The Strategic Management of Intellectual Capital and Organizational Knowledge

Contributors; 1. Knowledge, Intellectual Capital, and Strategy: Themes and Tensions; PART I. KNOWLEDGE IN ORGANIZATIONS; 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; PART II. KNOWLEDGE-BASED PERSPECTIVES OF THE FIRM; 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 Firm; 10. 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; PART III. KNOWLEDGE STRATEGIES; 12. Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets; 13. Modular Product and Process Architecture: 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 Framework; 17. Knowledge and the Internet: Lessons from the Cultural Industries; PART IV. KNOWLEDGE STRATEGY; 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 Study; PART V. KNOWLEDGE CREATION; 24. A Dynamic Theory of Organizational Knowledge Creation; 25. Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan; 26. Knowledge Explanation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies; 27. The Role of Tacit Knowledge in Group Innovation; 28. Knowledge Creation of Global Companies; PART VI. KNOWLEDGE ACROSS BOUNDARIES; 29. Mobilizing Knowledge in Interorganizational Alliances; 30. How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry; 31. Opporunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-1997; 32. Knowledge across Boundaries: Managing Knowledge in Distributed Organiations; 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; PART VII: 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; 38. Social Capital, Intellectual Capital, and the Organizational Advantage; 39. The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments; 40. Leveraging Knowledge through Leadership of Organizational Learning; APPENDIX; 41. Beyond Knowledge Management: new Ways to Work; Index