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notes on the Chapter 271
11 Davenport, T. H. (1994) ‘Saving IT’s Soul: Human Centered Information Management’,
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12 Eckert, P. (2006) ‘Communities of Practice, Encyclopaedia of language and linguistics.’
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13 Durham, M. (2004) ‘Three Critical Roles for Knowledge Management Workspaces’, in M.E.D.
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14 Wenger, E. C. and Snyder, W. M. (2000) ‘Communities of Practice: The organisational frontier’,
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15 Sources include: Schlumberger Press Release (2010) ‘Schlumberger Cited for Knowledge
Management’, Schlumberger Press Office Date: 03/12/2010; François Deltour F., Loic Plé, L. and
Roussel, C. S. (2013) ‘Eureka! Developing Online Communities of Practice to Facilitate Knowl-
edge Sharing At Schlumberger’, IESEG School of Management, LEM, Case Study 313–122–1.
16 Nonaka, I. and Takeuchi (1995) The Knowledge-Creating Company. New York: Oxford University
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17 Nonaka, I. and Toyama, R. (2003) ‘The knowledge-creating theory revisited: Knowledge crea-
tion as a synthesizing process’, Knowledge Management Research & Practice, 1, pp. 2–10.
18 Shenkar, O. (2010) Copycats: How Smart Companies Use Imitation to Gain a Strategic Edge, Boston,
MA: Harvard Business School Press.
19 Shenkar, O. (2012) ‘Just Imitate It! A Copycat Path to Strategic Agility’, Ivey Business Journal,
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20 Sources include: West, K. (2011) ‘Formula One trains van drivers’, The Times, 1 May; f1network.
net, http://www.f1network.net/main/s107/st164086.htm
21 Hayes, R.J. and Wheelwright, S.C. (1984) Restoring our Competitive Edge. New York: Wiley.
22 Chase, R.B. and Hayes, R.J. (1991) ‘Beefing up operations in service firms’, Sloan Management
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