Managing Industrial Knowledge

David J. Teece is an economist and an authority on matters of industrial organization, technological change, and innovation, particularly as it relates to antitrust and competition policy and intellectual property. Teece has a PhD in economics from the University of Pennsylvania and has held teaching and research positions at Stanford University and Oxford University. He has received eight honorary doctorates. Teece has over 30 years of experience as an active consultant performing economic, business, and financial consulting services to businesses and governments around the world. He has worked on matters in industries ranging from music recording to DRAMS, software, lumber, and petroleum, and has testified in both federal and state court, before Congress, and before the Federal Trade Commission, as well as in several international jurisdictions.Expertise and Research Interests are Competitive Performance of Firms in the Global Marketplace, Intellectual Capital Management, Innovation, Intellectual Property, Antitrust Policy, Technology and Intellectual Property, Strategy Management, Corporate Governance, Product and Process Development, Human Capital and Dynamic Capabilities.

• PART ONE: KNOWLEDGE, CREATION AND LEADERSHIPSECI, Ba and Leadership - Ikujiro Nonaka, Ryoko Toyama and Noboru KonnoA Unified Model of Dynamic Knowledge CreationStructure and Spontaneity; Knowledge and Organization - John Seely Brown and Paul DuguidSelf-Transcending Knowledge - Claus Otto ScharmerOrganizing Around Emerging RealitiesUnderstanding the Creative Process - Charlan Jeanne Nemeth and Lauren NemethManagement of the Knowledge WorkerA Mentality Theory of Knowledge Creation and Transfer - Kaiping Peng and Satoshi AkutsuWhy Some Smart People Resist New Ideas and Some Don′tPART TWO: FIRMS, MARKETS AND INNOVATIONStrategies for Managing Knowledge Assets - David J TeeceThe Role of Firm Structure and Industrial ContextKnowledge and Organization - Robert M GrantHow Should Knowledge Be Owned? - Charles LeadbeaterFollowing Distinctive Paths of Knowledge - Fiona E MurrayStrategies for Organizational Knowledge-Building Within Science-Based FirmsThe Modularity Trap - Henry W Chesbrough and Ken KunsunokiInnovation, Technology Phase shifts and the Resulting Limits of Virtual OrganizationsPART THREE: MANAGING KNOWLEDGE AND TRANSFORMATIONCan Knowledge Management Deliver Bottom Line Results - Charles Lucier and Janet D TorsilieriHow Tacit Knowledge Explains Organizational Renewal and Growth - Seija Kulkki and Mikko KosonenThe Case of NokiaThe Knowledge Perspective in the Xerox Group - Kazue Kikawada and Dan HolthouseTowards a Univeral Management of the Concept of Knowledge - Hirotaka TakeuchiResearch Directions for Knowledge Management - David J Teece and Ikujiro Nonako

`Any JORS with an interest in knowledge management should ensure that they read this book′ - Journal of the Operational Research Society