They present well articulated, logically consistent conceptualizations that will provide new theoretical impetus for management researchers, while at the same time providing case studies and examples of practical applications that suggest useful new methods and tools for maangement practitioners. Today's management thinking is centered on two fields: knowledge management and competence-based approaches to strategic management. Drawing on research by noted scholars in the fields, this volume will provide new theoretical impetus for management researchers, while suggesting useful new methods and tools for practitioners.…mehr
They present well articulated, logically consistent conceptualizations that will provide new theoretical impetus for management researchers, while at the same time providing case studies and examples of practical applications that suggest useful new methods and tools for maangement practitioners.Today's management thinking is centered on two fields: knowledge management and competence-based approaches to strategic management. Drawing on research by noted scholars in the fields, this volume will provide new theoretical impetus for management researchers, while suggesting useful new methods and tools for practitioners.
Ron Sanchez is Professor of Strategy and Technology Management at the International Institute for Management Development (IMD) in Lausanne, Switzerland. From 1998-1999 he was a Visiting Professor of Management in the Department of Industrial Economics and Strategy at the Copenhagen Business School. Previous appointments have included Associate Professor of Management at the University of Western Australia, Assistant Professor of Policy and Strategy at the University of Illinois, and Visiting Professor of Strategic Management at ESSEC in France.
Inhaltsangabe
* Part I: Managing Knowledge into Competence * 1: Ron Sanchez: Managing Knowledge into Competence: The Five Learning Cycles of the Competent Organization * Part II: Individual Knowledge and Individual/Group Learning Interactions * 2: Yasmin Merali: Building and Developing Capabilities: A Cognitive Congruence Framework * 3: Johan Stein and Jonas Ridderstråle: Managing the Dissemination of Competences * 4: Petteri Sivula, Frans A. J. van den Bosch, and Tom Elfring: Competence-based Competition: Gaining Knowledge from Client Relationships * Part III: Group Knowledge and Group/Organization Learning Interactions * 5: Steffen P. Raub: Towards a Knowledge-based Framework of Competence Development * 6: Charles Baden-Fuller and Henk Volberda: Dormant Capabilities, Complex Organizations, and Renewal * 7: Fiona Murray and Nicolay Worren: Why Less Knowledge Can Lead to More Learning: Innovation Processes in Small vs. Large Firms * Part IV: Organizational Knowledge and the Management Function * 8: Frans A. J. van den Bosch and Raymond van Wijk: Creation of Managerial Capabilities through Managerial Knowledge Integration: A Competence-based Perspective * 9: Max Boisot and Dorothy Griffiths: Possession is Nine-tenths of the Law: Managing a Firm's Competence Base in a Regime of Weak Appropriability * 10: Philippe Lorino: A Pragmatic Analysis of the Role of Management Systems in Organizational Learning * 11: Ron Sanchez: Product, Process, and Knowledge Architectures in Organizational Competence
* Part I: Managing Knowledge into Competence * 1: Ron Sanchez: Managing Knowledge into Competence: The Five Learning Cycles of the Competent Organization * Part II: Individual Knowledge and Individual/Group Learning Interactions * 2: Yasmin Merali: Building and Developing Capabilities: A Cognitive Congruence Framework * 3: Johan Stein and Jonas Ridderstråle: Managing the Dissemination of Competences * 4: Petteri Sivula, Frans A. J. van den Bosch, and Tom Elfring: Competence-based Competition: Gaining Knowledge from Client Relationships * Part III: Group Knowledge and Group/Organization Learning Interactions * 5: Steffen P. Raub: Towards a Knowledge-based Framework of Competence Development * 6: Charles Baden-Fuller and Henk Volberda: Dormant Capabilities, Complex Organizations, and Renewal * 7: Fiona Murray and Nicolay Worren: Why Less Knowledge Can Lead to More Learning: Innovation Processes in Small vs. Large Firms * Part IV: Organizational Knowledge and the Management Function * 8: Frans A. J. van den Bosch and Raymond van Wijk: Creation of Managerial Capabilities through Managerial Knowledge Integration: A Competence-based Perspective * 9: Max Boisot and Dorothy Griffiths: Possession is Nine-tenths of the Law: Managing a Firm's Competence Base in a Regime of Weak Appropriability * 10: Philippe Lorino: A Pragmatic Analysis of the Role of Management Systems in Organizational Learning * 11: Ron Sanchez: Product, Process, and Knowledge Architectures in Organizational Competence
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