Knowledge management is increasingly confronted with contradictory demands as corporate environments become more global, unpredictable, and complex. In the recent past, more and more academic researchers have adopted a paradoxical lens when dealing with organizational contradictions. This article, therefore, aims at combining Siemens Healthcare’s knowledge management approach with the current paradox literature. To facilitate a full understanding of this matter, it is at first defined what paradox is and is not. Paradoxes of learning, belonging, and organizing are then introduced and specified on a general level. Based on the presented theoretical foundations, Siemens Healthcare’s knowledge management strategy is evaluated from the perspective of the three paradoxes discussed here. It becomes apparent that the simultaneous organizational pursuit of divergent contradictions enables more comprehensive knowledge management efforts that can benefit firm’s overall business activities and competitiveness.

Nowadays, knowledge is key to value-creation in most industries, but for consulting companies, the knowledge generated and shared in the organization represents the core service. Therefore, a strategy for active knowledge management and utilization of knowledge in its different state is needed. The present paper provides a review focusing on the meaning of knowledge for consulting activities. The different stages of a consulting project are examined and the demand for knowledge management support in the course of the project execution is analyzed. Additionally it is emphasized that two different management strategies are applied simultaneously in the companies. With the personification strategy the human oriented approach is practiced, within the technical oriented approaches of the codification strategy the storage of explicit knowledge is promoted. Next to the codification and personification strategy the coordination of the goals within the knowledge management as well as the active knowledge management influence on the consulting success is emphasized. The paper aims to point out the increase of customer satisfaction, quality of consulting services as well as the effectiveness in project work based on knowledge management.

This paper is designed mainly to provide a picture of how the value of Knowledge Management Projects within Siemens Healthcare is assessed and analyzed. Due to the growing number of knowledge and new research areas, especially in medicine, it is essential to provide up todate information with an impact on the healthcare business. The degree to which the organization effectively uses this information is an indicator of the organizational knowledge management maturity. The main question to be answered is “Which performance indicators should be measured when analyzing the quality and success of a knowledge management project”. We reviewed available literature to validate the performance indicators that show positive outcomes of the projects. Most importantly we want to emphasize how easily these metrics can be implemented into the company’s operational business. We, therefore, recommend web-based surveys and reporting tools that automatically measure and calculate the results. The information should be easy to read and enable effortless performance change monitoring.

The main objective of this paper is to show how efficiently Siemens Healthcare connects knowledge holders and knowledge recipients from various disciplines within the company. Siemens offers its customers products and solutions for the entire range of patient care from a single source – from prevention and early detection to diagnosis, treatment, and aftercare. Optimizing clinical workflows always requires a multidisciplinary team and a collaborative structure between e.g. medical advisors, researchers, scientists, and healthcare economists. This new form of collaboration brings together experts with deep technical experience, physicians with specialized medical knowledge, as well as people with comprehensive knowledge about health economics. To create a knowledge network Siemens Healthcare introduced the Clinical Competence Centers for specialized medical knowledge, the Clinical Knowledge Base as online platform for disease specific information and the Healthcare Academy for medical education and web-based trainings. These are impressive examples of the successful knowledge management and education strategy of Siemensthe