Some organizations are beginning to evaluate and reward personnel
who share and use knowledge. One example of this is IBM Lotus Development,
which assigns 25 per cent of the total performance evaluation of its customer
support employees to knowledge sharing. Another example is Buckman
Laboratories, which applauds the work of its top hundred knowledge sharers
and honors them with an annual conference at a resort. Similarly, ABB evaluates
some managers based not only on the impact of their decisions, but also on
the information they use in the decision-making process.