Strategic Learning and Knowledge Management (Strategic Management Series) - Hardcover

Über die Autorin bzw. den Autor

About the editors Ron Sanchez has degrees in psychology and comparative literature, architecture, engineering and business administration. He received his PhD in technology strategy from MIT. He has taught strategic management and technology management, strategy, and policy courses at MIT, University of Illinois, and ESSEC. Prior to becoming a management researcher, he was a consultant in establishing international joint ventures for new product and market development. He is now Associate Professor of Management in the Graduate School of Management at the University of Western Australia. Aimé Heene holds a PhD in educational sciences and an MBA from De Vlerick School voor Management. He is an Associate Professor at the University of Gent, Vice President of the Dutch-Flemish Academy of Management, a founding member and Secretary of the Flemish Strategy Society and a member of the advisory board of the European Federation for Business Qualification. He is an Associate Director of Coopers & Lybrand Management Consulting and has been a fellow of the China Europe Management Centre at Fudan University (Shanghai). Professor Heene has written and lectured widely on competence-based strategy theory.

Von der hinteren Coverseite

Strategic Learning and Knowledge Management Edited by Ron Sanchez University of Western Australia and Aimé Heene University of Gent, Belgium. Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. Strategic Learning and Knowledge Management develops new theory and applications for the strategic management of ‘learning organizations’ and their knowledge assets. Extending the theoretical framework of competence–based strategic management to the analysis of learning and knowledge, the contributors explore strategically important learning processes within and between organizations. New concepts for categorizing strategically important knowledge are also introduced, as are new methods for effectively managing a firm’s knowledge assets. This book:

• Investigates organizational learning and knowledge management in leading companies.
• Examines learning and knowledge management in several industry contexts, including high–tech and software, but also in more traditional industries.
• Explores the role of learning and knowledge management in strategic management.

Contributors Max Boisot David L. Deeds Tom Elfring Dorothy Griffiths Knut Haanes Richard Hall Aimé Heene Richard Klavans John W. Lang Bente R. LØwendahl Veronica Mole Henk Post Bertrand Quélin Ron Sanchez Petteri Sivula Frans A. J. van den Bosch Russell W. Wright

Aus dem Klappentext

Strategic Learning and Knowledge Management The increasingly dynamic nature of competition has made the improvement of organizational learning and the development of more effective methods for managing knowledge, central concerns of contemporary strategic management. Strategic Learning and Knowledge Management draws on ongoing research into organizational competence to introduce several new approaches to the strategic management of learning and knowledge. Concepts from emerging theory in competence-based competition are used to investigate processes of strategic learning, examining both organizational contexts in which learning takes place and organizational dynamics for creating new knowledge. The search for competitive advantage, however, also challenges organizations to become more effective in using their existing knowledge to greatest strategic benefit. Accordingly, this volume also examines processes within firms that improve both the creation and application of new knowledge in competitive and cooperative interactions between organizations. The volume is divided into four sections:

• Section One provides an overview of the current competence perspective on strategic learning and knowledge management
• Section Two explores strategic learning processes within organizations
• Section Three examines strategic learning between organizations
• Section Four investigates the strategic management of knowledge in competence-based competition

Strategic Learning and Knowledge Management challenges many notions prevalent in current discussions of knowledge and learning, such as the strategic value of tacit knowledge and the need to rely primarily on internal learning processes. Using case studies from American and European companies, the contributors bring you up to date with current thinking about managing strategically important knowledge in organizations. Published in association with the Strategic Management Society, this volume provides a key resource of new ideas and issues being discussed by the Society, and makes them accessible to academics, consultants and practising managers.