Cross-training, 97
Cultural differences: in codified versusimplicit
knowledge, 15–16; in individual versusteam
knowledge, 14–15; medical research and,
312–313; tacit knowledge about, 260–261
Culture, organizational: apprenticeship, 320–323,
325; for attracting and retaining top talent,
138–139, 140; in category framework, 117;
CEO’s leadership of learning, 161, 171; of
continuous improvement, 140; decentralized,
319; difficulty of changing, 44–45; dilemmas
of knowledge management and, 13–17; emo-
tional climate in, 257–259; executives’ role in
creating, 139, 161; human relationships and,
61; for idea marketplace, 109; internally versus
externally oriented, 16; knowledge manage-
ment change initiatives and, 250–251;
leadership and, 139, 281; learning-
friendly, 255–265; tipping points and
changing, 109, 276–278; trust and
knowledge sharing in, 292–293, 296–298
Culture carriers, 109, 286–287, 290
Cummings, T., 103, 111
Customer service, 152
Customers: responsibilities of, in supply alliances,
81, 87–88; supply alliance management by,
79–89; talking to one’s clients’, 224
Cycles: leadership supply, 306; learning, 67–70,
186–190; learning dissemination, 10
D
DaimlerChrysler, 83
Dangerfield, R., 245
Dassatti, C., 108
Databases: components of effective, 48; informal
learning and, 96; information versusknowledge
in, 40, 42–43, 48, 63; knowledge management
evolution and, 231–235; in leadership guidance
system, 127–128, 131
Davenport, T. H., 239
De Pree, M., 187
Debriefing, 180
Decision and process automation, 28
Decision making: in financial service firms,
318–319, 326, 328; knowledge mapping
for, 113–120; portfolio management approach
to, 313–314; restructuring, in case example,
284–288; team diversity and, 263–264
Defensiveness, 258
Dell, M., 189
Dell Computer, 189, 196
Demographics, 235, 262
Denison, D., 334
Denning, S., 236, 237
Desktop videocams, 61
Destructive comments, 23
Development, 30; in idea marketplace corpora-
tions, 109–110; leadership, 121–132,
305–307. See alsoLeadership development;
Learning headings
Development assignments, 48
Development plans, 126–127
Dialogues: chief executive officers in, 164, 169;
virtual, 36Difference, comfort with, 262–263
Differentiation, 317
Diffuse knowledge, 13
Digital Equipment, 288
Digital revolution. SeeInformation Age/digital
revolution
Directories, company, 237–238
Disney, 86
Dissenters, 285
Diversity: CEO learning from, 167; learning from,
191–192; in teams, 263–264; value of, 158
Document focus, 231–234; shift from, to people
focus, 234–235
Drill-down capability, 130
Drucker, P. F., 19, 20, 126
Drummond-Hay, P., 291, 299
Du Puy, W., 271
Dunbar, R., 276
Dunnivant, B., 309, 315
Duplicity, leadership, 152–153, 154–155
DVD format, 228
Dynamic links, 128
E
Early adopters, 247–248
Economic climate and trends, 137, 211
Education, formal, 186, 190, 195
Effron, M. S., 39, 49
Einstein, A., 129, 302
E-mail, 298, 301
E-mail lists, 77
Eli Lilly and Company, 309–315; background of,
310; CompanyWay Web tool of, 312–313;
InnoCentive subsidiary of, 310–312; portfolio
management research tool of, 313–314;
research and development innovations of,
309–314
Ellison, L., 85
Emotional climate, 257–259
Emotional engagement, 192
Emotional intelligence, 123–124
Employee involvement groups, 73
Employees. SeePeople
Empowerment: CEO communication and, 202;
duplicitous, 152, 153, 157; in financial service
firm, 322; quality monitoring and, 152, 153
Engagement, 157; behavioral change and,
238–239; elements of, 191–193; in knowledge
management, 231–239; in learning, 185–186,
190–193
Enron, 22, 227, 304
Enthusiasm: for developing talent, 198; executive
cultivation of, 140–141
Entrepreneurial behavior, mechanisms for stimu-
lating, 289–290
Epidemics, learning, 109; tipping points and, 109,
276–278; unleashing, 175–183
Erhardt, N. L., 255, 265
Ericsson, 81
ERM, 220–221
Espoused beliefs versusactual choices, 151–153,
155, 159
Essential Manager’s Handbook, 124
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