Andrew Inkpen and Kannan Ramaswamy
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780195167207
- eISBN:
- 9780199789825
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195167207.001.0001
- Subject:
- Business and Management, Strategy
This book examines the issues central to the study of strategic management in a global context. The key premise of this book is that developing an understanding of global strategic management ...
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This book examines the issues central to the study of strategic management in a global context. The key premise of this book is that developing an understanding of global strategic management requires analytic tools different from those of purely domestic strategies. As global integration between companies and countries continues to march forward, managers and strategy researchers will have to find new ways to deal with globalization. The various topics examined in this book are intended to provide guidance as to how to deal with the realities of globalization and strategic management. The book goes beyond the boundaries of received wisdom to examine some of the practical realities that have yet to receive theoretical scrutiny. The book blends theoretical insights that form the mainstay for strategy students with the practical relevance that international managers should find valuable. A series of issues, scenarios, and decision areas associated with global strategy choices are presented. The case study illustrations offer insights into many of the issues that both international strategy researchers and practitioners are currently grappling with.Less
This book examines the issues central to the study of strategic management in a global context. The key premise of this book is that developing an understanding of global strategic management requires analytic tools different from those of purely domestic strategies. As global integration between companies and countries continues to march forward, managers and strategy researchers will have to find new ways to deal with globalization. The various topics examined in this book are intended to provide guidance as to how to deal with the realities of globalization and strategic management. The book goes beyond the boundaries of received wisdom to examine some of the practical realities that have yet to receive theoretical scrutiny. The book blends theoretical insights that form the mainstay for strategy students with the practical relevance that international managers should find valuable. A series of issues, scenarios, and decision areas associated with global strategy choices are presented. The case study illustrations offer insights into many of the issues that both international strategy researchers and practitioners are currently grappling with.
Max H. Boisot, Ian C. MacMillan, and Kyeong Seok Han
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780199250875
- eISBN:
- 9780191719509
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250875.003.0003
- Subject:
- Business and Management, Knowledge Management
It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and ...
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It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and this path is associated with an entrepreneurial mindset. The second is object-oriented and builds on the concept of probability; this path can be associated with the managerial mindset. This book discusses the idea that both managerial and knowledge management practices have emphasized the second path at the expense of the first. To restore the balance, knowledge management needs to develop processes and tools associated with scenarios and real options — that will allow it to operate credibly in possible and plausible worlds, so as to extract value from them. The book proposes a systems framework for thinking through the nature of such tools.Less
It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and this path is associated with an entrepreneurial mindset. The second is object-oriented and builds on the concept of probability; this path can be associated with the managerial mindset. This book discusses the idea that both managerial and knowledge management practices have emphasized the second path at the expense of the first. To restore the balance, knowledge management needs to develop processes and tools associated with scenarios and real options — that will allow it to operate credibly in possible and plausible worlds, so as to extract value from them. The book proposes a systems framework for thinking through the nature of such tools.
Ron Sanchez (ed.)
- Published in print:
- 2003
- Published Online:
- January 2010
- ISBN:
- 9780199259281
- eISBN:
- 9780191714306
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199259281.001.0001
- Subject:
- Business and Management, Organization Studies, Knowledge Management
Two themes have become epicentres of new management thinking in the late 1990s: knowledge management and competence-based approaches to strategic management. These two themes share a common interest ...
