• Summary
  • Contents
  • Subject index

This book outlines a number of different tools for mapping strategic knowledge, and thus making knowledge more accessible. Anne Sigismund Huff and Mark Jenkins have brought leading academics together in this work: - to provide informed analysis and theory - to illustrate the contribution of knowledge mapping to central issues in strategy and organization theory - to consider the contribution of these studies to management practice - to address practical theoretic and methodological limitations of these tools, including several software tools now available to facilitate mapping. Each section of the book provides a table which charts the chapters' main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area. Mapping Strategic Knowledge is relevant to those interested in knowledge management, primarily academics and consultants in the area of strategic management, but also academics in the area of organization theory.


  • By: J. Barney, J.S. Brown, P. Duguid, K.R. Conner, C.K. Prahalad, S.D.N Cook, J.S. Brown, C. Eden, C. Eden, C. Eden, F. Ackermann, C. Eden, S. Jones, D. Sims, R.M. Grant, R.I. Hall, A.S. Huff, J.O. Huff, S.A. Lippman, R. Rumelt, J.G. March, R.R. Nelson, S.G. Winter, I. Nonaka, I. Nonaka, H. Takeuchi, E. Penrose, M.A. Peteraf, M. Polanyi, J.F. Porac, H. Thomas, C. Baden-Fuller, J.F. Porac, H. Thomas, P.M. Senge, H.A. Simon, M. Storper, R. Salais, J.P. Walsh, K.E. Weick & B. Wernerfelt
  • In:Mapping Strategic Knowledge
  • Chapter DOI:http://dx.doi.org/10.4135/9781446220443.n1
  • Subject:Knowledge Management

This book explores the connection between two interesting and important conversations in the study of strategic management. The first involves questions of how knowledge is generated and managed in organizations. A central issue in this literature has been how informal, social mechanisms affect knowledge development and use. For example, ‘communities of practice’ (Brown and Duguid, 1991) have been identified as important social contexts sheltering knowledge development. ‘Knowing’ exemplified in action has been distinguished from more rhetorical knowledge (Cook and Brown, 1999), and found to be more important to practice. Both observations expand on the idea that tacit understanding is different from, and often bolsters, explicit knowledge (Nonaka, 1994; Nonaka and Takeuchi, 1995; Polanyi, 1966).

Interest in the informal and less articulated aspects of knowledge is ...

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