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Chapter 15 of the book "Learning Through Knowledge Management" is presented. It looks at the view of International Business Machines (IBM) Corp. on knowledge and information in managing the business. It highlights the development of a knowledge management programme called Intellectual Capital Management (ICM) by IBM which focused on information for its customers and the ICM AssetWeb which enabled sharing knowledge during customer engagements.

Chapter 22 of the book "Learning Through Knowledge Management" is presented. It focuses on Singapore Airlines and its approach to knowledge management through its service aid, the PROS Revenue Management System, which is a technology developed to forecast and optimize the allocation of airline seats based on the historical travel patterns and booking trends of the customers. It also notes the development of department newsletters and company-wide magazine for internal communication and dissemination of information within the organization.

Chapter 24 of the book "Learning Through Knowledge Management" is presented. It tells the history of automated office copier manufacturer Xerox Corporation and how it survived from near bankruptcy in the 1980s through the knowledge management strategy it applied in its organization. It highlights the emphasis of Xerox on learning and innovation for competitive advantage, promoting knowledge sharing to its employees by creating various projects such as Eureka, DocuShare on the Internet and electronic yellow pages.

Chapter 1 of the book "Learning Through Knowledge Management" is presented. It explores the history of knowledge management and organizational learning which were realized when business started flourishing in the 1980s. It highlights the function of knowledge management in leading an organization to business success. Details are also provided regarding the definition of knowledge and knowledge management in a corporate setting.

Chapter 23 of the book "Learning Through Knowledge Management" is presented. It features the European Union (EU) project headed by the Swedish National Crime Intelligence Unit Child Protection Division which was created to battle against child pornography spreading due to the Internet. It highlights how the Swedish National Crime Intelligence Division applied knowledge management through the use of a technology called Visual RetrievalWare®, which helped in the recognition of images from the authorities' library of known child pornography pictures.

Chapter 21 of the book "Learning Through Knowledge Management" is presented. It focuses on software consultancy Quidnunc in implementing its knowledge management as it expanded its organization. It explores the approach of the company and the measures it took to perform knowledge management such as information technology (IT) philosophy, discussion folders, knowledge yellow pages and knowledge management measurement.

Chapter 20 of the book "Learning Through Knowledge Management" is presented. It explores the development in the organization of the Post Office (PO) by implementing knowledge management and instilling it in each employee. It notes how the formed knowledge management group in the PO worked hand-in-hand with the company's mission as sources of knowledge in the world postal and distribution industry.

Chapter 18 of the book "Learning through Knowledge Management" is presented. It concentrates on Monsanto Company and the measures it took in order to link knowledge management to the mission of the company to manufacture products that would solve growing global demand for food and health. It notes the knowledge management architecture (KMA) created to go with the company's collective intellect, bringing innovations to the market faster and improving on operations.

Chapter 16 of the book "Learning Through Knowledge Management" is presented. It focuses on the knowledge-led organization of British information systems company International Computers Limited (ICL) and its recognition of a duty that would gain them competitive advantage. It highlights the measures taken by ICL to pursue its knowledge initiative such as the founding of the knowledge management network, the Project Vik and Cafe Vik.

Chapter 14 of the book "Learning Through Knowledge Management" is presented. It explores the system of learning in the said innovative organizational system of Honda Motor Company. It highlights the operating principles recognized by the company which observed constructive contention in all its employees. It also notes the expert system applied which focused on keeping and building knowledge.

Chapter 13 of the book "Learning Through Knowledge Management" is presented. It looks at computer manufacturer Hewlett-Packard (HP) and their development of an organization and culture which prioritized knowledge management. It highlights the creation of workshops on knowledge sharing, the HP Consulting program and the approach that launched the knowledge management initiative of the company.

Chapter 9 of the book "Learning Through Knowledge Management" is presented. It focuses on Swedish company Celemi and its product of developing learning processes and tools for its client companies in order to aid them in running their organizations and businesses. It provides an interview with Celemi chief executive and president Margareta Barchan regarding the significance of knowledge management for organizations. It also explores the Intangible Assets Monitor used by Celemi which is based on the work of business consultant Dr. Karl Erik Sveiby.

Chapter 11 of the book "Learning Through Knowledge Management" is presented. It explores the approach of European information and communications technology (ICT) services group CMG PLC to knowledge management. It discusses the company's organization, culture and their reliance on technology to practice networking and stay connected with the teams. It also highlights the development of knowledge intranet technology which consultants used in managing knowledge.