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Two themes have become epicentres of new management thinking in the late 1990s: knowledge management and competence-based approaches to strategic management. These two themes share a common interest in identifying important forms of organizational knowledge and in understanding processes through which knowledge can be transformed into organizational capabilities and competences. Drawing on the latest research by a number of noted management scholars, this book presents new insights into various kinds of knowledge that are of value to organizations, organizational interactions that can create strategically useful knowledge, alternative processes for managing knowledge, and approaches to integrating key forms of knowledge into organizational processes of competence building and leveraging. The papers in the volume collectively define a powerful conceptual framework for understanding organizational knowledge and its central role in building and leveraging organizational competence. They present well articulated, logically consistent conceptualizations that will provide new theoretical impetus for management researchers, while at the same time providing case studies and examples of practical applications that suggest useful new methods and tools for management practitioners.Less
Two themes have become epicentres of new management thinking in the late 1990s: knowledge management and competence-based approaches to strategic management. These two themes share a common interest in identifying important forms of organizational knowledge and in understanding processes through which knowledge can be transformed into organizational capabilities and competences. Drawing on the latest research by a number of noted management scholars, this book presents new insights into various kinds of knowledge that are of value to organizations, organizational interactions that can create strategically useful knowledge, alternative processes for managing knowledge, and approaches to integrating key forms of knowledge into organizational processes of competence building and leveraging. The papers in the volume collectively define a powerful conceptual framework for understanding organizational knowledge and its central role in building and leveraging organizational competence. They present well articulated, logically consistent conceptualizations that will provide new theoretical impetus for management researchers, while at the same time providing case studies and examples of practical applications that suggest useful new methods and tools for management practitioners.
Dawn R. Gilpin and Priscilla J. Murphy
- Published in print:
- 2008
- Published Online:
- September 2008
- ISBN:
- 9780195328721
- eISBN:
- 9780199869930
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195328721.003.0007
- Subject:
- Business and Management, Strategy
This chapter lays the foundations for a historical-contextual decision making that aims beyond tactics and information toward understanding and sensemaking. It does so by looking closely at ...
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This chapter lays the foundations for a historical-contextual decision making that aims beyond tactics and information toward understanding and sensemaking. It does so by looking closely at managerial information processing: what constitutes knowledge; how knowledge is communicated around an organization; and how cultivated expertise can fill in for uncertain or incomplete knowledge.Less
This chapter lays the foundations for a historical-contextual decision making that aims beyond tactics and information toward understanding and sensemaking. It does so by looking closely at managerial information processing: what constitutes knowledge; how knowledge is communicated around an organization; and how cultivated expertise can fill in for uncertain or incomplete knowledge.
David W. DeLong
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780195170979
- eISBN:
- 9780199789719
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195170979.001.0001
- Subject:
- Business and Management, Knowledge Management
This book shows how the cost of losing human knowledge in a technology-intensive world seriously affects organizational success. It explains what leaders must do to retain critical know-how as ...
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This book shows how the cost of losing human knowledge in a technology-intensive world seriously affects organizational success. It explains what leaders must do to retain critical know-how as millions of aging baby boomers begin retiring from the workforce in the next decade. This aging workforce will produce an unprecedented skills shortage in many sectors. Particularly at risk is the tacit or experiential knowledge needed to maintain high levels of performance in today's complex technological, scientific, and management fields. The book shows how this threatened loss of intellectual capital or “brain drain” can be addressed with increased attention to workforce planning, knowledge management, and knowledge retention initiatives. It provides a framework and action plan to help managers tackle the interdependent challenges of increased retirements, more competitive recruiting, and greater turnover among mid-career employees created by changing workforce demographics.Less
This book shows how the cost of losing human knowledge in a technology-intensive world seriously affects organizational success. It explains what leaders must do to retain critical know-how as millions of aging baby boomers begin retiring from the workforce in the next decade. This aging workforce will produce an unprecedented skills shortage in many sectors. Particularly at risk is the tacit or experiential knowledge needed to maintain high levels of performance in today's complex technological, scientific, and management fields. The book shows how this threatened loss of intellectual capital or “brain drain” can be addressed with increased attention to workforce planning, knowledge management, and knowledge retention initiatives. It provides a framework and action plan to help managers tackle the interdependent challenges of increased retirements, more competitive recruiting, and greater turnover among mid-career employees created by changing workforce demographics.
Max H. Boisot, Ian C. MacMillan, and Kyeong Seok Han
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780199250875
- eISBN:
- 9780191719509
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250875.001.0001
- Subject:
- Business and Management, Knowledge Management
Humankind has always lived in a knowledge society. Yet, although we have been discussing the problem of valid knowledge since Plato and probably before, it was only in the second half of the 20th ...
