supporting, 93–100; tracking, 99–100;
uncovering, 94–95; value of, 93
Information Age/digital revolution: knowledge
movement and, 121, 131; leadership require-
ments and, 135–136; organizational changes
due to, 53–54, 55
Information hoarding, 42–43, 44–45
Information overload, 121–122, 303
Information proliferation, 53–54
Information sharing, knowledge management
versus,40, 42–45, 62–63. See alsoKnowledge
sharing and delivery
Information technology: accessibility and usability
of, 294; as barrier to knowledge sharing,
248–249, 253, 294, 298; change in, 114–115,
121–122, 135–136; for CEO learning, 168;
evolution of knowledge management and,
231–235; fear of, 248–249, 253; knowledge
management versus,40, 41, 61; for large multi-
nationals, 108; for leadership development and
guidance, 121–132; leadership requirements
and, 135–136; for leadership support, 301–307;
overreliance on, 56, 259–260, 298; for rapid
knowledge sharing, 9–10; using, 298
IT function: knowledge management in, 41;
turnkey outsourcing of, 85–86, 88
Information versusknowledge, 40, 42, 45, 62–63
Infrastructure: for learning, 181–183; for learning
and sharing, 275–278, 279; for moving ideas
across boundaries, 74–76, 108, 281
Inhibition, 186
Initiative, creating innovation and, 289–290
Inland Paperboard and Packaging, 95
Inner-oriented cultures, 16
InnoCentive, Inc., 310–312
Innovation: collaborative approaches to,
309–314; competitive advantage and, 136;
creating initiative and, 289–290; leadership
of, 327–328; local, 6; in research and develop-
ment company, 309–314; rewarding, 144;
toleration for risk and, 144
Innovation market, 288
Innovation partnerships, 224–225
Inside-out knowledge, 13, 16
Insight by analogy, 29, 34
Inspire, ability to, 138–139, 140–141
Institute for Knowledge Management (IBM), 295
Institutional memory, 235
Instrument landing system (ILS), 302–303
Intangibles, 66, 105
Integrated leadership support system (ILSS),
301–309
Integrated organization: challenges of, 317; of
financial service firm, 317–330; inside-out/
outside-in knowledge dilemma and, 16
Integrity: belief systems and, 197–200; client trust
and, 227; in executive behavior, 137–138,
327; speaking up about, 22; spiritual engage-
ment and, 193
Intel, 104, 121
Intellectual capital: CEO agenda for, 170, 173;
credit for ideas and, 105; defined, 59; financial
service clients and, 329; legacy-leaving for,
211–218; leveraging, through knowledgemanagement, 113–115; sharing, through
person-to-person interaction, 39, 45–48.
See alsoPeople
Intellectual engagement, 191–192
Intelligence, computer versushuman, 259–260,
273–275, 333–334
“Intelligence everywhere” slogan, 307
International Data Corporation, 43
International Sematech, 263–264
Internet: for collaborative research and develop-
ment, 310–312; knowledge management focus
and, 231–232; for leadership development
guidance, 124–132
Intranet: informal learning with, 96; leadership
development and guidance system on, 125–131
Inventory management, 27
Investment banks, 318
Isuzu, 15–16
J
Jackson, S. E., 255, 265
Jacobson, B., 211, 218
Japan and Japanese culture: codified versus
implicit knowledge in, 15–16; knowledge
management approach of, 56–57, 60; team
versusindividual knowledge in, 14
Job aids, 96
Job assignments, 48, 68, 177–178
Job design, for personal growth, 156
Jobs, S., 189
Just-in-time actions, 106
Just-in-time guidance, 121–132
Just-in-time inventory management, 125, 140
Just-in-time learning: for chief executive officers,
166; in financial service firm, 325; in large
multinationals, 110; for leadership develop-
ment and guidance, 125–127
K
Katzenbach, J. R., 27, 37
Katzenbach Partners LLC, 37
Kaye, B., 211, 218
Kelleher, H., 187, 201
Kerr, S., 74, 76, 109, 317, 321, 331
Keywords, 118
Kissing up, 23
Knowing-doing gap, 151–153, 159, 186, 192
Knowing-Doing Gap, The(Pfeffer and Sutton), 122
Knowing-learning dynamic, 186–190
Knowing stage of learning, 188–189
Knowledge: application of, 113–132; definitions of,
40, 45, 57–58, 62–63, 149; as experience versus
information, 40, 42, 45; five dilemmas and
types of, 13–17; human dimension of, 40, 42,
45, 57–59, 259–260; information versus,40, 42,
45, 62–63; as people versusa thing, 56–59; as
power, 261–262, 294; power of, versusrank,
182–183; for successful leaders, 133–144
Knowledge capital, 114
Knowledge creation: CEOs as leaders of, 161–173;
conditions for, 62; in human relationships,
57–63; organizational learning capability and,
66–67; time frame for, 62. See alsoIdea
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