Performance Through Learning is a practical guide to the key issues surrounding knowledge management from a human resource perspective and provides incisive insights into developing a strategy linked to organizational learning. The authors present a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools. The book is divided into two parts and includes: *An overview of theory *Case studies and practitioner stories from a range of KM initiatives *Tools and techniques for implementing an effective KM strategy. Written by a respected international author team, the book provides an understanding of the theory that supports knowledge management in the current business environment. Drawing upon real-life examples across a variety of organizational settings, from large global financial and professional services firms, to multinational oil and mining companies, to a small charity in the voluntary sector

'Bottom-Line Knowledge Management' aims to educate HR practitioners in the area of knowledge management and provides a strong fit with the IHP series. An underlying assumption is that knowledge management is a key element in managing change, organizational learning, business performance and sustaining competitive advantage - which are critical and constant in today's organizations. Each chapter includes an introduction, a brief overview of theory, implementation guidelines, performance measurements and scorecards, answers to frequently asked questions, tools and techniques for effective knowledge management, and stories told by experienced practitioners in companies, government and non-governmental businesses around the globe. Each chapter ends with a brief summary and questions for a student or reader to expand their ability to apply the information from the chapter in practice. British Petroleum's experience over more than a decade of change, including its widely publicized knowledge management initiative, as well as Clarica's initiative that has led to a Most Admired Knowledge Enterprise (MAKE) award in 2001, are woven throughout the book. Discussed throughout are other short cases (2-8 pages) from around the globe. Interviews with academic and practitioner authorities in the field of knowledge management, (e.g., Hubert Saint-Onge, Verna Allee, Karl Wiig) add an understanding of the theory that supports knowledge management in the current business environment.