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Humankind has always lived in a knowledge society. Yet, although we have been discussing the problem of valid knowledge since Plato and probably before, it was only in the second half of the 20th century that such knowledge came to be seen as an economic resource in its own right rather than as a support for the exploitation of other, more physical economic resources such as land, labour power, energy, etc. In recent years, a new specialization, knowledge management, has evolved to address some of the issues associated with the production and distribution of knowledge. It builds on the idea that organizations do not make good use of their knowledge resources and waste much of these. Knowledge management, however, still lacks a founding theory focused on the nature of knowledge and knowledge flows. The problem is that we cannot have a credible theory of how to manage knowledge in the firm without first developing a knowledge-based theory of the firm. The purpose of this book is to provide some theoretical perspective on the nature of organizationally relevant knowledge and to indicate the kind of research that might generate empirically testable hypotheses and further the development of a knowledge-based theory of the firm. Our theorizing builds on a conceptual framework — the Information-Space or I-Space — by means of which we explore how knowledge first emerges, and then gets articulated, diffused, and absorbed by a population of agents.Less
Humankind has always lived in a knowledge society. Yet, although we have been discussing the problem of valid knowledge since Plato and probably before, it was only in the second half of the 20th century that such knowledge came to be seen as an economic resource in its own right rather than as a support for the exploitation of other, more physical economic resources such as land, labour power, energy, etc. In recent years, a new specialization, knowledge management, has evolved to address some of the issues associated with the production and distribution of knowledge. It builds on the idea that organizations do not make good use of their knowledge resources and waste much of these. Knowledge management, however, still lacks a founding theory focused on the nature of knowledge and knowledge flows. The problem is that we cannot have a credible theory of how to manage knowledge in the firm without first developing a knowledge-based theory of the firm. The purpose of this book is to provide some theoretical perspective on the nature of organizationally relevant knowledge and to indicate the kind of research that might generate empirically testable hypotheses and further the development of a knowledge-based theory of the firm. Our theorizing builds on a conceptual framework — the Information-Space or I-Space — by means of which we explore how knowledge first emerges, and then gets articulated, diffused, and absorbed by a population of agents.
Eric Lesser and Lawrence Prusak (eds)
- Published in print:
- 2004
- Published Online:
- October 2005
- ISBN:
- 9780195165128
- eISBN:
- 9780199835751
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195165128.001.0001
- Subject:
- Economics and Finance, Financial Economics
The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the ...
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The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes. This book examines a variety of important knowledge-related topics, some of which has been previously published in such journals as the Harvard Business Review, California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process. The book includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.Less
The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes. This book examines a variety of important knowledge-related topics, some of which has been previously published in such journals as the Harvard Business Review, California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process. The book includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.
David W. DeLong
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780195170979
- eISBN:
- 9780199789719
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195170979.003.0012
- Subject:
- Business and Management, Knowledge Management
This chapter identifies four sources of problems that promote knowledge loss in organizations by creating barriers to knowledge sharing and knowledge management. It suggests change management ...
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This chapter identifies four sources of problems that promote knowledge loss in organizations by creating barriers to knowledge sharing and knowledge management. It suggests change management strategies for dealing with them. The sources identified are: the fact that no one gets promoted for investing in knowledge retention; poor interpersonal expert/novice dynamics; organizational conflict that undermines knowledge sharing; and the psychological trap of “competing commitments” that creates organizational barriers to action.Less
This chapter identifies four sources of problems that promote knowledge loss in organizations by creating barriers to knowledge sharing and knowledge management. It suggests change management strategies for dealing with them. The sources identified are: the fact that no one gets promoted for investing in knowledge retention; poor interpersonal expert/novice dynamics; organizational conflict that undermines knowledge sharing; and the psychological trap of “competing commitments” that creates organizational barriers to action.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0003
- Subject:
- Business and Management, Knowledge Management
This chapter examines the contemporary conditions of academic work and management in UK universities as organizations. In so doing, it also raises questions about the wider purposes of universities ...
