The Strategic Management of Intellectual Capital and Organizational KnowledgeChun Wei Choo, Nick Bontis Oxford University Press, 2002. ápr. 4. - 768 oldal 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. |
Részletek a könyvből
1 - 5 találat összesen 87 találatból.
ix. oldal
... created by individuals , but this personal knowledge needs to be shared with others in the organization . Knowledge gained ... create knowledge by converting tacit knowledge into explicit knowledge . At the core of the framework is the ...
... created by individuals , but this personal knowledge needs to be shared with others in the organization . Knowledge gained ... create knowledge by converting tacit knowledge into explicit knowledge . At the core of the framework is the ...
4. oldal
... ( creating cognitive categories to make sense of events ) and codification ( refining the categories to simplify ... create conditions in which multiple individuals can integrate their special- ist knowledge . He identifies four ...
... ( creating cognitive categories to make sense of events ) and codification ( refining the categories to simplify ... create conditions in which multiple individuals can integrate their special- ist knowledge . He identifies four ...
6. oldal
... create , seek , and share knowledge in two countries . Differ- ences in national cultures would account for the patterns that emerge . ( Appleyard [ chap . 30 ] in Part VI also reports differences in knowledge sharing between Japanese ...
... create , seek , and share knowledge in two countries . Differ- ences in national cultures would account for the patterns that emerge . ( Appleyard [ chap . 30 ] in Part VI also reports differences in knowledge sharing between Japanese ...
11. oldal
... create sustainable advan- tage . Such conditions would probably relate to the type of industry , the nature of the knowl- edge , and the characteristics of the firm and its activity . How Do Organizations Create New Knowledge ? The ...
... create sustainable advan- tage . Such conditions would probably relate to the type of industry , the nature of the knowl- edge , and the characteristics of the firm and its activity . How Do Organizations Create New Knowledge ? The ...
25. oldal
... create and coordinate a horizontal and verti- cal division of labor . Under hierarchy , knowledge is treated as a scarce resource and is therefore concentrated , along with the corresponding de- cision rights , in specialized functional ...
... create and coordinate a horizontal and verti- cal division of labor . Under hierarchy , knowledge is treated as a scarce resource and is therefore concentrated , along with the corresponding de- cision rights , in specialized functional ...
Tartalomjegyzék
3 | |
21 | |
PART II KNOWLEDGEBASED PERSPECTIVES OF THE FIRM | 101 |
PART III KNOWLEDGE STRATEGIES | 205 |
PART IV KNOWLEDGE STRATEGY IN PRACTICE | 315 |
PART V KNOWLEDGE CREATION | 435 |
PART VI KNOWLEDGE ACROSS BOUNDARIES | 521 |
PART VII MANAGING INTELLECTUAL CAPITAL | 619 |
Appendix | 725 |
Index | 739 |
Más kiadások - Összes megtekintése
The Strategic Management of Intellectual Capital and Organizational Knowledge Chun Wei Choo,Nick Bontis Korlátozott előnézet - 2002 |
The Strategic Management of Intellectual Capital and Organizational Knowledge Chun Wei Choo,Nick Bontis Korlátozott előnézet - 2002 |
Gyakori szavak és kifejezések
Academy of Management action activities agement alliances behavior bounded rationality capabilities chain cognitive communication communities of practice companies competitive advantage components concept context coordination corporate create culture decision dynamic economic edge employees environment epistemology example explicit knowledge exploitation exploration external firm's function ganizational global Harvard Business School individual industry innovation integration intellectual capital interaction internal knowl knowledge base knowledge creation knowledge management knowledge sharing knowledge strategy knowledge transfer knowledge-based Kogut Management Review market contracting ment modular nizational nomic Nonaka orga Organization Science organizational knowledge organizational learning partners performance perspective problem product development product sequencing rationality relationships replication resource-based resource-based view role routines semiconductor sensemaking social sources specific Strategic Management Journal structure sustainable competitive advantage tacit knowledge Teece theory tion tional tive transfer learning trust ture University Press Wachtell York
Népszerű szakaszok
120. oldal - Outside the firm, price movements direct production, which is co-ordinated through a series of exchange transactions on the market. Within a firm, these market transactions are eliminated and in place of the complicated market structure with exchange transactions is substituted the entrepreneur-co-ordinator, who directs production.* It is clear that these are alternative methods of co-ordinating production.
109. oldal - Opportunistic behavior differs . . . because it involves making "false or empty, that is, selfdisbelieved, threats and promises" in the expectation that individual advantage will thereby be realized. . . . (p. 26) In this study, each player ( Y and Z) is taken to tell the truth to the extent that it is known to that person (ie, within the constraints of bounded rationality). Further, each knows that both will live up to whatever is agreed. However, Y and Z nonetheless act in their own self-interest...
122. oldal - Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies.
121. oldal - It has no power of fiat, no authority, no disciplinary action any different in the slightest degree from ordinary market contracting between any two people.