The Strategic Management of Intellectual Capital and Organizational Knowledge

Book Description

Increasingly, the challenge of management is to create and supply knowledge in order to sustain organizational performance. However, few books on management strategy have been written using this concept as a foundation. This unique volume adopts a knowledge-based approach that will complement
and perhaps supplant other perspectives. Editors Nick Bontis and Chun Wei Choo look at the literature through the lens of strategic management and from the vantage point of organizational science. The thirty readings have been carefully selected and commissioned to provide the best literature
available--from articles newly written for this book and from existing publications.

Customer Reviews:

Outstanding!.......2005-08-15

Everytime I open this book I learn something powerful to help make sense of the organizational environment around me. The book has a huge price, but it also offers huge value.

An Essential Compendium for the Serious Strategist.......2003-05-26

Not a faddish management consultant recipe book. This reference tome contains an important selection of the latest thinking on organizational management. The authors' various perspectives on managing from a knowledge perspective lead the reader to do some serious thinking. I find myself returning to it again and again for further insights.

Intellectual Capital: The New Wealth of Organizations

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Ref A for Buidling Value in the Information Age
Jumping Off Point Into Intellectual Capital
Stewart treats us all like children
Intellectual Capital : No Longer A Blurred Term
provides framework for better understanding knowledge assets

Intellectual Capital: The New Wealth of Organizations
Thomas A. Stewart
Manufacturer: Currency
ProductGroup: Book
Binding: Paperback

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ASIN: 0385483813
Release Date: 1998-12-29

Book Description

Visionary in scope, Intellectual Capital is the first book that shows how to turn the untapped knowledge of an organization into its greatest competitive weapon. Thomas A. Stewart demonstrates how knowledge--not natural resources, machinery, or financial capital--has become the most important factor in economic life. Through practical advice, stories, and case histories, Stewart reveals how organizations and individuals can create and use the knowledge assets they need. Dazzling in its ability to make conceptual sense of the economic revolution we are living through, this ingenious book cuts through the vague rhetoric of "paradigm shifts" to show how the Information Age economy really works.

Intellectual Capital should be read as if the futures of your company and your career depend on it. They do.

Customer Reviews:

Ref A for Buidling Value in the Information Age.......2005-06-25

I read the same author's "Wealth of Knowledge" first, and then went back to get this earlier book (1998), and I actually feel that reading them in that order is better. This book has a lot of detail that is well served by the context that can be found in the later book.

For those who really wish to get a deep look at the future of building value in the age of distribution information in all languages, I recommend that both of Stewart's books be read in conjunction with the following three Nobel-level books: Margaret Wheatley, "Leadership and the New Science," Robert Buckman, "Building the Knowledge-Driven Organization," and Christensen & Raynor, "The Innovator's Solution." My reviews of these books are both evaluative and summative, and could be helpful as short-cut, but they are no substitute for actually buying and reading the books.

The most important point in this book is that the value is no longer found in collecting just in case knowledge, but rather in connecting dots to dots, dots to people, and (the highest value) people to people. It's about connecting, not collecting. Based on this book I drew my own value triangle, VALUE appearing in the middle of the triangle, with Context being the lower left corer, Content being the lower right corner, and CONNECTION being the apex of the triangle--further refined as connecting customers, connecting contributing talents, and connecting sub-contracted sources, softwares, and services. No one is doing this today in the manner that meets the emerging needs of the marketplace.

Most interesting to me is the author's early emphasis on the Chief Financial Officer being the point of sale, not the CEO, the CTO, or the production divisions. Intellectual capital is a value-creation and profit-building exercise, and it needs to be presented as a financial campaign plan, not a technology plan, not a human resources plan, and not a sales and marketing plan.

Although the author focuses on intellectual property, and provides compelling anecdotes and links that suggest that any company in the knowledge business can increase its bottom line earnings by 20-40% if it does a better job of managing its intellectual property, I see two other emerging marketplaces in this book that the author may not have intended but certainly contributes insights to: managing shared access to external sources, to reduce the cost and increase the knowledge that companies can use to increase their competence in a global environment; and managing customer understanding and relationships in the aggregate--it is possible to take cross-selling to new heights if companies in different industries that are not competing with one another, will share customer information in new ways, thus leading to the invention of new3 offerings and new value.