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This chapter examines the contemporary conditions of academic work and management in UK universities as organizations. In so doing, it also raises questions about the wider purposes of universities in the modern world. Topics discussed include knowledge work and knowledge management, the state of the contemporary academic knowledge worker, difficulties faced by universities, gender divisions between male and female staff in universities, and divisions between universities.Less
This chapter examines the contemporary conditions of academic work and management in UK universities as organizations. In so doing, it also raises questions about the wider purposes of universities in the modern world. Topics discussed include knowledge work and knowledge management, the state of the contemporary academic knowledge worker, difficulties faced by universities, gender divisions between male and female staff in universities, and divisions between universities.
Max H. Boisot, Ian C. MacMillan, and Kyeong Seok Han
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780199250875
- eISBN:
- 9780191719509
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250875.003.0007
- Subject:
- Business and Management, Knowledge Management
With the growth of the information economy, the proportion of knowledge-intensive goods to total goods is constantly increasing. Lawrence Lessig has argued that IPRs have now become too favourable to ...
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With the growth of the information economy, the proportion of knowledge-intensive goods to total goods is constantly increasing. Lawrence Lessig has argued that IPRs have now become too favourable to existing producers and that their ‘winner-take-all’ characteristics are constraining the creators of tomorrow. This chapter looks at how variations in IPRs regimes might affect the creation and social cost of new knowledge in economic systems. Drawing on a conceptual framework, the Information Space or I-Space, to explore how the uncontrollable diffusibility of knowledge relates to its degree of structure, this chapter deploys an agent-based modelling approach to the issue of IPRs. It takes the ability to control the diffusibility of knowledge as a proxy measure for an ability to establish property rights in such knowledge. Second, it takes the rate of obsolescence of knowledge as a proxy measure for the degree of turbulence induced by different regimes of technical change. Then, it simulates the quantity and cost to society of new knowledge under different property right regimes.Less
With the growth of the information economy, the proportion of knowledge-intensive goods to total goods is constantly increasing. Lawrence Lessig has argued that IPRs have now become too favourable to existing producers and that their ‘winner-take-all’ characteristics are constraining the creators of tomorrow. This chapter looks at how variations in IPRs regimes might affect the creation and social cost of new knowledge in economic systems. Drawing on a conceptual framework, the Information Space or I-Space, to explore how the uncontrollable diffusibility of knowledge relates to its degree of structure, this chapter deploys an agent-based modelling approach to the issue of IPRs. It takes the ability to control the diffusibility of knowledge as a proxy measure for an ability to establish property rights in such knowledge. Second, it takes the rate of obsolescence of knowledge as a proxy measure for the degree of turbulence induced by different regimes of technical change. Then, it simulates the quantity and cost to society of new knowledge under different property right regimes.
Max H. Boisot, Ian C. MacMillan, and Kyeong Seok Han
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780199250875
- eISBN:
- 9780191719509
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250875.003.0005
- Subject:
- Business and Management, Knowledge Management
In contrast to the neoclassical economic presumption in favour of markets, this chapter argues that organizations, not markets, should be taken as our default assumption. This argument is based on ...
