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The Strategic Management of Intellectual Capital and Organizational Knowledge

Nick Bontis, Chun Wei Choo

Publisher: Oxford University, 2002 , 748 pages

ISBN: 0-19-513866-X


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How do organizations create knowledge and intellectual capital? How can organizations manage the accumulation and flow of knowledge and intellectual capital to sustain competitive advantage? What conceptual principles and action levers constitute a knowledge-based strategy of the firm? These are some of the key questions that are answered by The Strategic Management of Intellectual Capital and Organizational Knowledge.

Strategic management is concerned with understanding the causes and forces that explain performance differences between organizations. One approach analyzes industry structures as external determinants of competitive performance. An alternative view focuses on internal competencies and resources as the engine of superior achievement. In this view, organizational capabilities are bundles of physical assets, human know-how, and organizational routines that have evolved uniquely in each organization. In this book intellectaul capital is defined as the firm's knowledge base which includes the expertise and experience of individuals, the routines and processes that define the distinctive way of doing things inside the organization, as well as the knowledge of customer needs and supplier strengths. To the extent that the knowledge and capabilities are unique and difficult to imitate, they confer sustainable competitive advantage on the firm. This book brings together a compilation of classic selections as well as new perspectives that collectively articulate a knowledge-based view of strategy management.

The editors brings together a collection of the preeminent thinkers in strategy and knowledge management with contributors from 11 countries: Britain, Canada, Finland, France, Ireland, Italy, Japan, Netherlands, Spain, Switzerland, and the United States. This unique text creates an intellectual breadth and diversified collection that points to the energy and momentum driving this work. Each of the 74 authors is recognized to have completed important work in this field, and several individuals' contributions are seminal in defining the scope and direction of knowledge and intellectual capital management.

Table of Contents:

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    1. Knowledge, Intellectual Capital, and Strategy: "Themes and Tensions"
      Chun Wei Choo & Nick Bontis
  • Part I: Knowledge in Organizations
    1. Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism
      Paul S. Adler
    2. Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation
      Frank Blackler
    3. The Creation and Sharing of Knowledge
      Max Boisot
    4. Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy
      Chun Wei Choo
    5. Knowledge, Context, and the Management of Variation
      Charles Despres & Daniele Chauvel
  • Part II: Knowledge-Based Perspectives of the Firm
    1. A Resource-Based Theory of the Firm: Knowledge versus Opportunism
      Kathleen R. Conner & C. K. Prahalad
    2. The Knowledge-Based View of the Firm
      Robert S. Grant
    3. Knowledge, Uncertainty, and an Emergency Theory of the Firm
      J.-C. Spender
    4. From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks
      Georg von Krogh & Simon Grand
    5. Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space
      Ard Huizing & Wim Bouman
  • Part III: Knowledge Strategies
    1. Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets
      Sidney G. Winter & Gabriel Szulanski
    2. Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning
      Ron Sanchez
    3. Technological and Organizational Designs for Realizing Economies of Substitution
      Raghu Garud & Arun Kumaraswamy
    4. Developing a Knowledge Strategy
      Michael H. Zack
    5. Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework
      Paul Bierly III & Paula Daly
    6. Knowledge and the Internet: Lessons Learned from Cultural Industries
      Chong Ju Choi & Anastasios Karamanos
  • Part IV: Knowledge Strategy in Practice
    1. Product Sequencing: Coevolution of Knowledge, Capabilities, and Products
      Constance E. Helfat & Ruth S. Raubitschek
    2. Exploration and Exploitation as Complements
      Anne Marie Knott
    3. Above and Beyond Knowledge Management
      Vincent P. Barabba, John Pourdehnad & Russel L. Ackoff
    4. Keeping a Butterfly and an Elephant in a house of Cards: The Elements of Exceptional Success
      William H. Starbuck
    5. Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes
      Mihnea Moldoveanu
    6. National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study
      Youngjin Yoo & Ben Torrey
  • Part V: Knowledge Creation
    1. A Dynamic Theory of Organizational Knowledge Creation
      Ikujiro Nonaka
    2. Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan
      Katsuhiro Umemoto
    3. Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies
      Kazuo Ichijo
    4. The Role of Tacit Knowledge in Group Innovation
      Dorothy Leonard & Sylvia Sensiper
    5. Knowledge Creation of Global Companies
      Seija Kulkki
  • Part VI: Knowledge Across Boundaries
    1. Mobilizing Knowledge in Interorganizational Alliances
      Harald M. Fischer, Joyce Brown, Joseph F. Porac, James B. Wade, Michael Devaughn & Alaina Kanfer
    2. How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry
      Melissa M. Appleyard
    3. Opportunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-1997
      Will Mitchell, Joel A. C. Baum, Jane Banaszak-Holl, Whitney B. Berta & Dilys Bowman
    4. Knowledge across Boundaries: Managing Knowledge in Distributed Organizations
      Claudio U. Ciborra & Rafael Andreu
    5. Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams
      Deborah Sole & Amy Edmondson
    6. Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries
      Sharon F. Matusik
  • Part VII: Managing Intellectual Capital
    1. Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field
      Nick Bontis
    2. Intellectual Capital: An Exploratory Study That Develops Measures and Models
      Nick Bontis
    3. Intellectual Capital Management and Disclosure
      Steve Pike, Anna Rylander & Göran Roos
    4. Social Capital, Intellectual Capital, and the Organizational Advantage
      Janine Nahapiet & Sumantra Ghoshal
    5. The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments
      Donna Marie de Carolis
    6. Leveraging Knowledge through Leadership of Organizational Learning
      Mary Crossan & John Hulland
  • Appendix
    1. Beyond Knowledge Management: New Ways to Work
      Brian Hackett


The Strategic Management of Intellectual Capital and Organizational Knowledge

by Roland Buresund last modified 2007-11-26 02:34

Rating: **** (Mediocre)

An extensive collection of articles about different fields and viewpoints in KM.

Unfortunately, it is too much, and extremely boring.

Only for the dedicated theorists or if you need to have a reference work handy, absolutely not a piece you read for the fun of it.

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