The Strategic Management of Intellectual Capital and Organizational Knowledge

The Strategic Management of Intellectual Capital and Organizational Knowledge

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Description

Increasingly, the challenge of management is to create and supply knowledge in order to sustain organizational performance. However, few books on management strategy have been written using this concept as a foundation. This unique volume adopts a knowledge-based approach that will complement and perhaps supplant other perspectives. Editors Nick Bontis and Chun Wei Choo look at the literature through the lens of strategic management and from the vantage point of organizational science. The thirty readings have been carefully selected and commissioned to provide the best literature available - from articles newly written for this book and from existing publications.show more

Product details

  • Hardback | 768 pages
  • 172.7 x 246.4 x 35.6mm | 1,519.55g
  • Oxford University Press Inc
  • New York, United States
  • English
  • numerous figures
  • 019515486X
  • 9780195154863

Table of contents

Contributors; 1. Knowledge, Intellectual Capital, and Strategy: Themes and Tensions; PART I. KNOWLEDGE IN ORGANIZATIONS; 2. Market Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism; 3. Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation; 4. The Creation and Sharing of Knowledge; 5. Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy; 6. Knowledge, Context, and the Management of Variation; PART II. KNOWLEDGE-BASED PERSPECTIVES OF THE FIRM; 7. A Resource-Based Theory of the Firm: Knowledge versus Opportunism; 8. The Knowledge-Based View of the Firm; 9. Knowledge Uncertainty, and an Emergency Theory of the Firm; 10. From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks; 11. Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space; PART III. KNOWLEDGE STRATEGIES; 12. Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets; 13. Modular Product and Process Architecture: Frameworks for Strategic Organizational Learning; 14. Technological and Organizational Designs for Realizing Economies of Substitution; 15. Developing a Knowledge Strategy; 16. Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework; 17. Knowledge and the Internet: Lessons from the Cultural Industries; PART IV. KNOWLEDGE STRATEGY; 18. Product Sequencing: Coevolution of Knowledge, Capabilities, and Products; 19. Exploration and Exploitation as Complements; 20. Above and Beyond Knowledge Management; 21. Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success; 22. Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes; 23. National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study; PART V. KNOWLEDGE CREATION; 24. A Dynamic Theory of Organizational Knowledge Creation; 25. Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan; 26. Knowledge Explanation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies; 27. The Role of Tacit Knowledge in Group Innovation; 28. Knowledge Creation of Global Companies; PART VI. KNOWLEDGE ACROSS BOUNDARIES; 29. Mobilizing Knowledge in Interorganizational Alliances; 30. How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry; 31. Opporunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-1997; 32. Knowledge across Boundaries: Managing Knowledge in Distributed Organiations; 33. Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams; 34. Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries; PART VII: MANAGING ORGANIZATIONAL KNOWLEDGE BY DIAGNOSING INTELLECTUAL CAPITAL: FRAMING AND ADVANCING THE STATE OF THE FIELD; 36. Intellectual Capital: An Exploratory Study That Develops Measures and Models; 37. Intellectual Capital Management and Disclosure; 38. Social Capital, Intellectual Capital, and the Organizational Advantage; 39. The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments; 40. Leveraging Knowledge through Leadership of Organizational Learning; APPENDIX; 41. Beyond Knowledge Management: new Ways to Work; Indexshow more

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