Contributors

Knowledge, Intellectual Capital, and Strategy: Themes and Tensions

PART I. KNOWLEDGE IN ORGANIZATIONS

Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism

Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation

The Creation and Sharing of Knowledge

Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy

Knowledge, Context, and the Management of Variation

PART II. KNOWLEDGE-BASED PERSPECTIVES OF THE FIRM

A Resource-Based Theory of the Firm: Knowledge versus Opportunism

The Knowledge-Based View of the Firm

Knowledge, Uncertainty, and an Emergency Theory of the Firm

From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks

Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space

PART III. KNOWLEDGE STRATEGIES

Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets

Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning

Technological and Organizational Designs for Realizing Economies of Substitution

Developing a Knowledge Strategy

Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework

Knowledge and the Internet: Lessons from Cultural Industries

PART IV. KNOWLEDGE STRATEGY IN PRACTICE

Product Sequencing: Coevolution of Knowledge, Capabilities, and Products

Exploration and Exploitation as Complements

Above and Beyond Knowledge Management

Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success

Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes

National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study

PART V. KNOWLEDGE CREATION

A Dynamic Theory of Organizational Knowledge Creation

Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan

Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies

The Role of Tacit Knowledge in Group Innovation

Knowledge Creation of Global Companies

PART VI. KNOWLEDGE ACROSS BOUNDARIES

Mobilizing Knowledge in Interorganizational Alliances

How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry

Opportunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-1997

Knowledge across Boundaries: Managing Knowledge in Distributed Organizations

Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams

Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries

PART VII. MANAGING INTELLECTUAL CAPITAL

Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field

Intellectual Capital: An Exploratory Study That Develops Measures and Models

Intellectual Capital Management and Disclosure

Social Capital, Intellectual Capital, and the Organizational Advantage

The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments

Leveraging Knowledge through Leadership of Organizational Learning

Appendix

Beyond Knowledge Management: New Ways to Work

Index