Case Studies in Knowledge Management

(Michael S) #1
Reserve Bank of New Zealand 231

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trieved February 12, 2004, from http://www.oecd.org/document/20/0,2340,en2649
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FURTHER READING

Alavi, M., & Leidner, D. (2001). Knowledge management and knowledge management
systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-
136.
Cohen, D., & Prusak, L. (2001). In good company. Boston: Harvard Business School
Press.
Davenport, T.H., & Prusak, L. (1998). Working knowledge: How organizations manage
what they know. Boston: Harvard Business School Press.
Earl, M. (2001). Knowledge management strategies: Toward a taxonomy. Journal of
Management Information Systems, 18(1), 215-233.
Gold, A., Malhotra, A., & Segars, A. (2001). Knowledge management: An organizational
capabilities perspective. Journal of Management Information Systems, 18 (1), 185-214.
Nahapiet, J., & Ghoshal, S. (1988). Social capital, intellectual capital, and the organiza-
tional advantage. Academy of Management Review, 23(2), 242-258.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization
Science, 5 (10), 14-37.
Snowden, D. (1999). A framework for creating a sustainable knowledge management
program. In J.W. Cortada & J.A. Woods (Eds.), The knowledge management
yearbook, 1999-2000 (pp. 52-64). Boston: Butterworth-Heinemann.


ENDNOTE

(^1) “Foreign Currency Financial” and “Local Currency Financial” mean assets and
liabilities denominated in either foreign currency (e.g., US dollar bonds) or local
currency (e.g., New Zealand government bonds).

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