The Strategic Management of Intellectual Capital and Organizational Knowledge

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.

1. Knowledge, Intellectual Capital, and Strategy: "Themes and Tensions"
   Chun Wei Choo & Nick Bontis
   
• Part I: Knowledge in Organizations
2. Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism
   Paul S. Adler
3. Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation
   Frank Blackler
   
4. The Creation and Sharing of Knowledge
   Max Boisot
   
5. Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy
   Chun Wei Choo
   
6. Knowledge, Context, and the Management of Variation
   Charles Despres & Daniele Chauvel
   
• Part II: Knowledge-Based Perspectives of the Firm
7. A Resource-Based Theory of the Firm: Knowledge versus Opportunism
   Kathleen R. Conner & C. K. Prahalad
   
8. The Knowledge-Based View of the Firm
   Robert S. Grant
9. Knowledge, Uncertainty, and an Emergency Theory of the Firm
   J.-C. Spender
10. From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks
    Georg von Krogh & Simon Grand
11. Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space
    Ard Huizing & Wim Bouman
• Part III: Knowledge Strategies
12. Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets
    Sidney G. Winter & Gabriel Szulanski
13. Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning
    Ron Sanchez
14. Technological and Organizational Designs for Realizing Economies of Substitution
    Raghu Garud & Arun Kumaraswamy
15. Developing a Knowledge Strategy
    Michael H. Zack
16. Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework
    Paul Bierly III & Paula Daly
17. Knowledge and the Internet: Lessons Learned from Cultural Industries
    Chong Ju Choi & Anastasios Karamanos
    
• Part IV: Knowledge Strategy in Practice
18. Product Sequencing: Coevolution of Knowledge, Capabilities, and Products
    Constance E. Helfat & Ruth S. Raubitschek
19. Exploration and Exploitation as Complements
    Anne Marie Knott
20. Above and Beyond Knowledge Management
    Vincent P. Barabba, John Pourdehnad & Russel L. Ackoff
21. Keeping a Butterfly and an Elephant in a house of Cards: The Elements of Exceptional Success
    William H. Starbuck
22. Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes
    Mihnea Moldoveanu
23. National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study
    Youngjin Yoo & Ben Torrey
    
• Part V: Knowledge Creation
24. A Dynamic Theory of Organizational Knowledge Creation
    Ikujiro Nonaka
25. Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan
    Katsuhiro Umemoto
26. Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies
    Kazuo Ichijo
27. The Role of Tacit Knowledge in Group Innovation
    Dorothy Leonard & Sylvia Sensiper
28. Knowledge Creation of Global Companies
    Seija Kulkki
    
• Part VI: Knowledge Across Boundaries
29. Mobilizing Knowledge in Interorganizational Alliances
    Harald M. Fischer, Joyce Brown, Joseph F. Porac, James B. Wade, Michael Devaughn & Alaina Kanfer
30. How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry
    Melissa M. Appleyard
31. 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
32. Knowledge across Boundaries: Managing Knowledge in Distributed Organizations
    Claudio U. Ciborra & Rafael Andreu
33. Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams
    Deborah Sole & Amy Edmondson
34. Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries
    Sharon F. Matusik
    
• Part VII: Managing Intellectual Capital
35. Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field
    Nick Bontis
36. Intellectual Capital: An Exploratory Study That Develops Measures and Models
    Nick Bontis
37. Intellectual Capital Management and Disclosure
    Steve Pike, Anna Rylander & Göran Roos
38. Social Capital, Intellectual Capital, and the Organizational Advantage
    Janine Nahapiet & Sumantra Ghoshal
39. The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments
    Donna Marie de Carolis
40. Leveraging Knowledge through Leadership of Organizational Learning
    Mary Crossan & John Hulland
    
• Appendix
41. Beyond Knowledge Management: New Ways to Work
    Brian Hackett
    

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.