Intro; Contents; Notes on Contributors; List of Figures; List of Tables; 1: Introduction: Managing Knowledge intheTwenty-First Century; The Historical, Social andEconomic Context; The Academic Domain ofKnowledge Management; Aims andObjectives oftheHandbook ofKnowledge Management; Structure andContent oftheHandbook ofKnowledge Management; References; Part I: Conceptual and Theoretical Foundations of Knowledge Management; 2: The Domains ofIntellectual Capital: AnIntegrative Discourse Across Perspectives; Introduction; Conceptual Framework; Individual-Level Human Capital Firm- or Unit-Level Resources andOrganisational CapitalA Discourse BetweenHuman Capital, Human Capital Resources andDynamic Capability; Social Capital; A Discourse BetweenSocial Capital andDynamic Capabilities; Discussion andConclusion; Bibliography; 3: Critical Evaluation ofNonaka's SECI Model; Introduction; Theoretical Development oftheSECI Knowledge Creation Process; Tacit andExplicit Knowledge: TheFoundation; SECI: TheProcess ofKnowledge Creation ThroughConversion; Socialisation; Externalisation; Combination; Internalisation; Organisational Knowledge Creation Organisational KnowledgeBa: TheShared Context ofKnowledge Creation; Knowledge Assets: TheInput andOutput ofKnowledge Creation; Extensions oftheSECI Model; Organisational Culture; Knowledge Leadership; Organisational Learning; Organisational Application oftheSECI Model ata German Airport; Contextual Background oftheAirport Industry; Knowledge Vision andObjectives; Implementation oftheSECI Model: Processes ofKnowledge Conversion; Emphasising Ba forOrganisational Implementation; General Impact oftheKnowledge Creation Meetings; Results fromPractice: Process Inventory Critical Evaluation andConclusionReferences; 4: Organisational Learning andKnowledge Management: AProspective Analysis Based ontheLevels ofConsciousness; Introduction; Organizational Learning andKnowledge Management: Traditional Approaches; Organizational Learning andKnowledge Management: TowardstheLast Stage; Conclusion; References; 5: Knowledge Management andUnlearning/Forgetting; Introduction andOutline; Unlearning: TheBackground toaConcept; Defining Unlearning; Differentiating Unlearning; Models andTheories ofUnlearning; Individual Knowledge, Learning andUnlearning Individual Learning Theories andUnlearningPsychological andEducational Perspectives onUnlearning; Organisational Knowledge, Learning andUnlearning; Organisational Unlearning; Organisational Memory andUnlearning; Explicit Organisational Knowledge andUnlearning; Tacit Organisational Knowledge andUnlearning; Key Individuals andOrganisational Unlearning; Industries, Occupations andUnlearning; Implications forPractice; Conclusion; References; 6: Knowledge Management andOrganisational Culture; Knowledge Management Systems andOrganisations; Organisational Culture

This international Handbook provides a comprehensive overview of key topics, debates, and issues within the now well-established field of Knowledge Management (KM).