Firms can be regarded as autopoietic systems that continuously reproduce themselves. This paper regards the firm itself as an autopoietic entity. This approach helps identify: the “sensory function” (“interactive openness”) that enables the continual co‐evolution with the environment;...

Professional firms (i.e. consulting, lawyers, etc.) accumulate and apply knowledge that they build collaboratively with their clients, partners and other knowledge intensive firms. Tacit knowledge, i.e. knowledge that can be acted, but cannot be expressed, circulates back‐and‐forth from...

Focuses on organizations that compete through technological advantage, instead of personal service or access to raw materials. Identifies three types of capability: supplemental capability; enabling capabilities; and core capabilities. Research shows that there are always sharp discontinuities...

Concentrates on BP and how it uses knowledge to make itself more effective than its competitors. Argues that learning is at the heart of a company's ability to adapt to a rapidly changing environment. Looks, in depth, at how BP has harnessed its intellectual capital for the betterment of all...

Acknowledges mixing knowledge depends on people being able to work together, to understand each other and to rely on each other — the outcome is new knowledge. Determines that social capital exists both inside and outside organizations, arguing that organizations are better than markets at...

Knowledge companies who generate their revenue from leveraging the talents and contacts of professionals are confronted with two dilemmas ‐ acquiring institutional funding without hard collateral and managing these revenue‐generating talents. These companies appear to have understated...

Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it...

Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual capital is, let alone how to use or promote it for the firm's best interests. Defines codified knowledge as ‘that...