| 6 | -- | 17 | Alton Yeow-Kuan Chua, Wing Lam. Why KM projects fail: a multi-case analysis |
| 18 | -- | 35 | Andreas Riege. Three-dozen knowledge-sharing barriers managers must consider |
| 36 | -- | 50 | Chinho Lin, Jong-Mau Yeh, Shu-Mei Tseng. Case study on knowledge-management gaps |
| 51 | -- | 63 | Sven C. Voelpel, Zheng Han. Managing knowledge sharing in China: the case of Siemens ShareNet |
| 64 | -- | 82 | Kuan Yew Wong, Elaine Aspinwall. An empirical study of the important factors for knowledge-management adoption in the SME sector |
| 83 | -- | 92 | Isao Matsumoto, John Stapleton, Jacqueline Glass, Tony Thorpe. A knowledge-capture report for multidisciplinary design environments |
| 93 | -- | 100 | James J. Hoffman, Mark L. Hoelscher, Karma Sherif. Social capital, knowledge management, and sustained superior performance |
| 101 | -- | 115 | Jenny Darroch. Knowledge management, innovation and firm performance |
| 116 | -- | 127 | Pasi Pyöriä. The concept of knowledge work revisited |
| 128 | -- | 141 | Nicozaan Finestone, Retha Snyman. Corporate South Africa: making multicultural knowledge sharing work |