The strategic management of intellectual capital and organizational knowledge

xix, 748 p. S.

Includes bibliographical references and index

Contents; Contributors; 1 Knowledge, Intellectual Capital, and Strategy: Themes and Tensions; 2 Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism; 3 Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation; 4 The Creation and Sharing of Knowledge; 5 Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy; 6 Knowledge, Context, and the Management of Variation; 7 A Resource-Based Theory of the Firm: Knowledge versus Opportunism; 8 The Knowledge-Based View of the Firm

9 Knowledge, Uncertainty, and an Emergency Theory of the Firm10 From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks; 11 Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space; 12 Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets; 13 Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning; 14 Technological and Organizational Designs for Realizing Economies of Substitution; 15 Developing a Knowledge Strategy

16 Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework17 Knowledge and the Internet: Lessons from Cultural Industries; 18 Product Sequencing: Coevolution of Knowledge, Capabilities, and Products; 19 Exploration and Exploitation as Complements; 20 Above and Beyond Knowledge Management; 21 Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success; 22 Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes

23 National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study24 A Dynamic Theory of Organizational Knowledge Creation; 25 Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan; 26 Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies; 27 The Role of Tacit Knowledge in Group Innovation; 28 Knowledge Creation of Global Companies; 29 Mobilizing Knowledge in Interorganizational Alliances; 30 How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry

31 Opportunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-199732 Knowledge across Boundaries: Managing Knowledge in Distributed Organizations; 33 Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams; 34 Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries; 35 Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field; 36 Intellectual Capital: An Exploratory Study That Develops Measures and Models

37 Intellectual Capital Management and Disclosure

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