Knowledge Management in Digital Change

New Findings and Practical Cases

  • Klaus North
  • Ronald Maier
  • Oliver Haas

Part of the Progress in IS book series (PROIS)

Table of contents

  1. Front Matter
    Pages i-xiii
  2. Klaus North, Ronald Maier, Oliver Haas
    Pages 1-29
  3. Digitally Enabled Enrichment of Resources to Leverage Human Performance

    1. Front Matter
      Pages 31-31
    2. Achim Rettinger, Stefan Zander, Maribel Acosta, York Sure-Vetter
      Pages 33-49
    3. Hans-Peter Schnurr, Dominik Aronsky, Dirk Wenke
      Pages 51-63
    4. Michael Kohlegger, Christian Ploder
      Pages 65-81
    5. Anja Richert
      Pages 97-110
  4. Collaboration and Networking

    1. Front Matter
      Pages 111-111
    2. Sebastian Kernbach, Sabrina Bresciani
      Pages 129-152
  5. Leading and Learning 4.0

    1. Front Matter
      Pages 207-207
    2. Thorsten Petry
      Pages 209-218
    3. Daniel Weihs
      Pages 219-226
    4. Jörgen Jaanus, Nina Suomi, Tobias Ley
      Pages 247-262
    5. Angelika Mittelmann
      Pages 263-275
    6. Peter A. Henning
      Pages 277-290
    7. Angela Fessl, Gudrun Wesiak, Viktoria Pammer-Schindler
      Pages 291-308
  6. New Forms of Knowledge-Intensive Digitally Enabled Value Creation

    1. Front Matter
      Pages 309-309
    2. Andréa Belliger, David J. Krieger
      Pages 311-326
    3. Piers J. W. Bocock, Tara M. Sullivan, Rebecca Arnold, Rupali J. Limaye
      Pages 327-341
    4. Fabricio Foresti, Gregorio Varvakis
      Pages 343-358
    5. Christian Kreutz
      Pages 367-375
    6. Roberto C. S. Pacheco, Everton R. Nascimento, Rosina O. Weber
      Pages 377-388
  7. Back Matter
    Pages 389-394

About this book


This book features both cutting-edge contributions on managing knowledge in transformational contexts and a selection of real-world case studies. It analyzes how the disruptive power of digitization is becoming a major challenge for knowledge-based value creation worldwide, and subsequently examines the changes in how we manage information and knowledge, communicate, collaborate, learn and decide within and across organizations. The book highlights the opportunities provided by disruptive renewal, while also stressing the need for knowledge workers and organizations to transform governance, leadership and work organization. Emerging new business models and digitally enabled co-creation are presented as drivers that can help establish new ways of managing knowledge. In turn, a number of carefully selected and interpreted case studies provide a link to practice in organizations. 


knowledge management digital transformation digitally enabled knowledge work knowledge economy organizational learning knowledge economy 4.0 organizational learning 4.0

Editors and affiliations

  • Klaus North
    • 1
  • Ronald Maier
    • 2
  • Oliver Haas
    • 3
  1. 1.Wiesbaden Business SchoolRheinMain University of Applied SciencesWiesbadenGermany
  2. 2.School of ManagementUniversity of InnsbruckInnsbruckAustria
  3. 3.Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)BonnGermany

Bibliographic information