"Knowledge Loss at the Intel Corporation" Ref: ict0002 The dissertation looks into the contributing factors that can lead to knowledge loss within an organisation. As without effective KM policies and procedures, organisations run the risk of loosing knowledge, therefore reducing the resources that provide the organisation with a competitive edge. For this study into knowledge loss the Customer Business Operations (CBO) department at Intel Corporation was chosen Intel as an organisation and Customer Business Operations (CBO) as a department is suffering from knowledge loss. This paper will therefore examine the affects of employee behaviour from a knowledge perspective, identifying the major inhibitors to the effectiveness of a department through knowledge loss. Outstanding dissertation 15,000 words - 125 pages Excellent use of literature and models Will help you design your own research project Useful for Business, IT and HRM students Introduction 1.0 BOP 1.2 Background 1.3 Aims Industry Analysis - Intel Corporation 2.0 Brief History of Intel 2.1 Products and Services 2.2 S.W.O.T Analysis for Intel 2.3 Organisational Size 2.4 Goals and Strategy 2.5 Intel's Culture 2.6 Financial Analysis 2.7 Summary CBO @ INTEL - Internal Analysis 3.0 Introduction 3.1 CBO @ Intel 3.2 Knowledge Loss in CBO at Intel 3.3 CBO Department Size and Structure 3.4 CBO Products 3.5 CBOs Culture and Mission Statement 3.6 CBO's I.T. 3.7 Summary External Analysis 4.0 Introduction 4.1 The CPU Industry 4.2 Competitor Analysis 4.3 External Environment Analysis 4.4 Environment Uncertainty - Intel 4.4.1 Environment Uncertainty - AMD 4.5 P.E.S.T Analysis for Intel 4.6 Intel's Competitive Advantage 4.7 Summary Literature Review 5.0 Intel's Knowledge Management (KM) Policies and Procedures 5.1 What is Knowledge Management 5.2 Why Implement 'KM' 5.3 Intel's Latest KM Strategy 5.4 Types of Knowledge 5.4.1 Explicit Knowledge 5.4.2 Tacit Knowledge 5.4.3 Intel's Use of 'Explicit' & 'Tacit' Knowledge 5.4.4 Knowledge Conversion 5.5 Knowledge Loss and Retention 5.5.1 How is Knowledge Lost? 5.5.2 Individuals Knowledge Loss 5.5.3 I.T. Knowledge Loss 5.5.4 Knowledge Reinvention 5.6 Knowledge Sharing and Transfer 5.7 Knowledge Innovation 5.8 Summary Methodology 6.0 Research Methodology 6.1 Primary Research 6.2 Methodological Triangulation 6.2.1 Questionnaires - Quantitative Methodology 6.2.2 Basis for the Questionnaire 6.2.3 Interviews - Qualitative Methodology 6.2.4 Basis for Interviews 6.2.5 Observation - Empirical 6.3 Secondary Research 6.4 Internal sources 6.5 Justification of Research Methods 6.6 Summary Critical Reflection of Data Gathered 7.0 The Research 7.1 Choosing the Sample 7.2 The Questionnaire 7.2.1 Type of Questionnaire Used 7.2.2 The Results 7.3 Interviews 7.3.1 The Results 7.4 Limitations and Future Research Analysis 8.0 Overview of Knowledge Management (KM) @ Intel 8.1 Key drivers for Accepting KM 8.2 Overview of Analysis 8.3 Analysis of Findings 8.3.1 Section One 8.3.2 Section Two 8.3.3 Section Three 8.3.4 Section Four 8.3.5 Section Five 8.3.6 Section Six 8.3.7 Section Seven 8.4 Summary Recommendations and Conclusion 9.0 Introduction 9.1 Key Points from Analysis 9.2 Recommendations Recommendation 1 - Encourage People to Stay Recommendation 2 - Recording Information and Knowledge Capture Recommendation 3 - Increased Cross Training Sessions Recommendation 4 - Increase Social Networks Recommendation 5 - Introduction of a Chief Knowledge Officer 9.3 Summary of Recommendations 9.4 Opportunities 9.5 Constraints 9.6 Critical Reflection 9.7 Conclusion Bibliography Appendix 
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