– to provide informed analysis and theory
– to illustrate the contribution of knowledge mapping to central issues in strategy and organization theory
– to consider the contribution of these studies to management practice
– to address practical theoretic and methodological limitations of these tools, including several software tools now available to facilitate mapping.
Each section of the book provides a table which charts the chapters′ main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area.
Mapping Strategic Knowledge is relevant to those interested in knowledge management, primarily academics and consultants in the area of strategic management, but also academics in the area of organization theory.
表中的内容
Introduction – Anne Sigismund Huff and Mark JenkinsPART ONE: METHODS FOR DIRECTLY DISCOVERING MANAGERIAL KNOWLEDGE
Mapping Successful Organizational Routines – Véronique Ambrosini and Cliff Bowman
Linking Content to Process – Olaf G Rughase
How Mental Models of the Customer Enhance Creative Strategy Processes
Enabling Strategic Metaphor in Conversation – John R Doyle and David Sims
A Technique of Cognitive Sculpting for Explicating Knowledge
PART TWO: INFERRING MANAGERIAL KNOWLEDGE
Gaining Understanding in a Complex Cause-Effect Policy Domain – Roger I Hall
Entrepreneurial Narratives and the Dominant Logics of High Growth Firms – Joseph Porac, Yuri Mishina and Timothy G Pollock
Spatializing Knowledge – Nich Henry and Steven Pinch
Placing the Knowledge Community of Motor Sport Valley
PART THREE: THEORETIC AND METHODOLOGICAL ISSUES
A Mapping Framework for Strategy-Making – Colin Eden and Fran Ackermann
The Individual in the Strategy Process – Gerard P Hodgkinson and A John Maule
Insights from Behavioural Decision Research and Cognitive Mapping
Facilitating Group Cognitive Mapping of Core Competencies – Phyllis Johnson and Gerry Johnson
Using a Knowledge-Based System to Study Strategic Options – Dale W Jasinski and Anne Sigismund Huff
Annotated Bibliography – Heidi M Neck and Nardine Collier
关于作者
Anne Huff is Visiting Professor of Strategy and Innovation at the TUM Business School in Munich, Germany, where she is helping organize research on open innovation that crosses traditional organizational boundaries, product-service fusion and leadership systems. She was Founding Director of the Advanced Institute of Management Research (AIM), a UK wide management research initiative with offices based at the London Business School, and continues to be a visiting AIM fellow at LBS. She is also a visiting professor in the Communications Department of the University of Colorado, and had prior appointments at the University of Illinois, and UCLA. She earned a BA from Barnard College (philosophy), as well as an MA (sociology) and Ph D (management) from Northwestern University. Her research interests focus on sustained innovation and strategic change; both are seen as dynamic processes of interaction among firms and as cognitive processes affected by the interaction of individuals over time. Recent books include Mapping Strategic Knowledge. Sage, 2002 (edited, with Mark Jenkins), When Firms Change Direction. Oxford University Press, 2000 (with James O. Huff), and Writing for Scholarly Publication (Sage, 1998). In 1998-99 Anne was President of the Academy of Management, an association of management researchers with 16, 000 members worldwide; she held associated leadership positions from 1995 to 2001. In August 2003 she received the Distinguished Scholar Award of the Managerial and Organizational Cognition Division of that association. She serves on the boards of several professional organizations and journals.来自同一作者的更多电子书 / 编辑
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