Managing Knowledge for Sustained Competitive Advantage
Designing Strategies for Effective Human Resource Management
Published on 3. June 2003
480 pages
978-0-7879-7130-4 (ISBN)
Description
This eighteenth volume in the Jossey-Bass Organizational Frontiers Series provides an in-depth examination of how I/O psychologists can help find, recruit, and manage knowledge. The authors explain the nature of different types of knowledge, how knowledge-based competition is affecting organizations, and how these ideas relate to innovation and learning in organizations. They describe the strategies and organizational structures and designs that facilitate the acquisition and development of knowledge. And they discuss how continuous knowledge acquisition and innovation is promoted among individuals and teams and how to foster the creation of new knowledge. In addition, they explain how to assess the climate and culture for organizational learning, measure and monitor knowledge resources at the organizational level, and more.
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Susan E. Jackson | Michael A. Hitt | Angelo DeNisi
Managing Knowledge for Sustained Competitive Advantage
Designing Strategies for Effective Human Resource Management
Book
04/2003
Pfeiffer
€61.90
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Persons
Susan E. Jackson is professor of human resource managementin the School of Management and Labor Relations at RutgersUniversity.
Michael A. Hitt, a past president of the Academy ofManagement, is a professor and Weatherup/Overby Chair in ExecutiveLeadership at Arizona State University.
Angelo S. DeNisi is the Paul N. and Rosalie RobertsonChair in Business Administration and the head of the managementdepartment at the Mays Business School, Texas A&MUniversity.
Content
Foreword (Neal Schmitt).
Preface.
The Contributors.
Part One: Introduction.
1 The Knowledge-Based Approach to Sustainable CompetitiveAdvantage (Angelo S. DeNisi, Michael A. Hitt, Susan E.Jackson).
Part Two: Work and Organizational Designs for Knowledge-BasedCompetition.
2 Alternative Strategies for Acquiring Knowledge (David L.Deeds).
3 Organizing for Knowledge-Based Competitiveness: AboutPipelines and Rivers (C. Marlene Fiol).
4 Designing Work for Knowledge-Based Competition (Susan AlbersMohrman).
Part Three: Staffing Organizations for Knowledge-BasedCompetition.
5 Managing the Human Resource Architecture for Knowledge-BasedCompetition (David P. Lepak, Scott A. Snell).
6 Hiring for Knowledge-Based Competition (Elaine D. Pulakos,David W. Dorsey, Walter C. Borman).
7 Contracting Talent for Knowledge-Based Competition (AlisonDavis-Blake, Pamsy P. Hui).
Part Four: Developing and Motivating Employees forKnowledge-Based Competition.
8 Knowledge Management: Developing Intellectual and SocialCapital (Raymond A. Noe, Jason A. Colquitt, Marcia J. Simmering,Sharon A. Alvarez).
9 Stimulating and Supporting Creativity in Organizations (GregR. Oldham).
10 Reward Systems in Knowledge-Based Organizations (Edward E.Lawler III).
11 Retaining Knowledge by Retaining Technical Professionals:Implications of the Unfolding Turnover Model and the JobEmbeddedness Construct (Steven D. Maurer, Thomas W. Lee, Terence R.Mitchell).
Part Five: Measuring Knowledge-Based Resources.
12 Assessing the Culture and Climate for Organizational Learning(Lois E. Tetrick, Nancy Da Silva).
13 Strategic Knowledge Measurement and Management (John W.Boudreau).
Part Six: Conclusion.
14 Managing Human Resources for Knowledge-Based Competition: NewResearch Directions (Susan E. Jackson, Michael A. Hitt, Angelo S.DeNisi).
Name Index.
Subject Index.