A major point in this book that I believe everyone misses is that the management of intellectual property, or knowledge management, or external open source information acquisition and exploitation, is totally and utterly without value in the absence of a strategy. Collection or connecting is of the greatest value when it is done with strategic purpose, operational efficiency, and tactical effect.

There is a lot more in this book that will impact on my strategic business planning, and that I choose to not summarize here, but will instead end with three points the author makes that I consider to be important:

1) In the information age, only investments in knowledge building are really investments--traditional investments in capital goods are costs, not to be confused with investments intended to generate new value.

2) Knowledge value grows on a logarithmic scale, while goods value grows arithmetically.

3) In today's environment, careers are defined by personal skills and networking, not traditional jobs and corporate positions. The corollary of this is that individuals must self-manage their continuing education and skill acquisition, and any job that fails to provide for continuing upgrading of skills is not worth keeping.

I consider this a seminal reference, of extraordinary value.

Jumping Off Point Into Intellectual Capital.......2002-11-13

As an occassional reader of business literature and a new convert to the importance of knowledge management, I found Stewart's book a wonderful introduction to this important organizational management strategy.

I immediately found myself thinking of ways to apply the various forms of intellectual capital (human, structural and customer) to my work in higher education. In fact, Stewart's work provided important insights that proved helpful to my doctoral dissertation on higher education/business partnerships.

Admittedly, there is little here in terms of practical strategies for applying the ideas in the marketplace. However, it does encourage those who are interested in the topic to pursue more in depth and practical works on the subject of knowledge management.

Stewart treats us all like children.......2001-05-19

I started reading this book with the best intentions. However, when Stewart begins with such kindergarten level assertations, I knew as a Business student, there was no point in continuing reading this book. Stewart, a Fortune Editor, has no business training: he is a Harvard English major, and this is clearly shown in his work. If one reads his fortune articles, they are equally poorly written with bad information. I would suggest that one spend their money on better Management authors such as Jon Katzenbach or Peter Drucker, both of whom actually have a clue.

Intellectual Capital : No Longer A Blurred Term.......2001-04-16

It is my great pleasure to write a review for this important book. Over past years a lot of book investigating "the value of human resource as a competitive advantage" in organizations was published but none of them explained us what human resource and value mean in the larger context of competition, what are practical ways to use of this very competitive resource on behalf of the organization. I herald that this book gives the absolute framework we need for a new and comprehensive study on intellectual capital.

According to Stewart, Intellectual Capital is consisted of three interconnected parts, namely, Human Capital, Structural Capital and Customer Capital. Human Capital means the knowledge and skill level of corporate personnel. If an organization has a personnel inventory whose knowledge and skills are vital in the long-run, the first part of the capital forms a strong base to capitalize on. The other part of Intellectual capital, Customer Capital, means that organization is producing value for its customers and accordingly custemers have a strong loyalty to the company. The last part of Intellectual capital is Structural capital which connects Human Capital and Customer Capital to each other. Organizations need structural systems to use human resource in order to meet customers' needs and wants in a more effective way which other companies can not imitate without incurring high costs and time loss.

You will find a lot of living examples intended to make these abstract concepts understandable to readers who are accomodated to hear many pop-ups regarding human capital and its value. Overall, I strongly recommend with five stars.

provides framework for better understanding knowledge assets.......2001-02-28

The author defines intellectual capital, its characteristics that are different from physical property, and the implications. He provides data to show increasing relative value of knowledge over physical property. He discusses identifying and nurturing knowledge assets that support your company's core competence and competitive advantage. Three categories of intellectual capital were discussed: personnel talent, structural / environmental / process / system framework, and customer relationships. An interesting model to quantify the value of customer relationships / brand / competitive advantage has been presented. This can be useful for investors analyzing companies with substantial intangible assets. Four stars because the book has not made a difference in my life, yet ...

The Strategic Management of Intellectual Capital (Resources for the Knowledge-Based Economy)

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The Strategic Management of Intellectual Capital (Resources for the Knowledge-Based Economy)
David A. Klein
Manufacturer: Butterworth-Heinemann
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Value Driven Intellectual Capital: How to Convert Intangible Corporate Assets Into Market Value
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ASIN: 0750698500

Book Description

The fourth in the readers' series Resources for the Knowledge-Based Economy, The Strategic Management of Intellectual Capital analyzes the link between the strategic and operational roles of intellectual capital in the organization.

