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.

The Impact of Individual and Organizational Learning on Formation and Management of Organizational Cooperation

The impact of individual and organizational learning on formation and management of organizational cooperation
MarjorieLyles, Georgvon Krogh, JohanRoos and DirkKleine

Managers spend increasingly more time and attention on developing interorganizational cooperation such as alliances and joint ventures. So far, much of the research on formation and evolution of cooperative ventures has focused on ‘making the deal': the objectives for cooperation, the options for cooperative ventures, the direction and the management processes involved. However, traditional approaches addressing the formation processes of cooperative ventures, like Lorange and Roos (1992), ignore to a large extent the importance of individual and organizational learning, memories and history as factors that have a significant impact on how and why ...

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