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Managing Industrial Knowledge
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Managing Industrial Knowledge
Creation, Transfer and Utilization

First Edition
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February 2001 | 352 pages | SAGE Publications Ltd
Managing Industrial Knowledge illuminates the complex processes at work in the creation and successful transfer of corporate knowledge. It is now generally recognized that the competitive advantages of firms depends on their ability to build, utilize and protect knowledge assets. In this volume many of the foremost international authors and pioneers of the study of knowledge in firms present their latest work and insights into organizational knowledge and innovation.

In a world where markets, products, technologies, competitors, regulations, and even societies change rapidly, continuous innovation and the knowledge that produces innovation have become key. The chapters in this keynote volume shed new light on the contextual factors in knowledge creation, the links between knowledge and innovation in all aspects of business life and the processes by which these may be fostered or lost in organizations.

 
PART ONE: KNOWLEDGE, CREATION AND LEADERSHIP
Ikujiro Nonaka, Ryoko Toyama and Noboru Konno
SECI, Ba and Leadership
A Unified Model of Dynamic Knowledge Creation

 
John Seely Brown and Paul Duguid
Structure and Spontaneity; Knowledge and Organization
Claus Otto Scharmer
Self-Transcending Knowledge
Organizing Around Emerging Realities

 
Charlan Jeanne Nemeth and Lauren Nemeth
Understanding the Creative Process
Management of the Knowledge Worker

 
Kaiping Peng and Satoshi Akutsu
A Mentality Theory of Knowledge Creation and Transfer
Why Some Smart People Resist New Ideas and Some Don't

 
 
PART TWO: FIRMS, MARKETS AND INNOVATION
David J Teece
Strategies for Managing Knowledge Assets
The Role of Firm Structure and Industrial Context

 
Robert M Grant
Knowledge and Organization
Charles Leadbeater
How Should Knowledge Be Owned?
Fiona E Murray
Following Distinctive Paths of Knowledge
Strategies for Organizational Knowledge-Building Within Science-Based Firms

 
Henry W Chesbrough and Ken Kunsunoki
The Modularity Trap
Innovation, Technology Phase shifts and the Resulting Limits of Virtual Organizations

 
 
PART THREE: MANAGING KNOWLEDGE AND TRANSFORMATION
Charles Lucier and Janet D Torsilieri
Can Knowledge Management Deliver Bottom Line Results
Seija Kulkki and Mikko Kosonen
How Tacit Knowledge Explains Organizational Renewal and Growth
The Case of Nokia

 
Kazue Kikawada and Dan Holthouse
The Knowledge Perspective in the Xerox Group
Hirotaka Takeuchi
Towards a Univeral Management of the Concept of Knowledge
David J Teece and Ikujiro Nonako
Research Directions for Knowledge Management

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

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