The Strategic Management of Intellectual Capital is the perfect resource for the growing number of companies pursuing a strategic approach to managing their intellectual capital and harnessing and leveraging their knowledge, experience, and expertise more systematically to attain a competitive advantage.

Offers a compilation of articles pertinent to the management of intellectual capital.
Included are case studies, frameworks, and tools for developing organizational programs in this emerging enterprise.
Provides an understanding of the importance of intellectual capital and how to manage it.

Invisible Advantage: How Intangibles Are Driving Business Performance

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Most people just don't see it.
Very poor job on Important Topic
Stating the obvious on not a very novel topic
Making the Business Case for Intangibles

Invisible Advantage: How Intangibles Are Driving Business Performance
Jonathan Low , and Pam Cohen Kalafut
Manufacturer: Perseus Books Group
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ASIN: 0738205397
Release Date: 2002-05-14

Amazon.com

Invisible Advantage, by Jonathan Low and Pam Cohen Kalafut, is a thoughtful analysis of the value of intangible assets in today's corporate world with solid recommendations for turning them into a competitive edge. Low and Kalafut, who have undertaken several major research projects on this topic and presented their results at forums worldwide, say a dozen nonmaterial resources in particular have played a significant role in business success since the days of Ford and GM. The 12--which they identify as leadership, strategy execution, communication and transparency, brand equity, reputation, alliances and networks, technology and processes, human capital, workplace organization and culture, innovation, intellectual capital, and adaptability--"don't show on a balance sheet or an income statement," they write, "yet they are manageable and usually quantifiable drivers of corporate-value creation." After offering some historical perspective and a look at their methodology, the pair explain how each of these factors works in the real world today and show how highfliers like Dell and McDonald's have managed to capitalize on them "quickly and quietly, before competitors or anyone else caught on to what they were doing." Practical advice such as "five key steps" for managing intangibles elevates this from an interesting academic exercise to a more pragmatic how-to. --Howard Rothman

Book Description

The Enron debacle, the dot.com implosion, and a record-breaking deal for a popular morning news anchor are only a few of the most dramatic examples of a new economic paradigm that is rewriting the rules of business.

Consider the following: IBM spends three and a half billion dollars to acquire Lotus Development Corporation, but more importantly, its chief programmer. French corporation LVMH creates the first luxury brands conglomerate, recognizing the potential operational and marketing benefits from combining opulent brands like Louis Vuitton, Moet Hennessey, TAG Heuer and Givenchy under one managerial umbrella. Meanwhile, Monsanto's stock price plummets, losing 35 % of its value in a year, when the company's carefully considered strategy to enhance growth, diversification and public acclaim through leadership in genetically modified crops, is met instead with public revulsion for "Frankenfoods." The common theme among these, and dozens of other examples analyzed in Invisible Advantage, is the profound degree to which "intangible assets" are defining corporate value and revolutionizing the ways in which business is conducted.

Drawing from their extensive research in corporate valuation, strategy, and consumer behavior, Jonathan Low and Pam Cohen Kalafut estimate that fully one-third of an organization's value is derived from elements that can't be seen, such as brand equity, strategy execution, reputation, and innovative culture. Ideas and relationships: these are the new currency of the economy-and their influence on decision-making can now be quantified.

From leadership to communication, technology to human resources, the authors identify twelve "measures that matter" and convincingly demonstrate the bottom-line implications of investing in (or ignoring) each of them. Achieving, and then sustaining, a competitive edge will depend on how well you and your company balance all twelve factors. Highlighting the most innovative strategies of organizations around the world, the authors present strategies for succeeding in the age of intangibles, and propose an ambitious agenda for reforming the ways in which corporate performance is recorded and evaluated.

Challenging and provocative, Invisible Advantage is a decoder ring to the intangibles economy-a new playbook by which managers can learn to attract the most talented employees, profitable customers, collaborative partners, and aggressive investors.

Customer Reviews:

Most people just don't see it........2006-02-09

This book gives great insight into an underappreciated area. More executives should manage these issues, but in the end, if it can't be measured easily, compensation plans won't reward those who create value.

Very poor job on Important Topic.......2005-01-04

This book is full of appeal to authority fallacies, cliches, anecdotes and references to articles in newspapers which is sad state of affairs considering that one of the authors is a Ph.D. The "used" price for this book is in the basement for a reason. This may entertain a first year student at a low level college somewhere or a high level high school student but it's really unfortunate that this subject was treated in such a sloppy manner.

