Case B: An update bringing the reader current with developments in Booz Allen Hamilton’s knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture.

To explain the role that corporate culture has played in the performance of IBM, this case traces the culture of IBM under four of its influential leaders: Thomas Watson, Sr., Thomas Watson , Jr., John Akers and Lou Gerstner. Particular attention is paid to Gerstner's impact revitalizing the culture and bringing the company back, in some sense, to its cultural roots.

The new CEO of DEI airlines is faced with the challenge of creating a customer service oriented culture in a company that is losing money, needs to shed staff, has a terrible reputation among passengers, and is still driven by the subcultural differences resulting from its merger ten years ago.

Case A: The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.