Valuing knowledge sharing in Lafarge

Abstract

Abstract This paper describes the detailed process of a knowledge sharing strategy at Lafarge, a global player in the construction materials industry. The case study explains why this company uses such a strategy to create value for stakeholders, provide a local access to know‐how and build a knowledge sharing culture among divisions. It argues that a well‐articulated approach of a knowledge sharing strategy consists in creating a knowledge portfolio, supporting a knowledge management structure, providing tools for collaboration and nurture a culture of knowledge sharing through awards. At the end, we discuss the lessons learned by the Corporate Knowledge Manager on this strategy and we study how she can quantify the value brought by its action. In a whole, this paper gives insights of critical issues in moving a global company towards a knowledge‐sharing organization. Copyright © 2006 John Wiley & Sons, Ltd.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 20 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.