leadership, Relationships
between Leaders and Members, Quality and Participation in Decision-Making
and Inclusivity.
Vol. 2, No. 3: Part
II-B: Organizational Culture and Sustainability - Xenia Stanford
The results of the assessment in this part covers Organizational Culture,
Capacity and Sustainability, Formulation of Demands and The Benefits
of a Flattened Sphere.
Vol. 2, No. 2 Social
Capital and Innovation Analysis of the E100 - Part I: Foundations &
Assessment Overview - Xenia Stanford
In the first part of this case study on the E100 network Stanford demonstrates
why Debra M. Amidon has been called a Global CKO. Amidon with her ENTOVATION
100 network is a Competia CI Champion of the Year Award finalist (see
latest News Release).
Vol. 1, No. 5: Modeling
a Culture of Collaboration: Part I - Designing a Social Venture
- Barbara Weaver Smith
Corporate culture determines how well knowledge flows through a company.
Mergers and acquisitions succeed or fail according to how well cultural
differences are addressed and how quickly a unified culture emerges.
This is minor compared to the cultural complexities of a social venture.
Weaver Smith uses a case study to show what happens when multiple organizations
from the public, private, and not-for-profit sectors try to cooperate
for a social purpose.
Vol. 2, No. 1: Modeling
A Culture of Collaboration: Part II - Implementing a Social Venture
Barbara Weaver Smith
Part II chronicles the processes of inventing the project model, implementing
the project, and integrating it into the community landscape. It continues
the following from Vol. 1, No. 5 Modeling
A Culture of Collaboration: Part I - Designing a Social Venture
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