Since June 2007 Eline has worked as a consultant at DNV-CIBIT. She has been actively involved in a wide range of Knowledge Management projects.

Eline works for profit and non profit organizations e.g. Rabobank Group, Department of Justice, Forensic Care Institutions, Transport and Water Management Inspectorate and Ministry of the Interior and Kingdom Relations.
Between September 2008 and March 2009 Eline has been hired by DNV Maritime in Oslo to work on Knowledge Management issues within this division. She was for instance of assistance in making a Knowledge Management governance model for rule development and rule implementation, the two most important knowledge processes in DNV Maritime.

1. The Fifth Discipline
   The Art & Practice of The Learning Organization, P.M. Senge, 1990, Currency..
   In this book Senge proposes the "systems thinking" method to help a corporation to become a "learning organization", one that integrates at all personnel levels indifferently related company functions (sales, product design, etc.) to "expand the ability to produce." He describes requisite disciplines, of which systems-thinking is the fifth. Others include "personal mastery" of one's capacities and "team learning" through group discussion of individual objectives and problems. Employees and managers are also encouraged to examine together their often negative perceptions or "mental models" of company people and procedures.

2. Knowledge management: the practise
   M. Weggeman, 2001, Scriptum.
   Most organisations are aware of (the importance of) knowledge management. They are interested in the theory and have probably already taken some steps towards integrating it in the organisation. But what’s next? In this book Weggeman describes and discusses more than 70 different organisations and the way they integrated knowledge management.

3. Knowledge Sharing in Practise
   M.H. Huysman & D. Wit, 2002, Springer.
   In this volume organiational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing (knowledge acquisition, knowledge reuse and knowledge creation) at ten large companies are discussed and analysed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organisations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organisations can avoid them.

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