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 89 találatból.
ix. oldal
... knowledge creation ; a tax- onomy for classifying a firm's knowledge assets into experiential , conceptual , systemic , and rou- tine knowledge categories ; and the role of knowl- edge leadership in establishing conditions con- ducive to ...
... knowledge creation ; a tax- onomy for classifying a firm's knowledge assets into experiential , conceptual , systemic , and rou- tine knowledge categories ; and the role of knowl- edge leadership in establishing conditions con- ducive to ...
4. oldal
... knowl- edge they apply to business activity . Specifically , the organizational mode affects knowledge sub- stitution ( how present knowledge is employed ) and knowledge flexibility ( how future knowl- edge is acquired ) . In the choice ...
... knowl- edge they apply to business activity . Specifically , the organizational mode affects knowledge sub- stitution ( how present knowledge is employed ) and knowledge flexibility ( how future knowl- edge is acquired ) . In the choice ...
5. oldal
... knowledge strategies that share the same pair of classificatory dimensions : the de- gree to which the firm creates or applies knowl- edge ( exploration vs. exploitation ) , and the de- gree to which the firm learns or obtains knowledge ...
... knowledge strategies that share the same pair of classificatory dimensions : the de- gree to which the firm creates or applies knowl- edge ( exploration vs. exploitation ) , and the de- gree to which the firm learns or obtains knowledge ...
6. oldal
... knowl- edge creation , sharing , and use ; a typology of knowledge assets ( experiential , conceptual , sys- temic , and routine knowledge assets ) ; and knowl- edge leadership that provides " enabling condi- tions " conducive to knowledge ...
... knowl- edge creation , sharing , and use ; a typology of knowledge assets ( experiential , conceptual , sys- temic , and routine knowledge assets ) ; and knowl- edge leadership that provides " enabling condi- tions " conducive to knowledge ...
7. oldal
... knowledge . transfer in alliances . Knowledge transferred is not necessarily assimilated or applied . The out- come of ... knowl- edge transfer as they develop the learning lad- der model to analyze knowledge sharing within and between ...
... knowledge . transfer in alliances . Knowledge transferred is not necessarily assimilated or applied . The out- come of ... knowl- edge transfer as they develop the learning lad- der model to analyze knowledge sharing within and between ...
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.