Managing Industrial Knowledge: Creation, Transfer and UtilizationIkujiro Nonaka, David J Teece SAGE Publications, 2 may 2001 - 344 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 co |
Índice
KNOWLEDGE CREATION AND LEADERSHIP | 13 |
Knowledge and Organization | 44 |
Organizing Around Emerging | 68 |
Página de créditos | |
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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 previa restringida - 2001 |
Términos y frases comunes
ability action activities approach Cambridge challenge communities of practice competitive advantage components concept context coordination corporate costs create creative culture customers dialectical thinking discusses disk drive dynamic economic Eisai employees engineers environment epistemology example experience explicit knowledge exploitation external firm focus Fuji Xerox Fujitsu global Harvard Business Harvard Business School heads Hewlett-Packard human healthcare ideas important individuals industry innovation intangible intangible assets integral interaction internal Japan Japanese know-how knowl knowledge assets knowledge creation knowledge economy knowledge management knowledge path knowledge-based knowledge-creating process learning managing knowledge means mentality modular networks Nokia Nonaka and Takeuchi organizational knowledge organizational learning patent perspective phase problem quadrant role RSITY SAN DIEGO Scharmer scientific self-transcending knowledge shared shift social Strategic Management Journal strategy structures suppliers tacit knowledge teams Teece theory Toshiba transfer understanding University Press
Referencias a este libro
Installing and Managing Workable Knowledge Management Systems Albert Rubenstein,Eliezer Geisler No hay ninguna vista previa disponible - 2003 |
Knowledge Management: Perspectives and Pitfalls Peter Holdt Christensen Vista previa restringida - 2003 |