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Books on the topic 'Organizational knowledge creation (OKC'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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1

Akeju, T. A. I. Organizational knowledge--creation and technological innovation. [Lagos, Nigeria: Nigerian Academy of Science, 2002.

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2

Akeju, T. A. I. Organizational knowledge--creation and technological innovation. [Lagos, Nigeria: Nigerian Academy of Science, 2002.

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3

Brătianu, Constantin. Organizational knowledge dynamics: Managing knowledge creation, acquisition, sharing, and transformation. Hershey, PA: Information Science Reference, An Imprint of IGI Global, 2015.

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4

Rajan, Amin. Good practices in knowledge creation & exchange. Tunbridge Wells: Create, 1999.

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5

Oliver, Amalya Lumerman. Networks for learning and knowledge-creation in biotechnology. Cambridge: Cambridge University Press, 2008.

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6

1958-, Ichijō Kazuo, and Nonaka Ikujirō 1935-, eds. Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. Oxford: Oxford University Press, 2000.

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7

Knowledge, organizational evolution, and market creation: The globalization of Indian firms from steel to software. Cheltenham, UK: Edward Elgar, 2008.

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8

Ennals, J. R. (John Richard), 1951-, ed. Creating collaborative advantage: Innovation and knowledge creation in regional economies. Farnham: Gower, 2011.

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9

Open innovation in firms and public administrations: Technologies for value creation. Hershey PA: Information Science Reference, 2012.

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10

North, Klaus, and Gita Kumta. Knowledge Management: Value Creation Through Organizational Learning. Springer, 2019.

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11

Knowledge Management Value Creation Through Organizational Learning. Springer International Publishing AG, 2014.

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12

North, Klaus, and Gita Kumta. Knowledge Management: Value Creation Through Organizational Learning. Springer, 2018.

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13

(Foreword), Derek Wanless, ed. Good Practices in Knowledge Creation & Exchange. Centre for Research in Employment & Tech.in Europe, 1998.

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14

Knowledge Creation Processes: Theory and Empirical Evidence from Knowledge Intensive Firms. Palgrave Macmillan, 2007.

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15

Martín de Castro, Gregorio, 1972-, ed. Knowledge creation processes: Theory and empirical evidence from knowledge-intensive firms. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2007.

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16

Meinolf, Dierkes, and Wissenschaftszentrum Berlin für Sozialforschung. Abteilung Organisation und Technikgenese, eds. The annotated bibliography of organizational learning and knowledge creation. 2nd ed. Berlin: Edition Sigma, 2001.

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17

Kim, Daniel H. Organizing for Learning : Strategies for Knowledge Creation and Enduring Change. Pegasus Communications, 2001.

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18

Matos, Edwin. Knowledge Creation and Transfer: New Research. Nova Science Publishers, Incorporated, 2016.

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19

1960-, Barba Navaretti Giorgio, ed. Creation and transfer of knowledge: Institutions and incentives. New York: Springer, 1998.

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20

Creation and Transfer of Knowledge: Institutions and Incentives. Springer, 1998.

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21

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations. Praeger Publishers, 2004.

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22

Networks for Learning and Knowledge Creation in Biotechnology. Cambridge University Press, 2011.

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23

Lessem, Ronnie. The integrators: The next evolution in leadership, knowledge and value creation. 2016.

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24

Networks for Learning and Knowledge Creation in Biotechnology. Cambridge University Press, 2008.

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25

Krogh, Georg von, Kazuo Ichijo, and Ikujiro Nonaka. Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation. Oxford University Press, USA, 2000.

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26

Nonaka, Ikujiro. Chishiki sozo no keiei: Nihon kigyo no episutemorogi = A theory of organizational knowledge creation. Nihon Keizai Shinbunsha, 1990.

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27

Cross, Rob, Andrew Parker, and Lisa Sasson, eds. Networks in the Knowledge Economy. Oxford University Press, 2003. http://dx.doi.org/10.1093/oso/9780195159509.001.0001.

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In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. However, most organizations do not know how to effectively analyze this informal structure in ways that can have a positive impact on organizational performance. Networks in the Knowledge Economy is a collection of readings on the application of social network analysis to managerial concerns. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort. This approach makes the invisible web of relationships between people visible, helping managers make informed decisions for improving both their own and their group's performance. Networks in the Knowledge Economy is specifically concerned with networks inside of organizations and addresses three critical areas in the study of social networks: Social Networks as Important Individual and Organizational Assets, Social Network Implications for Knowledge Creation and Sharing, and Managerial Implications of Social Networks in Organizations. Professionals and students alike will find this book especially valuable, as it provides readings on the application of social network analysis that reflect managerial concerns.

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28

Wallin, Martin W., Georg von Krogh, and Jan Henrik Sieg. A Problem in the Making: How Firms Formulate Sharable Problems for Open Innovation Contests. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198816225.003.0006.

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Crowdsourcing in the form of innovation contests stimulates knowledge creation external to the firm by distributing technical, innovation-related problems to external solvers and by proposing a fixed monetary reward for solutions. While prior work demonstrates that innovation contests can generate solutions of value to the firm, little is known about how problems are formulated for such contests. We investigate problem formulation in a multiple exploratory case study of seven firms and inductively develop a theoretical framework that explains the mechanisms of formulating sharable problems for innovation contests. The chapter contributes to the literatures on crowdsourcing and open innovation by providing a rare account of the intra-organizational implications of engaging in innovation contests and by providing initial clues to problem formulation—a critical antecedent to firms’ ability to leverage external sources of innovation.

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29

Hardt, Heidi. NATO's Lessons in Crisis. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190672171.001.0001.

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In crisis management operations, strategic errors can cost lives. Some international organizations (IOs) learn from these failures, whereas, others tend to repeat them. Given high rates of turnover and shorter job contracts, how do IOs such as NATO retain any knowledge about past errors? Institutional memory enhances prospects for reforms that can prevent future failures. The book provides an explanation for how and why IOs develop institutional memory in international crisis management. Evidence indicates that the design of an IO’s learning infrastructure (e.g. lessons learned offices and databases) can inadvertently disincentivize IO elites from using it to share knowledge about strategic errors. Under such conditions, IO elites - high-level civilian and military officials - view reporting to be risky. In response, they prefer to contribute to institutional memory through the creation and use of informal processes such as transnational interpersonal networks, private documentation and conversations during crisis management exercises. The result is an institutional memory that remains vulnerable to turnover since critical knowledge is highly dependent on a handful of individuals. The book draws on the author’s interviews and a survey experiment with 120 NATO elites, including assistant secretary generals, military representatives and ambassadors. Cases of NATO crisis management in Afghanistan, Libya and Ukraine serve to further illustrate the development of institutional memory. Findings challenge existing organizational learning scholarship by indicating that formal learning processes alone are insufficient to ensure learning occurs. The book also offers policymakers a set of recommendations for strengthening the learning capacity of IOs.

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30

Volberda, Henk, Frans A. J. Van Den Bosch, and Kevin Heij. Reinventing Business Models. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.001.0001.

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Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.

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