Managing industrial knowledge: creation, transfer and utilization
Managing Industrial Knowledge illuminates the complex processes at work in the creation and successful transfer of corporate knowledge. It is now generally recognized that the competitive advantages of firms depends on their ability to build, utilize and protect knowledge assets. In this volume many of the foremost international authors and pioneers of the study of knowledge in firms present their latest work and insights into organizational knowledge and innovation. In a world where markets, products, technologies, competitors, regulations, and even societies change rapidly, continuous innovation and the knowledge that produces innovation have become key. The chapters in this keynote volume shed new light on the contextual factors in knowledge creation, the links between knowledge and innovation in all aspects of business life and the processes by which these may be fostered or lost in organizations.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Innovation Technology Phase Shifts
KNOWLEDGE CREATION AND LEADERSHIP
Knowledge and Organization
11 other sections not shown
Other editions - View all
ability action activities approach basho become boundaries California Management Review Cambridge challenge community of practice competitive advantage components concept context coordination corporate create knowledge creative culture customers decision dialectical thinking dynamic economic Eisai employees environment epistemology example experience explicit knowledge external field logic firm focus Fuji Xerox Fujitsu global Harvard Business Harvard Business School human ideas important individuals industry innovation interaction internal Japan Japanese know-how knowl knowledge assets knowledge conversion knowledge creation knowledge management knowledge path knowledge-based knowledge-creating process linear Lucy Suchman managing knowledge means modular Nemeth Nishida Nokia Nonaka and Takeuchi Organization Science organizational knowledge organizational learning participants perspective phase problem reality reflection requires role routines Scharmer scientific self-transcending knowledge Seven-Eleven shared social Strategic Management Journal strategy structure tacit embodied tacit knowledge teams Teece theory transfer types understanding University Press York