Stating the obvious on not a very novel topic.......2003-03-02

The book is basically about how capital markets value intangibles and also how intangibles influence the company performance in general. The authors have conducted an apparently detailed research and worked out a Value Creation Index on which, they show, intangibles have a significant impact. From this proof, they move on to list 12 intangibles which are important (at present time) for company performance. They then conclude that a major challenge for today's companies is to work out a method to MANAGE those intangibles which are CRITICAL to the industry that the company is working in.

The idea is good. However, it is NOT NEW at all. Banking training companies, like Euromoney Training have been showing in their 'Bank Credit Analysis' classes for the last 14 years the importance of Non-Financial Analysis in evaluating creditworthiness of a company. They have been pointing out ever since that non-financial analysis is far more important than financial analysis (but should be carried out jointly) in understanding potential company performance. Also, there are various books published in late 1980s and early 1990s which elaborated on that point. So you see, the idea of valuing 'non-financial' intangible factors has been around for quite a while. We can only say, regarding this book, that it provides further evidence to a well-known argument. That's all.

When it comes to other points and 12 areas, i.e. the importance of branding and brands, human capital, property rights (intellectual capital), strategy execution, innovation, networking and alliances etc., there is also ample literature on the importance and detailing of these issues. We have known these factors for at least 15-20 years in their coming. So, if the book is pointing to the increasing incidence of these occurences, we can only agree with the authors. However, the discovery of these developments date back to much earlier times and the points are already "obvious" for the students of "doing business in modern times".

So, I would reccommend the book if you are a novice to the field. However, if you have a more than slight familiarity with the changing conditions of doing business in the last 10 years, the book is certainly NOT for you. It is just an ecclectic effort on a very familiar subject.

Making the Business Case for Intangibles.......2002-06-10

Invisible Advantage is an excellent resource on how the capital markets value intangible factors and their impact on the bottom line. The authors clearly describe 12 measures-ranging from leadership and reputation to talent and innovation-which contribute to opinion makers' and market movers' investment decisions. Low's and Kalafut's research on how nonfinancial factors are taken into account by buy-side and sell-side analysts is revolutionary and finally answers the age-old question of which factors are most important in how companies are valued and perceived. In these uncertain times, the authors' hierarchy of intangibles provides a welcome roadmap for CEOs and other top officers looking to understand what to prioritize- customer know-how, technological prowess, intellectual property, or talent? Because market capitalization and reputation are often influenced by factors other than the bottom line, this book is extraordinarily useful in making the business case for communicating the invisible equity often hidden within corporations. This is a book that matters.

Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions (Clarendon Lectures in Management Studies)

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Highly Recommended!
Managing Intellectual Capital. What, how and by whom?
Provocative theoretical perspectives, some well-worn

Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions (Clarendon Lectures in Management Studies)
David J. Teece
Manufacturer: Oxford University Press, USA
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Strategic Management of Technology and Innovation

ASIN: 0198295421

Book Description

There is a strong awareness that the new economy has arrived, and that firms and management need to focus on a plethora of new issues at present only dimly perceived. The astute management of technology can advance not only the fortunes of the innovators, but also of society at large. In this book, David Teece considers how firms can exploit technological innovation, protecting their intellectual capital, while staying ahead of the competition. He provides frameworks as well as practical advice, looking in particular at the organization structure most likely to support innovation, and how managerial decision and strategy affect the division of the gains. This will be essential reading for academics, managers, and students alike who want to keep abreast of contemporary strategic challenges.

Customer Reviews:

Highly Recommended!.......2001-09-20

In his preface, author David J. Teece promises a theoretical framework for understanding intellectual property and practical advice about managing it. Theory ultimately prevails in this book, but valuable nuggets of managerial guidance await any entrepreneur willing to dig for them. As a professor and as the presenter of Oxford's Clarendon Lecture in Management Studies, from which this book is drawn, Teece naturally tends toward abstract thinking. Some of the territory has been traveled before (i.e. the message that bureaucratic, hierarchical organizations tend to stifle innovation) but Teece adds a lot of intriguing material. We [...] believe analytically minded academics, entrepreneurs and executives will find Teece's volume illuminating, most notably his educated perspective on antitrust activism in the high tech arena. He concludes that government regulators should probably stick to regulating industries they understand. Well, if they want to understand intellectual property, they should start here.

