Managing Industrial Knowledge: Creation, Transfer and UtilizationIkujiro Nonaka, David J Teece SAGE, 6 feb 2001 - 352 páginas 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. |
Índice
| 1 | |
| 13 | |
Structure and Spontaneity Knowledge and Organization | 44 |
Selftranscending KnowledgeOrganizing Around Emerging Realities | 68 |
Understanding the Creative ProcessManagement of the Knowledge Worker | 91 |
A Mentality Theory of Knowledge Creation and Transfer Why Some Smart People Resist New Ideas and Some Dont | 105 |
Strategies for Managing Knowledge Assets the Role of Firm Structure and Industrial Context | 125 |
Knowledge and Organization | 145 |
The Modularity Trap InnovationTechnology Phase Shifts and the Resulting Limits of Virtual Organizations | 202 |
Can Knowledge Management Deliver Bottomline Results? | 231 |
How Tacit Knowledge Explains Organizational Renewal and Growth the Case of Nokia | 244 |
Knowledge is Commitment | 270 |
The Knowledge Perspective in the Xerox Group | 283 |
Towards a Universal Management Concept of Knowledge | 315 |
Research Directions for Knowledge Management | 330 |
| 336 | |
How Should Knowledge be Owned? | 170 |
Following Distinctive Paths of Knowledge Strategies for Organizational Knowledge Building within Sciencebased Firms | 182 |
Otras ediciones - Ver todo
Managing Industrial Knowledge: Creation, Transfer and Utilization Ikujiro Nonaka,David J Teece Vista previa restringida - 2001 |
Managing Industrial Knowledge: Creation, Transfer and Utilization Ikujiro Nonaka,David J Teece Vista previa restringida - 2001 |
Managing Industrial Knowledge: Creation, Transfer and Utilization Ikujiro Nonaka,David J Teece Vista de fragmentos - 2001 |
Términos y frases comunes
ability action activities advantage approach become building challenge combination competitive components concept context continuous coordination corporate costs create creative culture customers decision dialectical discusses division drive dynamic economic effective efforts emerging employees engineers environment example existing experience explicit knowledge external firm focus future global heads human ideas important improve increasing individuals industry initiatives innovation institutions integral intellectual interaction internal involves issues Japanese Journal knowledge assets knowledge creation knowledge management learning means mentality modular nature Nonaka organization organizational path perspective phase practice Press problem reality reflection requires response role Science scientific shared shift social strategy structures suggests tacit knowledge teams theory thinking transfer types understanding United University Xerox York