Organizations as knowledge systems : knowledge, learning, and dynamic capabilities /
edited by Haridimos Tsoukas and Nikolaos Mylonopoulos.
Houndmills, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2004.
xx, 307 p. : ill.
1403911401 (cloth)
More Details
Houndmills, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2004.
1403911401 (cloth)
general note
Based on the Third European Conference on Organizational Knowlege, Learning, and Capabilities in Athens, April 2002.
catalogue key
Includes bibliographical references and index.
A Look Inside
About the Author
Author Affiliation
Haridimos Tsoukas is the George D. Mavros Research Professor of Organization and Management at ALBA (Athens Laboratory of Business Administration), Greece, and a Professor of Organization Studies at Warwick Business School, University of Warwick Nikolaos Mylonopoulos is Assistant Professor of Information Systems at ALBA (Athens Laboratory of Business Administration), Greece
Description for Bookstore
Knowledge has only recently been widely recognized as an organizational asset, the effective management of which can afford a firm competitive advantage. This book takes an interdisciplinary approach to knowledge management relating it to business strategy, dynamic capabilities and firm performance. Some of the most eminent scholars in management have contributed to this timely book, including John Seely Brown, Chris Argyris, Georg von Krogh, Soumitra Dutta, Howard Thomas and John McGee, Arie Lewin and Silvia Massini. The book offers practitioners and students alike state of the art research in the field of organizational knowledge and management.
Main Description
In today's information-rich world enabled by powerful technologies and global communications networks, we face the dangers of information reductionism. We often allow ourselves to believe that the masses of information we collect about a skill, a company or a market equals the knowledge of an expert. We fail to notice that this information is by itself sterile, in the sense that it describes past events and not future potential. We easily bypass the fact that someone more knowledgeable is able to make more refined judgements of significance on the same information that we hold. We take knowledge for granted, forgetting that what we are good at (what we know best) is embedded in the social practice of carrying out our work in collaboration with others, and that the same skills abandon us when we stop practising them. These distinctive elements of knowledge are essential for understanding the ways in which firms convert their collective stock of expertise into value for their customers, their shareholders and society at large. This book advances our understanding of organizations as knowledge systems by exploring the processes of organizational knowing and learning, of managing distributed organizational knowledge, and the extent to which such processes become institutionalized routines that contribute to the development of dynamic capabilities in firms over time. Book jacket.
Table of Contents
Notes on the Contributorsp. ix
Foreword: Towards a Respectful Organizationp. xiv
Introduction: What does it Mean to View Organizations as Knowledge Systems?p. 1
Organizational Knowing and Learning
Double-Loop Learning and Implementable Validityp. 29
The Emergence of Learning Communities: A Theoretical Analysisp. 46
Communities of Practice: Facilitating Social Learning while Frustrating Organizational Learningp. 67
Knowing as Semiosis: Steps Towards a Reconceptualization of 'Tacit Knowledge'p. 86
Sharing and Managing Distributed Knowledge
Knowledge Creation in Open Source Software Developmentp. 109
The Implications of Different Models of Social Relations for Understanding Knowledge Sharingp. 130
A Knowledge-Sharing Approach to Organizational Change: A Critical Discourse Analysisp. 154
'Knowing' as an Activity: Implications for the Film Industry and Semi-Permanent Work Groupsp. 181
Organizational Knowledge and Dynamic Capabilities
Knowledge Creation and Organizational Capabilities of Innovating and Imitating Firmsp. 209
Edith Penrose's Organizational Theory of the Firm: Contract, Conflict, Knowledge and Managementp. 238
The Role of Knowledge Quality in Firm Performancep. 252
Making Sense of Customer Relationship Management Strategies in a Technology-Driven Worldp. 276
Indexp. 299
Table of Contents provided by Ingram. All Rights Reserved.

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