Managing Industrial Knowledge: Creation, Transfer and UtilizationIkujiro Nonaka, David J Teece SAGE, 2001 M05 2 - 344 pages 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 |
Contents
Introduction | 1 |
KNOWLEDGE CREATION AND LEADERSHIP | 13 |
Structure and Spontaneity Knowledge and Organization | 44 |
Selftranscending Knowledge Organizing Around Emerging Realities | 68 |
Understanding the Creative Process Management of the Knowledge Worker | 91 |
A Mentality Theory of Knowledge Creation and Transfer Why Some Smart People Resist New Ideas and Some Dont | 105 |
FIRMS MARKETS AND INNOVATION | 125 |
Knowledge and Organization | 145 |
The Modularity Trap Innovation Technology Phase Shifts and the Resulting Limits of Virtual Organizations | 202 |
MANAGING KNOWLEDGE AND TRANSFORMATION | 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 |
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Managing Industrial Knowledge: Creation, Transfer and Utilization Ikujiro Nonaka,David J Teece Limited preview - 2001 |
Managing Industrial Knowledge: Creation, Transfer and Utilization Ikujiro Nonaka,David J Teece Limited preview - 2001 |
Common terms and phrases
ability action activities approach building 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 focused 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 problem quadrant reality requires role Scharmer scientific self-transcending knowledge shared social Strategic Management Journal strategy structures suppliers tacit knowledge teams Teece theory Toshiba transfer understanding University Press virtual York