Managing Intellectual Capital. What, how and by whom?.......2001-08-28

You are about to realize a misconception between two related but different terms: intellectual capital and intellectual property. Browsing throughout the book you will hardly find any references to intellectual capital, including a brief definition! Thus you should not be surprised by not finding any reference to intellectual capital in the Index. One would expect some heated discussion over this controversial concept before being offered a framework to manage it. Forget it. Despite author's attempt to write about the promising field of IC all sections seem to converge around the intellectual property discussion. The management of intellectual capital is something else than the management of intellectual capital. The wrong audiences may than be easily caught in this trap.

Provocative theoretical perspectives, some well-worn.......2001-05-26

This is an excellent book on the knowledge-based view of the firm. Although Teece is unsure in his preface whoether is succesfully addresses both academic audiences and managers. From an academic perspective, I can surely claim that this book is theoretically interesting. I recognized two portions of this book that draw heavily on Teece's work published previously in California Management Review (parts of Chapter 1 and all of chapter 4). What is certainly most interesting out of the 300 pages of small type is Section 2. This section provides a compelling set of arguments on the impact of market structures and governance modes on intellectual capital. Notabily missing, however, is incorporation of the knowledge-integration perspective that Grant et. al have been building for the past half decade. The case study on Pilkinton Glass is also well worn, and Teece clearly acknowledges that. Information technologists should not hold thier breath because this work seems to take a rather passive stand on the role of IT in mobilizing intellectual assets. The references at the end provide an impressive array of literature in economics that Teece draws on. The readibility and plausibility of Teece's arguments should come as no surprise to anyone who has read Teece's earlier scholarly work. Overall, I'd say that this was worth the thirty five dollars.

Hidden Assets: Harnessing the Power of Informal Networks

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Tapping the power of self-organization

Hidden Assets: Harnessing the Power of Informal Networks
Charles Ehin
Manufacturer: Springer
ProductGroup: Book
Binding: Paperback

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Unleashing Intellectual Capital
The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

ASIN: 0387256822

Book Description

Based on his diverse personal experiences and two decades of interdisciplinary research, Dr. Ehin unveils the "mysteries" and shows the practicality of tapping into the ever evolving, yet extraordinarily powerful, informal networks present in all social groups. What this book reveals is the extraordinarily dynamic and tight linkage between three "hidden" organizational success factors responsible for most work accomplished in both for profit and nonprofit ventures, especially in the development of new innovations. The book shows why in a knowledge economy it is essential to design organizations that facilitate the fundamental collaborative and creative qualities of human nature rather than unconsciously suppressing them. In doing so, it is made obvious why most mergers and change efforts fail and the reasons why an average employee only works at two-thirds of his/her capacity.

This work clearly demonstrates how "smart" institutions can harness, rather than manage, these invisible emergent forces and in the process avoid the dismal record of past organizational transformation initiatives. Hidden Assets is a must read not only for top executives, knowledge professionals, and organizational scholars, but for everyone associated with private, public, or voluntary social institutions.

Customer Reviews:

Tapping the power of self-organization.......2005-02-23

The author's previous book Unleashing Intellectual Capital was concerned with the working conditions required to stimulate maximum development of intellectual capital. This book expands the same general theme to wider aspects of the effectiveness of organizations.

The main thesis is important. It is also fairly simple and a variation on the theme of several other authors:

* humans have an ability to self-organize in small groups around shared tasks: this ability is very deep-seated, being derived from our ancient hunter-gatherer past;

* historically more recent developments have led to hierarchical arrangements for carrying out tasks and these arrangements have tended to ignore or even actively discourage the capacity for self-organization;

* with the rise of the knowledge economy and recognition of complexity theory as a better descriptor of human affairs than previous more deterministic and linear theories, self-organization is increasingly evidently a more effective means of achieving results than top-down command-and-control in many (even most) situations;

* we therefore need to find forms of organization and of leadership that support and encourage self-organization.

The author suggests approaches, based on examples of organizations (particularly W.L. Gore and Associates) that use these principles successfully.

As mentioned above, variants on this general thesis are attracting attention from a number of other authors, notably Dee Hock: Birth of the Chaordic Age and Lewin and Regine: The Soul at Work.

Ehin goes into substantial detail to explore the various innate drives in humans, show how they interact and explore how the tensions between different drives (such as the drive for cooperative self-organization and the drive for power) play out. My reaction is that the discussion is interesting and useful but that, if you accept the importance and value of self-organization - as I do - it is not necessary to follow these arguments in detail, although it is important to note the implications that the author draws out of his arguments.