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In contrast to the neoclassical economic presumption in favour of markets, this chapter argues that organizations, not markets, should be taken as our default assumption. This argument is based on information processing grounds. The chapter distinguishes between Zen and Market Knowledge. The first is embodied and hard to articulate and the second abstract-symbolic. In human evolution, the first type of knowledge came first, and, on any pragmatic definition of knowledge, it still incorporates most of what we mean by the term. The chapter takes codification and abstraction as the two data processing activities that lead to the articulation of knowledge into an abstract-symbolic form. It then develops a conceptual framework, the Information-Space or I-Space to show how far the articulation of knowledge leads to its being shared. Whereas an unlimited sharing of information and knowledge leads to market-oriented outcomes, a more limited sharing leads to organizational outcomes. A market-oriented economics has tended to look to physics for its models; the field of organization theory has tended to look to biology. A more organization-oriented economics would thus look more to biology for its models.Less
In contrast to the neoclassical economic presumption in favour of markets, this chapter argues that organizations, not markets, should be taken as our default assumption. This argument is based on information processing grounds. The chapter distinguishes between Zen and Market Knowledge. The first is embodied and hard to articulate and the second abstract-symbolic. In human evolution, the first type of knowledge came first, and, on any pragmatic definition of knowledge, it still incorporates most of what we mean by the term. The chapter takes codification and abstraction as the two data processing activities that lead to the articulation of knowledge into an abstract-symbolic form. It then develops a conceptual framework, the Information-Space or I-Space to show how far the articulation of knowledge leads to its being shared. Whereas an unlimited sharing of information and knowledge leads to market-oriented outcomes, a more limited sharing leads to organizational outcomes. A market-oriented economics has tended to look to physics for its models; the field of organization theory has tended to look to biology. A more organization-oriented economics would thus look more to biology for its models.
Rosemary Deem, Sam Hillyard, and Michael Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.001.0001
- Subject:
- Business and Management, Knowledge Management
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and ...
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The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.Less
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.
David W. DeLong
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780195170979
- eISBN:
- 9780199789719
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195170979.003.0013
- Subject:
- Business and Management, Knowledge Management
This chapter describes five things leaders must do to support strategic thinking about knowledge retention. This includes: (1) always linking organizational strategy to knowledge management ...
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This chapter describes five things leaders must do to support strategic thinking about knowledge retention. This includes: (1) always linking organizational strategy to knowledge management initiatives; (2) coping with the uncertainty created by changing workforce capabilities; (3) taking a systemic approach when addressing knowledge retention problems and seeking solutions integration; (4) recognizing that knowledge loss can seriously hurt organizational learning capabilities by undermining a firm's absorptive capacity; and (5) using a strategic planning framework to take a long-term perspective on challenges posed by changing workforce demographics and the resulting threats of knowledge loss.Less
This chapter describes five things leaders must do to support strategic thinking about knowledge retention. This includes: (1) always linking organizational strategy to knowledge management initiatives; (2) coping with the uncertainty created by changing workforce capabilities; (3) taking a systemic approach when addressing knowledge retention problems and seeking solutions integration; (4) recognizing that knowledge loss can seriously hurt organizational learning capabilities by undermining a firm's absorptive capacity; and (5) using a strategic planning framework to take a long-term perspective on challenges posed by changing workforce demographics and the resulting threats of knowledge loss.
Giovanni Dosi, David J. Teece, and Josef Chytry (eds)
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780199269426
- eISBN:
- 9780191710179
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199269426.001.0001
- Subject:
- Business and Management, Organization Studies
This book contains pioneering work on technological, organizational, and institutional change from leading theorists and practitioners such as Masahiko Aoki, Alfred D. Chandler Jr., Joseph Stiglitz, ...
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This book contains pioneering work on technological, organizational, and institutional change from leading theorists and practitioners such as Masahiko Aoki, Alfred D. Chandler Jr., Joseph Stiglitz, Oliver Williamson, and Sidney Winter. Using a trans-disciplinary approach, it explores three distinct themes: Markets and Organizations; Evolutionary Theory and Technological Change; and Strategy, Capabilities, and Knowledge Management. The chapters are drawn from the journal Industrial and Corporate Change, reflecting the diverse contributions it has published since 1992 in such areas as business history, industrial organization, strategic management, organizational theory, innovation studies, organizational behaviour, political science, social psychology, and sociology. This book provides an accessible account of recent research and theory on technological, organizational, and institutional change for academics and advanced students of Business and Management, Organization Theory, Technology and Innovation Studies, and Industrial Economics.Less
This book contains pioneering work on technological, organizational, and institutional change from leading theorists and practitioners such as Masahiko Aoki, Alfred D. Chandler Jr., Joseph Stiglitz, Oliver Williamson, and Sidney Winter. Using a trans-disciplinary approach, it explores three distinct themes: Markets and Organizations; Evolutionary Theory and Technological Change; and Strategy, Capabilities, and Knowledge Management. The chapters are drawn from the journal Industrial and Corporate Change, reflecting the diverse contributions it has published since 1992 in such areas as business history, industrial organization, strategic management, organizational theory, innovation studies, organizational behaviour, political science, social psychology, and sociology. This book provides an accessible account of recent research and theory on technological, organizational, and institutional change for academics and advanced students of Business and Management, Organization Theory, Technology and Innovation Studies, and Industrial Economics.
