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|Additional Physical Format:||Online version:
Strategic learning and knowledge management.
Chichester, West Sussex, England ; New York : Wiley, 1997
|All Authors / Contributors:||
Ron Sanchez; Aimé Heene
|Description:||xvi, 235 pages : illustrations ; 24 cm.|
|Contents:||A competence perspective on strategic learning and knowledge management / Ron Sanchez and Aimé Heene --
The unit of activity : a new way to understand competence building and leveraging / Bente Løwendahl and Knut Haanes --
Complex systems, complex learning, and competence building / Richard Hall --
The dilemma of competence : differentiation versus integration in the pursuit of learning / Max Boisot, Dorothy Griffiths and Veronica Moles --
Tangible integration versus intellectual codification skils : a comparison of learning processes in developing logic and memory semiconductors / Russell W. Wright --Competence building in biotechnology start-ups : the role of scientific discovery, technical development, and absorptive capacity / Richard Klavans and David L. Deeds --
Competence building by incorporating clients into the development of a business service firm's knowledge base / Petteri Sivula, Frans A.J. van den Bosch and Tom Elfring --
Appropriability and the creation of new capabilities through strategic alliances / Bertrand Quélin --
Managing articulated knowledge in competence-based competition / Ron Sanchez --
Modularity in product design, development, and organization : a case study of Baan company / Henk A, Post --
Leveraging knowledge across firm boundaries : achieving strategic flexibility through modularization and alliances / John W. Lang.
|Series Title:||Strategic management series.|
|Responsibility:||edited by Ron Sanchez and Aimé Heene.|
Accordingly, this volume also examines processes within firms that improve both the creation and application of new knowledge in competitive and cooperative interactions between organizations. Strategic Learning and Knowledge Management challenges many notions prevalent in current discussions of knowledge and learning, such as the strategic value of 'tacit knowledge' and the need to rely primarily on internal learning processes. Using case studies from American and European companies, the contributors bring you up to date with current thinking about managing strategically important knowledge in organizations.
- Organizational change -- Management.
- Organizational learning -- Management.
- Information resources management.
- Knowledge management.
- Strategic alliances (Business)
- Alliances stratégiques (affaires)
- Apprentissage organisationnel.
- Efficacité de l'organisation.
- Gestion des ressources.
- Organisation de l'entreprise.
- Techniques de gestion.
- Technologie de l'information.
- Gestion des connaissances.
- Organisatorisches Lernen.
- Organizational change -- Management
- Organizational learning -- Management
- Information resources management