By Leif Edvinsson Professor of Intellectual Capital University of Lund Lund, Sweden In a marketplace, characterized by the growing importance of intangibles and knowledge, as we have not only in Europe today, it has become more and more evident how important knowledge management and Intellectual Capital manage­ ment has become.

1 Introduction.- I: Design Fields.- 2 Business Process Oriented Knowledge Management.- 3 The Fraunhofer Knowledge Management Audit (FKM-Audit).- 4 Motivation for Knowledge Management.- 5 Role Models, Human Resources and Strategy.- 6 Knowledge Management Tools.- 7 Intellectual Capital: Measuring Knowledge Management.- II: Survey.- 8 Delphi Study on the Future of Knowledge Management — Overview of the Results.- 9 A Survey on Good Practices in Knowledge Management in European Companies.- 10 How German Companies Employ Knowledge Management. An OECD Survey on Usage, Motivations and Effects.- III: Case Studies.- 11 Knowledge Management — Results of a Benchmarking Study.- 12 Knowledge Management: The Holistic Approach of Arthur D. Little, Inc..- 13 The Aventis Approach to Knowledge Management: Locating Inhouse Expertise for Immediate Anytime, Anywhere Availability.- 14 Cultural Change Triggers Best Practice Sharing — British Aerospace plc..- 15 Knowledge Management and Customer Orientation Hewlett Packard Austria.- 16 Knowledge Management in a Global Company — IBM Global Services.- 17 Open Minded Corporate Culture and Management Supports the Sharing of External and Internal Knowledge — Phonak.- 18 Sharing Process Knowledge in Production Environments — Roche Diagnostics — Laboratory Systems.- 19 KnowledgeSharing@MED — Enabling Knowledge Sharing by Turning Knowledge into Business.- IV: KM — Made in Europe.- 20 Building Communities. Organizational Knowledge Management within the European Commission’s Information Society Technologies Programme.- List of Figures.- References.- Recommended Further Readings.- Editors.- Contributors.