Organizations as Knowledge Systems

V. ANYFIOTI Consultant with Roland Berger Strategy ConsultantsCHRIS ARGYRIS Harvard University Monitor Company Group, LPHELEN BLAIR Royal Holloway, University of LondonIRMA BOGENRIEDER Rotterdam School of Management, Erasmus University RotterdamNIELS-INGVAR BOER Department of Information and Decision Management, Erasmus University RotterdamMARIA DASKALAKI Kingston Business SchoolTIMOTHY DEVINNEY Australian Graduate School of ManagementS. DUTTA Dean of Technology and E-Learning at INSEADT. EVGENIOU Assistant Professor of Information Systems at INSEADSTEPHEN GOURLAYSTEFAN HAEFLIGER Institute of Management, University of St GallenMARLEYN HUYSMAN Vrije Universiteit AmsterdamKULDEEP KUMAR Department of Decision Sciences & Information Systems, Florida International UniversityARIE LEWIN Fuqua School of Business, Duke UniversitySILVIA MASSINI Manchester School of ManagementDAVID MIDGLEY INSEADBART NOOTEBOOM Rotterdam School of Management, Erasmus University RotterdamCHRISTOS PITELIS The Judge Institute of Management and Queen's College, University of CambridgeLESLEY TRELEAVEN School of Management, University of Western SydneyPETER VAN BAALEN Department of Information and Decision Management, Erasmus University RotterdamGEORG VON KROGH Institute of Management, University of St GallenCHRISTINE WOO University of Technology, Sydney

• Introduction: What does it Mean to View Organizations as Knowledge Systems?; H.Tsoukas & N. Mylonopoulos PART ONE: ORGANIZATIONAL KNOWLEDGE AND LEARNING Double-loop Learning and Implementable Validity; C.Argyris The Emergence of Learning Communities; A Theoretical Analysis; I.Bogenrieder & B.Nooteboom Communitites of Practice: Facilitating Social Learning while Frustrating Organizational Learning; M.Huysman Knowing as Semiosis: Steps Towards a Reconceptualization of Tacit Knowledge; S.Gourlay PART TWO: SHARING AND MANAGING DISTRIBUTED KNOWLEDGE Knowledge Creation in Open Source Software Development; S.Haefliger & G.Von Krogh The Implications of Different Models of Social Relations for Understanding Knowledge Sharing; N-I.Boer, PJ.Van Baalen & K.Kumar A Knowledge Sharing Approach to Organizational Change; L.Treleaven Knowing as an Activity: Implications for the Film Industry and Semi-permanent Work Groups; M.Daskalaki & H.Blair PART THREE: ORGANIZATIONAL KNOWLEDGE AND DYNAMIC CAPABILITIES Knowledge Creation and Organizational Capabilities of Innovating and Immitating Firms; A.Lewin & S.Massini Edith Penrose's Organizational Theory of the Firm; C.Pitelis The Role of Knowledge Quality in Firm Performance; C.Woo, T.Devinney & D.Midgley Making Sense of CRM Strategies in a Technology-driven World; V.Anyfioti, S.Dutta & T.Evgeniou

'The highly challenging and fundamental frame-setting beginning of the book ...is reflected in most of the chapters...They are more conceptual and prescriptive in nature than empirical, and the empirical examples provided are...explorative and experience-driven in nature. This provides us with a number of fresh and interesting insights on organizational knowledge, learning and capabilites.' - Organization Studies