Chapter 10 of the book "Learning Through Knowledge Management" is presented. It explores how knowledge management worked for petroleum company Chevron Corp. It highlights how Chevron, led by its chairman and chief executive officer (CEO) Ken Derr, transformed into a learning organization in 1985 when it applied knowledge management. It also notes global competition as key to the restructuring of organizations and cites various measures taken by Chevron as it brought learning and managing knowledge to action.

Chapter 8 of the book "Learning Through Knowledge Management" is presented. It features the measures taken by oil company British Petroleum (BP) Amoco in putting knowledge management to practice initiated by group chief executive Sir John Browne in 1996. It highlights the Connect intranet system created to allow a balance between structured taxonomy of expertise areas and free form anarchic entry in the organization, which is then combined with other tools and practices to support knowledge sharing.

Chapter 7 of the book "Learning Through Knowledge Management" is presented. It concentrates on the organization of British Airways (BA) as it has applied knowledge management and learning. It explores the measures taken by the management, which include technological solutions and instilling the sharing behavior in its employees, in transforming the company into a knowledge-based, knowledge-led airlines.

Chapter 6 of the book "Learning Through Knowledge Management" is presented. It points out the rise of globalization in business brought about by the creation of the Internet that have helped knowledge workers in keeping themselves updated on the latest information, concepts and methodologies related to their organization. It also highlights the role of knowledge and learning in order for a business to be successful.

Chapter 5 of the book "Learning Through Knowledge Management" is presented. It looks at knowledge management measurement which was brought about by the regard of companies on knowledge as a resource to gain returns. It discusses the total quality management (TQM) philosophy as applied in knowledge-driven industries. It also highlights the role of technology in sustaining the organizational culture through measures of knowledge capture, storage and dissemination.

Chapter 4 of the book "Learning Through Knowledge Management" is presented. It concentrates on the importance of leadership of senior management in instilling and sustaining the culture and climate that develop knowledge in an organization. It explores various areas of organizational leadership such as the roles, the formation of teams and the handling of the individual towards learning.

Chapter 3 of the book "Learning Through Knowledge Management" is presented. It highlights the awareness of both individual and organizational culture in an organization which are said to be the primary determinant of knowledge management. It explores the use of identifying the cultures and climates of an organization in order to create learning through knowledge sharing. It also cites several cultural norms that aid in knowledge sharing and learning.

Chapter 2 of the book "Learning Through Knowledge Management" is presented. It comments on the developments in managing an organization, wherein the traditional organization design, which lacks in interfunctional coordination, is replaced by a process-led organization design that combines the focus on individual tasks with the organization as a whole. It highlights the importance of knowledge and learning in managing modern corporations.

Chapter 19 of the book "Learning Through Knowledge Management" is presented. It discusses the corporate culture created at Pacific Western Airlines (PWA) that featured innovation, learning and quality. It notes several innovation done by PWA such as the Chieftain shuttle air trip, as well as the Stampeder service that encouraged even employees to contribute in the shaping and implementing of the product.

Chapter 17 of the book "Learning Through Knowledge Management" is presented. It discusses the move of Lucent Laboratories beyond the idea of inventions to innovation that is research-driven, converting ideas into a market reality. It also highlights the history of Lucent's research and development (R&D) arm which emerged in their technology strategy.

Chapter 12 of the book "Learning Through Knowledge Management" is presented. It features the Ford C3P Programme created by Ford Motor Co. for their knowledge management which started in 1996. It explains the C3P technology, which stands for computer-aided design, computer-aided manufacturing and computer-aided engineering (CAD/CAM/CAE) and product information management (PIM), which set Ford in their mission to integrate knowledge.

A preface for the book "Learning Through Knowledge Management" is presented.

People who the author would like to thank for their assistance in the creation of the book "Learning Through Knowledge Management" are mentioned.

This section of the book "Learning Through Knowledge Management" presents the profiles of authors who contributed to the publication. Professor Pervaiz K. Ahmed is the Management Chairman at the University of Wolverhampton. Malaysian Lim Kwang Kok graduated from the University of Bradford Management Centre finishing his master's degree in business administration (MBA). MBA graduate Ann Y. Loh was also from the University of Bradford Management Centre.