As we move from the industrial age to the information age, the key to the competitive success of organizations becomes the application and development of specialized knowledge and competencies. Based on research and practice, Managing Knowledge addresses a wide area of issues concerning knowledge management, ranging from knowledge transfer and developments between organizations, to knowledge management within organizations. Divided into two parts, this volume reflects a fundamental conceptual distinction between two worldviews. The first part contains chapters characterized by “representationism,” or traditional approaches to viewing knowledge transfer and cooperative strategies; the second part comprises chapters characterized by “antirepresentationism,” or new perspectives on knowledge and knowledge transfer in organizational cooperation. Contrasting established approaches with new thinking on knowledge as an organizational resource, Managing Knowledge will be important and stimulating reading for academics and students in strategic management and general management studies.

Representationism: Traditional Approaches to Viewing Knowledge, Knowledge Transfer and Cooperative Strategies
Representationism: Traditional approaches to viewing knowledge, knowledge transfer and cooperative strategies

The contributions of the first part of this book are all based on the assumptions that the world is pre-given and that the aim of cognition is to represent this objective world. Thus, learning means being increasingly better at mirroring this world. The bulk of research in management and organizational studies rests firmly on these assumptions. Therefore, the objective of the seven chapters in Part I is to incrementally develop new distinctions in the areas of knowledge, knowledge transfer and cooperative strategies from the representationistic perspective. The first part of the book is structured as in Figure B overleaf.

Chapter 1 explores the cognitivist assumptions ...

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