Managing Industrial Knowledge illuminates the complex processes at work in the creation and successful transfer of corporate knowledge. It is now generally recognized that the competitive advantages of firms depends on their ability to build, utilize and protect knowledge assets. In this volume many of the foremost international authors and pioneers of the study of knowledge in firms present their latest work and insights into organizational knowledge and innovation.
In a world where markets, products, technologies, competitors, regulations, and even societies change rapidly, continuous innovation and the knowledge that produces innovation have become key. The chapters in this keynote volume shed new light on the contextual factors in knowledge creation, the links between knowledge and innovation in all aspects of business life and the processes by which these may be fostered or lost in organizations.
Inhoudsopgave
PART ONE: KNOWLEDGE, CREATION AND LEADERSHIP
SECI,
Ba and Leadership – Ikujiro Nonaka, Ryoko Toyama and Noboru Konno
A Unified Model of Dynamic Knowledge Creation
Structure and Spontaneity; Knowledge and Organization – John Seely Brown and Paul Duguid
Self-Transcending Knowledge – Claus Otto Scharmer
Organizing Around Emerging Realities
Understanding the Creative Process – Charlan Jeanne Nemeth and Lauren Nemeth
Management of the Knowledge Worker
A Mentality Theory of Knowledge Creation and Transfer – Kaiping Peng and Satoshi Akutsu
Why Some Smart People Resist New Ideas and Some Don′t
PART TWO: FIRMS, MARKETS AND INNOVATION
Strategies for Managing Knowledge Assets – David J Teece
The Role of Firm Structure and Industrial Context
Knowledge and Organization – Robert M Grant
How Should Knowledge Be Owned? – Charles Leadbeater
Following Distinctive Paths of Knowledge – Fiona E Murray
Strategies for Organizational Knowledge-Building Within Science-Based Firms
The Modularity Trap – Henry W Chesbrough and Ken Kunsunoki
Innovation, Technology Phase shifts and the Resulting Limits of Virtual Organizations
PART THREE: MANAGING KNOWLEDGE AND TRANSFORMATION
Can Knowledge Management Deliver Bottom Line Results – Charles Lucier and Janet D Torsilieri
How Tacit Knowledge Explains Organizational Renewal and Growth – Seija Kulkki and Mikko Kosonen
The Case of Nokia
The Knowledge Perspective in the Xerox Group – Kazue Kikawada and Dan Holthouse
Towards a Univeral Management of the Concept of Knowledge – Hirotaka Takeuchi
Research Directions for Knowledge Management – David J Teece and Ikujiro Nonako
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