Managing Industrial Knowledge : Creation, Transfer and Utilization

by Ikujiro Nonaka

• ISBN13: 9780761954996
• ISBN10: 0761954996
• Format: Paperback
• Copyright: 2001-05-02
• Publisher: Sage Publications Ltd

Summary

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.

Table of Contents

Preface	vii
Introduction	1	(12)
PART I KNOWLEDGE, CREATION AND LEADERSHIP	13	(112)
SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation	13	(31)
Ikujiro Nonaka
Ryoko Toyama
Noboru Konno
Structure and Spontaneity: Knowledge and Organization	44	(24)
John Seely Brown
Paul Duguid
Self-transcending Knowledge: Organizing Around Emerging Realities	68	(23)
Claus Otto Scharmer
Understanding the Creative Process: Management of the Knowledge Worker	91	(14)
Charlan Jeanne Nemeth
Lauren Nemeth
A Mentality Theory of Knowledge Creation and Transfer: Why Some Smart People Resist New Ideas and Some Don't	105	(20)
Kaiping Peng
Satoshi Akutsu
PART II FIRMS, MARKETS AND INNOVATION	125	(106)
Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context	125	(20)
David J. Teece
Knowledge and Organization	145	(25)
Robert M. Grant
How Should Knowledge be Owned?	170	(12)
Charles Leadbeater
Following Distinctive Paths of Knowledge: Strategies for Organizational Knowledge Building within Science-based Firms	182	(20)
Fiona E. Murray
The Modularity Trap: Innovation, Technology Phase Shifts and the Resulting Limits of Virtual Organizations	202	(29)
Henry W. Chesbrough
Ken Kusunoki
PART III MANAGING KNOWLEDGE AND TRANSFORMATION	231	(105)
Can Knowledge Management Deliver Bottom-line Results?	231	(13)
Charles E. Lucier
Janet D. Torsilieri
How Tacit Knowledge Explains Organizational Renewal and Growth: the Case of Nokia	244	(26)
Seija Kulkki
Mikko Kosonen
Knowledge is Commitment	270	(13)
Haruo Naito
The Knowledge Perspective in the Xerox Group	283	(32)
Kazue Kikawada
Dan Holtshouse
Towards a Universal Management of the Concept of Knowledge	315	(15)
Hirotaka Takeuchi
Research Directions for Knowledge Management	330	(6)
Ikujiro Nonaka
David J. Teece
Index	336