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Business Strategy
What is strategy? For many it is the application of a theory, model or framework. In this book Spender develops a different creative approach. Emphasizing that firms face uncertainties and unknowns (knowledge gaps) he argues that the core of strategic thinking and processes rests on the organization's leaders developing newly imagined solutions to the opportunities that these uncertainties open up. Drawing on a wide range of ideas from strategy, economics, entrepreneurship and philosophy he stresses the importance of judgment in strategy, and argues that a key element of the entrepreneur and executive's task is to engage chosen uncertainties, develop a language to express and explain the fir...
Knowledge
The increasing investment in scientific knowledge, in its production, distribution and reproduction, is acquiring greater social significance. Everything that is regarded as knowledge in society has become a legitimate subject matter for academic investigations from various disciplines and for practitioners.
Knowledge Management
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Advanced Strategic Management
This core textbook is concerned with the managerial decisions, processes and activities that allow the creation and implementation of a strategy. Advanced Strategic Management adopts a multi-perspective approach to evaluate and challenge assumptions about what strategy is concerned with and thus strengthen students' understanding of strategic management. This new third edition weaves together theoretical debate and practical insights to enrich the way in which strategy is both viewed and enacted. Written by leading experts, this is an engaging and challenging resource, perfect for undergraduate and postgraduate students taking strategy courses. New to this Edition: - Fully revised and updated content throughout - A new detailed introduction and conclusion which link together the ideas and different perspectives throughout the book
How Organizations Remember
How an organization works is largely a function of what it knows—i.e., the collective knowledge about all aspects of the enterprise, from competitive intelligence to formal systems and policies to the ways in which individuals solve problems and share their expertise. Organizational knowledge is not to be found in manuals and web sites, but in the day-to-day interactions among employees, suppliers, customers, investors, and other stakeholders. How Organizations Remember is based on a 10-month study of a technology firm with locations in three countries (Australia, US, and Ireland); the company has undergone rapid growth and expansion, which have had a profound impact on power structures an...
When Firms Change Direction
Firms within the same competitive environment (industry) respond in different ways to changing environmental (competitive) conditions. The authors of this book argue that the strategy field has not found answers to the questions that flow from this observation. They answer these questions by using what they call a "cognitively anchored theory of strategic change."
Towards Organizational Knowledge
In recognition of Professor Ikujiro Nonaka's contribution to the field of Knowledge Management this book, forming part of The Nonaka Series on Knowledge and Innovation from Palgrave Macmillan, deals with a variety of aspects of the Knowledge Management (KM) theory and the knowledge-based view of the firm.
Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage
"This book illustrates, compares, and discusses models, perspectives, and approaches involved in the distribution, administration, and transmission of knowledge across organizations"--Provided by publisher.
Knowledge Management, Organizational Memory and Transfer Behavior: Global Approaches and Advancements
"This book captures an in-depth knowledge base on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets"--Provided by publisher.
Deep Knowledge of B2B Relationships Within and Across Borders
The common thread of the five papers in this volume is that making sense and achieving deep knowledge of three-plus B2B relationships are necessary antecedents for achieving high operating effectiveness, high (on-time) efficiency, and sustaining profits for each firm in these relationships.
