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.

Restructuring: Avoiding the Phantom Limb Effect

Restructuring: Avoiding the phantom limb effect
Georgvon Krogh, JohanRoos and ThorvaldHærem

This chapter concerns corporate restructuring, one of the most published areas within the realm of strategy. Corporate restructuring occurs through a variety of transactions, for instance, mergers, acquisitions, leveraged management buyouts, internal venturing and divestitures. This chapter focuses on the latter kind of corporate restructuring. Corporate divestitures are defined as the selling-off of one or several of a corporation's total portfolio of strategic business units (SBUs) to a third party.

Researchers have given much attention to divestiture's effects on corporate performance, mainly from a financial perspective. From a financial perspective most of the literature seems to reflect the view that the divestiture of SBUs means mainly reallocating assets to managers who ...

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