• Summary
  • Contents
  • Subject index

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.

Arguments on Knowledge and Competence
Arguments on knowledge and competence
Georgvon Krogh and JohanRoos

In a recent article the prominent author Peter Drucker elaborated on the enormous social transformations taking place during this century. One manifestation surfaced as particularly important: an economic and social order in which knowledge, not labor, raw material or capital, is the most important resource for individuals, business, governments, nations, and society at large (Drucker, 1994). Therefore, it is not surprising that many authors within the realms of management, as well as practicing managers, have addressed the relative importance of knowledge in business. Some have argued that knowledge-based business enjoys increasing returns, not decreasing returns, which is the lens through which conventional economics views the world (Arthur, 1990). Some even predict a bifurcation ...

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