The Strategic Management of Intellectual Capital and Organizational Knowledge

Häftad, Engelska, 2002

AvNick Bontis,Chun Wei Choo,Chun Wei Choo,Nick Bontis

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This book adopts a knowledge-based perspective that sees the firm as a store of knowledge resources and capabilities. The firm's knowledge base includes the expertise and experience of individuals, the routine and processes that define the distinctive way of doing things inside the organization, as well as the knowledge of customer needs and supplier strengths. To the extent that the knowledge and capabilities are unique and difficult to imitate, they confer sustainable competitive advantage on the firm. Unlike traditional products, knowledge-based products and services can enjoy increasing returns, so the firm developing an early advantage has a better chance of growing market share through network externalities and customer familiarity effects.

Produktinformation

Utgivningsdatum2002-04-25
Mått251 x 178 x 33 mm
Vikt1 355 g
FormatHäftad
SpråkEngelska
Antal sidor768
FörlagOUP USA
ISBN9780195138665

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Contributors1: Chun Wei Choo & Nick Bontis: Knowledge, Intellectual Capital, and Strategy: Themes and TensionsPart I: Knowledge in Organizations2: Paul S. Adler: Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism3: Frank Blackler: Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation4: Max Boisot: The Creation and Sharing of Knowledge5: Chun Wei Choo: Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy6: Charles Despres & Daniele Chauvel: Knowledge, Context, and the Management of VariationPart II: Knowledge-Based Perspectives of the Firm7: Kathleen R. Conner & C. K. Prahalad: A Resource-Based Theory of the Firm: Knowledge versus Opportunism8: Robert M. Grant: The Knowledge-Based View of the Firm9: J.-C. Spender: Knowledge, Uncertainty, and an Emergency Theory of the Firm10: Georg von Krogh & Simon Grand: From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks11: Ard Huizing & Wim Bouman: Knowledge and Learning, Markets and Organizations: Managing the Information Transaction SpacePart III: Knowledge Strategies12: Sidney G. Winter & Gabriel Szulanski: Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets13: Ron Sanchez: Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning14: Raghu Garud & Arun Kumaraswamy: Technological and Organizational Designs for Realizing Economies of Substitution15: Michael H. Zack: Developing A Knowledge Strategy16: Paul Bierly III & Paula Daly: Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework17: Chong Ju Choi & Anastasios Karamanos: Knowledge and the Internet: Lessons from Cultural IndustriesPart IV: Knowledge Strategy in Practice18: Constance E. Helfat & Ruth Raubitschek: Product Sequencing: Coevolution of Knowledge, Capabilities, and Products19: Anne Marie Knott: Exploration and Exploitation as Complements20: Vincent Barabba, John Pourdehnad & Russell L. Ackoff: Above and Beyond Knowledge Management21: William H. Starbuck: Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success22: Mihnea Moldoveanu: Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes23: Youngjin Yoo & Ben Torrey: National Culture and Knowledge Sharing in a Global Learning Organization: A Case StudyPart V: Knowledge Creation24: Ikujiro Nonaka: A Dynamic Theory of Organizational Knowledge Creation25: Katsuhiro Umemoto: Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan26: Kazuo Ichijo: Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies27: Dorothy Leonard & Sylvia Sensiper: The Role of Tacit Knowledge in Group Innovation28: Seija Kulkki: Knowledge Creation of Global CompaniesPart VI: Knowledge Across Boundaries29: Harald M. Fischer, Joyce Brown, Joseph F. Porac, James B. Wade, Michael DeVaughn & Alaina Kanfer: Mobilizing Knowledge in Interorganizational Alliances30: Melissa M. Appleyard: How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry31: Will Mitchell, Joel A. C. Baum, Jane Banaszak-Holl, Whitney B. Berta & Dilys Bowman: Opportunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-199732: Claudio U. Ciborra & Rafael Andreu: Knowledge across Boundaries: Managing Knowledge in Distributed Organizations33: Deborah Sole & Amy Edmondson: Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams34: Sharon F. Matusik: Managing Public and Private Firm Knowledge within the Context of Flexible Firm BoundariesPart VII: Managing Intellectual Capital35: Nick Bontis: Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field36: Nick Bontis: Intellectual Capital: An Exploratory Study That Develops Measures and Models37: Steve Pike, Anna Rylander & Göran Roos: Intellectual Capital Management and Disclosure38: Janine Nahapiet & Sumantra Ghoshal: Social Capital, Intellectual Capital, and the Organizational Advantage39: Donna Marie De Carolis: The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High Technology Environments40: Mary Crossan & John Hulland: Leveraging Knowledge through Leadership of Organizational LearningAppendix41: Brian Hackett: Beyond Knowledge Management: New Ways to WorkIndex