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 82 találatból.
viii. oldal
... environment . Knowledge is embedded in the physical goods the organization produces and in the rules and routines that the organization develops . Individ- uals and groups possess knowledge derived from experience , skillful practice ...
... environment . Knowledge is embedded in the physical goods the organization produces and in the rules and routines that the organization develops . Individ- uals and groups possess knowledge derived from experience , skillful practice ...
5. oldal
... environment to identify certain ac- tors and to certify their resources . Consequently , firms pursuing a knowledge strategy would need to understand what these indices are and how they may be managed . Knowledge Strategy in Practice ...
... environment to identify certain ac- tors and to certify their resources . Consequently , firms pursuing a knowledge strategy would need to understand what these indices are and how they may be managed . Knowledge Strategy in Practice ...
10. oldal
... environments " ( p . 516 ) . Eisenhardt and Martin ( 2000 ) extend the con- cept of dynamic capabilities to include ... environment , repre- senting what must be done to compete effec- tively in satisfying customer needs , are both es ...
... environments " ( p . 516 ) . Eisenhardt and Martin ( 2000 ) extend the con- cept of dynamic capabilities to include ... environment , repre- senting what must be done to compete effec- tively in satisfying customer needs , are both es ...
12. oldal
... environment , and its way of doing business . Im- portantly , an organization's cultural knowledge is used to answer such questions as , What kind of business are we in ? What is our business model ? What knowledge would be valuable to ...
... environment , and its way of doing business . Im- portantly , an organization's cultural knowledge is used to answer such questions as , What kind of business are we in ? What is our business model ? What knowledge would be valuable to ...
18. oldal
... environment , as well as by the path that the organization has traveled . We recognize that organizations require many different kinds and levels of knowledge in order to be successful . Firms need knowledge to de- velop products ; they ...
... environment , as well as by the path that the organization has traveled . We recognize that organizations require many different kinds and levels of knowledge in order to be successful . Firms need knowledge to de- velop products ; they ...
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.