The more important practical issue is "how do we get best use of these 'hidden assets' under different organizational circumstances and how far is the currently dominant hierarchical form of organization necessarily hostile to harnessing these 'hidden assets'?"

This can be broken into two rather different questions which raise substantially different issues:

1. How to build an organization from new (or from small and flexible beginnings) that makes best use of these human characteristics and capacities.

2. How to adjust procedures and attitudes within established hierarchical organizations, such as to gain maximum benefits from self-organization.

Unfortunately, the author does not make a clear distinction between these two situations and much of his argument is implicitly more directed to the first than the second situation. Arguably, the second situation is more important and offers the greater challenges.

In this context, two of the factors influencing access to self-organization that he does discuss are style of leadership and (briefly) physical layout (For more on this interesting and important issue, see Turner: New Workspace, New Culture). Both are important as facilitators or serious inhibitors of self-organization.

The Wisdom Network: An 8-step Process for Identifying, Sharing, And Leveraging Individual Expertise

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The Wisdom Network: An 8-step Process for Identifying, Sharing, And Leveraging Individual Expertise
Steve Benton , and Melissa Giovagnoli
Manufacturer: AMACOM/American Management Association
ProductGroup: Book
Binding: Hardcover

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Book Description

Get wise to the knowledge within your organization.... Within every company, a small group of people exist who know how to get things done: how to solve big problems that stump others, navigate obstacles, and anticipate emerging opportunities with amazing speed. But most companies don't make the best use of their wisest people...or even know who they are. The Wisdom Network introduces readers to an eight-step process for discovering and realizing the power of the untapped knowledge that exists within their organization. The book shows how to:

* establish an environment that encourages wisdom sharing and expansion of roles * identify "magnet" topics vital to the company and support ad hoc teams of experts that form around them * create unconventional measures to track the progress of the wisdom network

Book Description

Strategy practice has become synonymous with strategic thinking, and ideally thinking while sitting around a table. Strategy from Within is a tribute to the idea that strategy should be practiced in ways that fuel our minds by engaging our bodies in new ways. When we do strategy rather than think strategy, we engage our senses so that we describe, create and challenge what we know in ways that pure intellectual reasoning cannot. This book describes, illustrates and deliberates the ideas and activities that can transform strategy into a more imaginative, reflective, and responsible practice.

Managing the Future: Strategic Foresight in the Knowledge Economy

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Managing the Future: Strategic Foresight in the Knowledge Economy
Jill Shepherd
Manufacturer: Blackwell Publishing Limited
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ASIN: 1405116153

Book Description

At a time of ever-accelerating change, when more and more organizations find themselves operating in high-velocity environments, the ability to look ahead, prepare for the future, and help create it is more crucial than ever. This volume outlines what such an organizational ability consists of and how it may be developed.The book consists of ten papers written by leading authors from both sides of the Atlantic and from Asia, all of whom are distinguished scholars in the fields of strategy or organizational learning. The papers address four key issues: how organizational foresight can be conceptualized; how organizations make sense of themselves and their environments; how the capability for strategic foresight can be developed; and to what extent strategic foresight in organizations is possible.The book as a whole shapes a new research agenda, and so will be of interest to academics, as well as to students and practitioners.

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Mapping Strategic Knowledge

Manufacturer: Sage Publications Ltd
ProductGroup: Book
Binding: Paperback

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management Science | Management & Leadership | Business & Investing | Subjects | Books

Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

General | Reference | Business & Investing | Subjects | Books

General | Social Sciences | Nonfiction | Subjects | Books

General | Reference | Subjects | Books

All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
ASIN: 0761969497

Book Description

This book outlines a number of different tools for mapping strategic knowledge, and thus making knowledge more accessible. Anne Sigismund Huff and Mark Jenkins have brought leading academics together in this work:

- to provide informed analysis and theory

- to illustrate the contribution of knowledge mapping to central issues in strategy and organization theory

- to consider the contribution of these studies to management practice

- to address practical theoretic and methodological limitations of these tools, including several software tools now available to facilitate mapping.

Each section of the book provides a table which charts the chapters' main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area.

Mapping Strategic Knowledge is relevant to those interested in knowledge management, primarily academics and consultants in the area of strategic management, but also academics in the area of organization theory.

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