D. Hugh Whittaker and Robert E. Cole (eds)
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199297320
- eISBN:
- 9780191711237
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199297320.001.0001
- Subject:
- Business and Management, Innovation
How did Japan fall from challenger to US hegemonic leadership in the high tech industries in the 1980s to stumbling giant by the turn of the last century? What did it do about it? This book examines ...
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How did Japan fall from challenger to US hegemonic leadership in the high tech industries in the 1980s to stumbling giant by the turn of the last century? What did it do about it? This book examines the challenges faced by Japan's high tech companies through successful emulation of some of their key practices by foreign competitors and the emergence of new competitive models linked to open innovation and modular production. High tech companies were slow to respond, relying at first on formulae which had worked in the past, but in a new environment, some of these traditional strengths had now become sources of weakness. Stability and success, moreover, had decreased their appetite for risk. Early in the new century, however, there were signs of a more concerted response, which opened up past practices to scrutiny and modification through selective learning and adaptation of the new models. The MOT (management of technology) movement provided a vehicle for this change. It was linked, in turn, to efforts to change the national innovation system, giving universities a more central role and encouraging spin-offs and startups. The book features contributions from scholars and practitioners who have distinctive insights into the nature of these challenges and responses. It includes introductory and concluding chapters with a discussion of knowledge management implications, a ‘reformed’ Japanese model, and a possible dual innovation system.Less
How did Japan fall from challenger to US hegemonic leadership in the high tech industries in the 1980s to stumbling giant by the turn of the last century? What did it do about it? This book examines the challenges faced by Japan's high tech companies through successful emulation of some of their key practices by foreign competitors and the emergence of new competitive models linked to open innovation and modular production. High tech companies were slow to respond, relying at first on formulae which had worked in the past, but in a new environment, some of these traditional strengths had now become sources of weakness. Stability and success, moreover, had decreased their appetite for risk. Early in the new century, however, there were signs of a more concerted response, which opened up past practices to scrutiny and modification through selective learning and adaptation of the new models. The MOT (management of technology) movement provided a vehicle for this change. It was linked, in turn, to efforts to change the national innovation system, giving universities a more central role and encouraging spin-offs and startups. The book features contributions from scholars and practitioners who have distinctive insights into the nature of these challenges and responses. It includes introductory and concluding chapters with a discussion of knowledge management implications, a ‘reformed’ Japanese model, and a possible dual innovation system.
Chun Wei Choo
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780195176780
- eISBN:
- 9780199789634
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195176780.001.0001
- Subject:
- Business and Management, Knowledge Management
The book links the broad areas of organizational behavior and information management. It looks at how organizations behave as information-seeking, information-creating, and information-using ...
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The book links the broad areas of organizational behavior and information management. It looks at how organizations behave as information-seeking, information-creating, and information-using communities, and introduces a unifying framework to show how organizations create meaning, knowledge, and action. The book presents a model of how organizations use information strategically to adapt to external change and to foster internal growth. This model examines how people and groups within organizations use information to create an identity and a shared context for action and reflection; to develop new knowledge and new capabilities; and to make decisions that commit resources and capabilities to purposeful action.Less
The book links the broad areas of organizational behavior and information management. It looks at how organizations behave as information-seeking, information-creating, and information-using communities, and introduces a unifying framework to show how organizations create meaning, knowledge, and action. The book presents a model of how organizations use information strategically to adapt to external change and to foster internal growth. This model examines how people and groups within organizations use information to create an identity and a shared context for action and reflection; to develop new knowledge and new capabilities; and to make decisions that commit resources and capabilities to purposeful action.
