Strategic learning and knowledge management

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Wiley, 1997 - Business & Economics - 235 pages
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Strategic Learning and Knowledge Management The increasingly dynamic nature of competition has made the improvement of organizational learning and the development of more effective methods for managing knowledge, central concerns of contemporary strategic management. Strategic Learning and Knowledge Management draws on ongoing research into organizational competence to introduce several new approaches to the strategic management of learning and knowledge. Concepts from emerging theory in competence-based competition are used to investigate processes of strategic learning, examining both organizational contexts in which learning takes place and organizational dynamics for creating new knowledge. The search for competitive advantage, however, also challenges organizations to become more effective in using their existing knowledge to greatest strategic benefit. Accordingly, this volume also examines processes within firms that improve both the creation and application of new knowledge in competitive and cooperative interactions between organizations. The volume is divided into four sections:
  • Section One provides an overview of the current competence perspective on strategic learning and knowledge management
  • Section Two explores strategic learning processes within organizations
  • Section Three examines strategic learning between organizations
  • Section Four investigates the strategic management of knowledge in competence-based competition
Strategic Learning and Knowledge Management challenges many notions prevalent in current discussions of knowledge and learning, such as the strategic value of 'tacit knowledge' and the need to rely primarily on internal learning processes. Using case studies from American and European companies, the contributors bring you up to date with current thinking about managing strategically important knowledge in organizations. Published in association with the Strategic Management Society, this volume provides a key resource of new ideas and issues being discussed by the Society, and makes them accessible to academics, consultants and practising managers.

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Contents

A Competence Perspective on Strategic Learning
3
SECTION
10
The Role
14
Copyright

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About the author (1997)

Ron Sanchez is Professor of Strategy and Technology Management at the International Institute for Management Development (IMD) in Lausanne, Switzerland. From 1998-1999 he was a Visiting Professor of Management in the Department of Industrial Economics and Strategy at the Copenhagen Business School.
Previous appointments have included Associate Professor of Management at the University of Western Australia, Assistant Professor of Policy and Strategy at the University of Illinois, and Visiting Professor of Strategic Management at ESSEC in France.

Ron Sanchez is professor of Strategy and Technology Management at IMD--International Institute for Management Development, Lausanne, Switzerland. He was previously on the faculties of University of Illinois (Champaign-Urbana), University of Western Australia, and Copenhagen Business School, where he will again be Visiting Professor of Management in 2003-2004. He has also taught in many countries of the world, including Argentina, China, India, Finland, Germany, Morocco, Sweden, and the United Kingdom. Professor Sanchez has degrees from MIT (Massachusetts Institute of Technology) in psychology, comparative literature, architecture, and engineering, as well as a Ph.D. in Technology Strategy. He also received an MBA (with Honors) from Saint Mary's College of California. Before becoming a management professor, he worked as a design engineer, as a technical and market development representative for a major trade association, and as founder and manager of a firm specializing in organizing joint product development projects between American and Japanese companies.

Prof. Dr. Aime Heene holds a Ph.D. in eduational sciences and an MBA from Ghent University (Belgium). He is an associate professor at Ghent University and at Antwerp University Management School. At Ghent University he is the head of the Department of Management and Organization. Prof. Heene teaches strategic management for private and for public organizations and currently focuses his research on competence-based management in social profit organizations. He has been the vice-president of the Dutch-Flemish Academy for Management, a founding member and secretary of the Flemish Strategy Society, and a member of the advisory boardof the European Foundation for Business Qualification.

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