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Managing Industrial Knowledge: Creation, Transfer and Utilization

by Nonaka and Teece SAGE Publications Ltd
Pub Date:
Hbk 352 pages
AU$289.00 NZ$295.65
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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.

PART ONE: KNOWLEDGE, CREATION AND LEADERSHIP SECI, Ba and Leadership - Ikujiro Nonaka, Ryoko Toyama and Noboru Konno A Unified Model of Dynamic Knowledge Creation Structure and Spontaneity; Knowledge and Organization - John Seely Brown and Paul Duguid Self-Transcending Knowledge - Claus Otto Scharmer Organizing Around Emerging Realities Understanding the Creative Process - Charlan Jeanne Nemeth and Lauren Nemeth Management of the Knowledge Worker A Mentality Theory of Knowledge Creation and Transfer - Kaiping Peng and Satoshi Akutsu Why Some Smart People Resist New Ideas and Some Don't PART TWO: FIRMS, MARKETS AND INNOVATION Strategies for Managing Knowledge Assets - David J Teece The Role of Firm Structure and Industrial Context Knowledge and Organization - Robert M Grant How Should Knowledge Be Owned? - Charles Leadbeater Following Distinctive Paths of Knowledge - Fiona E Murray Strategies for Organizational Knowledge-Building Within Science-Based Firms The Modularity Trap - Henry W Chesbrough and Ken Kunsunoki Innovation, Technology Phase shifts and the Resulting Limits of Virtual Organizations PART THREE: MANAGING KNOWLEDGE AND TRANSFORMATION Can Knowledge Management Deliver Bottom Line Results - Charles Lucier and Janet D Torsilieri How Tacit Knowledge Explains Organizational Renewal and Growth - Seija Kulkki and Mikko Kosonen The Case of Nokia The Knowledge Perspective in the Xerox Group - Kazue Kikawada and Dan Holthouse Towards a Univeral Management of the Concept of Knowledge - Hirotaka Takeuchi Research Directions for Knowledge Management - David J Teece and Ikujiro Nonako

`Any JORS with an interest in knowledge management should ensure that they read this book' - Journal of the Operational Research Society