D. Hugh Whittaker and Robert E. Cole
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199297320
- eISBN:
- 9780191711237
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199297320.003.0017
- Subject:
- Business and Management, Innovation
This chapter attempts to tease out the implications of the individual chapters for the future of innovation and MOT in Japan, beginning with problems in the Japanese ‘knowledge-creating’ company ...
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This chapter attempts to tease out the implications of the individual chapters for the future of innovation and MOT in Japan, beginning with problems in the Japanese ‘knowledge-creating’ company model. The strengths of this model are also its weaknesses. In particular, Japanese companies have had difficulties in accessing external tacit knowledge and global knowledge networks. The emergence of a ‘dual innovation system’ is considered, which consists of a ‘reformed Japanese/large firm model’ and a ‘nascent network model’, both lying between closed and open innovation system model poles. Eight features of the former are identified. Policy, on the other hand, has become oriented toward promoting the latter, with limited success. Relations and tensions between the two are discussed.Less
This chapter attempts to tease out the implications of the individual chapters for the future of innovation and MOT in Japan, beginning with problems in the Japanese ‘knowledge-creating’ company model. The strengths of this model are also its weaknesses. In particular, Japanese companies have had difficulties in accessing external tacit knowledge and global knowledge networks. The emergence of a ‘dual innovation system’ is considered, which consists of a ‘reformed Japanese/large firm model’ and a ‘nascent network model’, both lying between closed and open innovation system model poles. Eight features of the former are identified. Policy, on the other hand, has become oriented toward promoting the latter, with limited success. Relations and tensions between the two are discussed.
Ron Sanchez
- Published in print:
- 2003
- Published Online:
- January 2010
- ISBN:
- 9780199259281
- eISBN:
- 9780191714306
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199259281.003.0001
- Subject:
- Business and Management, Organization Studies, Knowledge Management
This book explores theoretically sound and practically implementable ideas for effective knowledge management and how knowledge can be converted into increased organizational competence. It draws on ...
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This book explores theoretically sound and practically implementable ideas for effective knowledge management and how knowledge can be converted into increased organizational competence. It draws on a number of management perspectives, including strategy, technology management, marketing, information systems, innovation, accounting and control, and general management, to clarify the processes through which people create and use knowledge in organizations. Case studies and other action-oriented research methods are used to derive practically implementable ways to support, improve, and stimulate the creation and use of knowledge that can enhance organizational competences and bring strategic benefits to organizations. This chapter introduces a model of the five learning cycles of the competent organization: organization learning cycle, group/organization learning cycle, group learning cycle, individual/group learning cycle, and individual learning cycle. Several terms that represent the essential building blocks of organizational sensemaking processes are introduced, namely, data, information, knowledge, learning, sensemaking, and interpretive frameworks. The chapter concludes by proposing a set of basic principles for managing knowledge and organizational learning in each of the five learning cycles.Less
This book explores theoretically sound and practically implementable ideas for effective knowledge management and how knowledge can be converted into increased organizational competence. It draws on a number of management perspectives, including strategy, technology management, marketing, information systems, innovation, accounting and control, and general management, to clarify the processes through which people create and use knowledge in organizations. Case studies and other action-oriented research methods are used to derive practically implementable ways to support, improve, and stimulate the creation and use of knowledge that can enhance organizational competences and bring strategic benefits to organizations. This chapter introduces a model of the five learning cycles of the competent organization: organization learning cycle, group/organization learning cycle, group learning cycle, individual/group learning cycle, and individual learning cycle. Several terms that represent the essential building blocks of organizational sensemaking processes are introduced, namely, data, information, knowledge, learning, sensemaking, and interpretive frameworks. The chapter concludes by proposing a set of basic principles for managing knowledge and organizational learning in each of the five learning cycles.
