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 85 találatból.
8. oldal
... specific physical assets ( e.g. , equipment ) , human resources ( e.g. , expertise ) , and organizational processes ( e.g. , marketing ) . When firms possess resources that are valuable ( they bring 8 CHAPTER 1. KNOWLEDGE , INTELLECTUAL ...
... specific physical assets ( e.g. , equipment ) , human resources ( e.g. , expertise ) , and organizational processes ( e.g. , marketing ) . When firms possess resources that are valuable ( they bring 8 CHAPTER 1. KNOWLEDGE , INTELLECTUAL ...
9. oldal
... specific value - creating strategies are a source of implementing strategies that are not being pursued by competitors " ) . The defini- tion of " resources " is also problematic , since vir- tually anything associated with the firm can ...
... specific value - creating strategies are a source of implementing strategies that are not being pursued by competitors " ) . The defini- tion of " resources " is also problematic , since vir- tually anything associated with the firm can ...
10. oldal
... specific re- sources and capabilities that are heterogeneously distributed . ( 2 ) Competitive advantage depends on the firm's knowledge and ability to continu- ously configure and integrate resources into value - creating strategies ...
... specific re- sources and capabilities that are heterogeneously distributed . ( 2 ) Competitive advantage depends on the firm's knowledge and ability to continu- ously configure and integrate resources into value - creating strategies ...
37. oldal
... specific organizations , the pure , low - trust bureaucratic hierarchy is a powerful lever for assuring equity and stability , and at a more macrosocietal level , a healthy society needs a mutually supportive combination of community ...
... specific organizations , the pure , low - trust bureaucratic hierarchy is a powerful lever for assuring equity and stability , and at a more macrosocietal level , a healthy society needs a mutually supportive combination of community ...
49. oldal
... specific contexts . Other accounts in- clude Scribner's ( 1986 ) description of " practical thinking , " that is , problem - solving techniques that depend on an intimate knowledge of a sit- uation rather than abstract rules ...
... specific contexts . Other accounts in- clude Scribner's ( 1986 ) description of " practical thinking , " that is , problem - solving techniques that depend on an intimate knowledge of a sit- uation rather than abstract rules ...
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.