Petteri Sivula, Frans A. J. van den Bosch, and Tom Elfring
- Published in print:
- 2003
- Published Online:
- January 2010
- ISBN:
- 9780199259281
- eISBN:
- 9780191714306
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199259281.003.0004
- Subject:
- Business and Management, Organization Studies, Knowledge Management
Knowledge creation and organizational learning have become central concerns in strategic management. This chapter analyzes customer relationships as a source of new organizational knowledge. ...
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Knowledge creation and organizational learning have become central concerns in strategic management. This chapter analyzes customer relationships as a source of new organizational knowledge. Knowledge absorption from customer relationships involves two key processes of organizational learning: creating new knowledge within the firm from client relationships and leveraging this new knowledge within the firm and in client relationships. The management of such learning and knowledge leveraging processes is critical to a firm's ability to build new organizational competences. These processes are examined in the context of knowledge intensive business service firms including both specialist and general management consulting firms, to gain insights into processes of strategic organizational learning. After presenting two brief case studies of knowledge absorption from clients, some implications for knowledge management in various kinds of client relationships are considered. This chapter contributes to the competence-based view of competition by developing a typology of client relationships and an integrative framework that helps to clarify several important types of knowledge absorption opportunities.Less
Knowledge creation and organizational learning have become central concerns in strategic management. This chapter analyzes customer relationships as a source of new organizational knowledge. Knowledge absorption from customer relationships involves two key processes of organizational learning: creating new knowledge within the firm from client relationships and leveraging this new knowledge within the firm and in client relationships. The management of such learning and knowledge leveraging processes is critical to a firm's ability to build new organizational competences. These processes are examined in the context of knowledge intensive business service firms including both specialist and general management consulting firms, to gain insights into processes of strategic organizational learning. After presenting two brief case studies of knowledge absorption from clients, some implications for knowledge management in various kinds of client relationships are considered. This chapter contributes to the competence-based view of competition by developing a typology of client relationships and an integrative framework that helps to clarify several important types of knowledge absorption opportunities.
Sajjad M. Jasimuddin
- Published in print:
- 2012
- Published Online:
- September 2012
- ISBN:
- 9780199601462
- eISBN:
- 9780191743320
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199601462.003.0018
- Subject:
- Business and Management, Finance, Accounting, and Banking, Strategy
This chapter stresses the importance of knowledge management for mergers and acquisitions (M&As), a popular strategy of survival and growth that is believed to enhance a firm’s competitive advantage ...
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This chapter stresses the importance of knowledge management for mergers and acquisitions (M&As), a popular strategy of survival and growth that is believed to enhance a firm’s competitive advantage over its rivals. Cross-border M&As is a widely used mode of market entry, which constitutes a large share of global FDI flows entry into a host country. While in the 21st century, managing knowledge is increasingly recognized as being a critical strategic task for an organization, the literature on knowledge management in M&A activity is relatively limited. Although M&As in many cases fail to deliver satisfactory results, knowledge management is a strategically important tool for M&As’ success. The chapter aims to elaborate the role of knowledge management in the M&A context, and to identify the factors that facilitate its implementation in M&As, suggesting that the effective implementation of knowledge management in an amalgamated firm can help explore and exploit knowledge in a post-M&A situation.Less
This chapter stresses the importance of knowledge management for mergers and acquisitions (M&As), a popular strategy of survival and growth that is believed to enhance a firm’s competitive advantage over its rivals. Cross-border M&As is a widely used mode of market entry, which constitutes a large share of global FDI flows entry into a host country. While in the 21st century, managing knowledge is increasingly recognized as being a critical strategic task for an organization, the literature on knowledge management in M&A activity is relatively limited. Although M&As in many cases fail to deliver satisfactory results, knowledge management is a strategically important tool for M&As’ success. The chapter aims to elaborate the role of knowledge management in the M&A context, and to identify the factors that facilitate its implementation in M&As, suggesting that the effective implementation of knowledge management in an amalgamated firm can help explore and exploit knowledge in a post-M&A situation.
