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Organizations as Knowledge Systems
 
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Organizations as Knowledge Systems
Knowledge, Learning and Dynamic Capabilities
 
 
Palgrave Macmillan
 
 
 
 
 
19 Dec 2003
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£97.00
|Hardback Print on Demand
  
9781403911407
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eBooks ebook on Palgrave Connect ebook available via library subscriptions ebook on ebooks.com 
 
 


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DescriptionReviewsContentsAuthors

In today's information-rich world enabled by powerful technologies and global communications networks, we face the dangers of information reductionism. We often allow ourselves to believe that the masses of information we collect about a skill, a company or a market equals the knowledge of an expert. We fail to notice that this information is by itself sterile, in the sense that it describes past events and not future potential. We easily bypass the fact that someone more knowledgeable is able to make more refined judgements of
significance on the same information that we hold. We take knowledge for granted, forgetting that what we are good at (what we know best) is embedded in the social practice of carrying out our work in collaboration with others, and that the same skills abandon us when we stop practising them.
These distinctive elements of knowledge are essential for understanding the ways in which firms convert their collective stock of expertise into value for their customers, their shareholders and society at large. This book advances our understanding of organizations as knowledge systems by exploring the processes of organizational knowing and learning, of managing distributed organizational knowledge, and the extent to which such processes become institutional-ized routines that contribute to the development of dynamic capabilities in firms over time.


Description

In today's information-rich world enabled by powerful technologies and global communications networks, we face the dangers of information reductionism. We often allow ourselves to believe that the masses of information we collect about a skill, a company or a market equals the knowledge of an expert. We fail to notice that this information is by itself sterile, in the sense that it describes past events and not future potential. We easily bypass the fact that someone more knowledgeable is able to make more refined judgements of
significance on the same information that we hold. We take knowledge for granted, forgetting that what we are good at (what we know best) is embedded in the social practice of carrying out our work in collaboration with others, and that the same skills abandon us when we stop practising them.
These distinctive elements of knowledge are essential for understanding the ways in which firms convert their collective stock of expertise into value for their customers, their shareholders and society at large. This book advances our understanding of organizations as knowledge systems by exploring the processes of organizational knowing and learning, of managing distributed organizational knowledge, and the extent to which such processes become institutional-ized routines that contribute to the development of dynamic capabilities in firms over time.


Reviews

'The highly challenging and fundamental frame-setting beginning of the book ...is reflected in most of the chapters...They are more conceptual and prescriptive in nature than empirical, and the empirical examples provided are...explorative and experience-driven in nature. This provides us with a number of fresh and interesting insights on organizational knowledge, learning and capabilites.' - Organization Studies


Contents

Introduction: What does it Mean to View Organizations as Knowledge Systems?; H.Tsoukas & N. Mylonopoulos
PART ONE: ORGANIZATIONAL KNOWLEDGE AND LEARNING
Double-loop Learning and Implementable Validity; C.Argyris
The Emergence of Learning Communities; A Theoretical Analysis; I.Bogenrieder & B.Nooteboom
Communitites of Practice: Facilitating Social Learning while Frustrating Organizational Learning; M.Huysman
Knowing as Semiosis: Steps Towards a Reconceptualization of Tacit Knowledge; S.Gourlay
PART TWO: SHARING AND MANAGING DISTRIBUTED KNOWLEDGE
Knowledge Creation in Open Source Software Development; S.Haefliger & G.Von Krogh
The Implications of Different Models of Social Relations for Understanding Knowledge Sharing; N-I.Boer, PJ.Van Baalen & K.Kumar
A Knowledge Sharing Approach to Organizational Change; L.Treleaven
Knowing as an Activity: Implications for the Film Industry and Semi-permanent Work Groups; M.Daskalaki & H.Blair
PART THREE: ORGANIZATIONAL KNOWLEDGE AND DYNAMIC CAPABILITIES
Knowledge Creation and Organizational Capabilities of Innovating and Immitating Firms; A.Lewin & S.Massini
Edith Penrose's Organizational Theory of the Firm; C.Pitelis
The Role of Knowledge Quality in Firm Performance; C.Woo, T.Devinney & D.Midgley
Making Sense of CRM Strategies in a Technology-driven World; V.Anyfioti, S.Dutta & T.Evgeniou


Authors

HARIDIMOS TSOUKAS has research and teaching interests in the areas of organizational behavior and The Management of Change. He has taught at Manchester Business School, Warwick Business School and the University of Cyprus. His research has been published in several leading academic journals and he has edited four books, including the Oxford Handbook of Organization Theory. He is Editor-in-Chief of Organization Studies and editorial board member of several leading journals.

NICOS MYLONOPOULOS has taught at Loughborough University Business School, Birkbeck College, The Athens University of Economics and Business and the Bourdeaux School of Management in France. His work in information systems and electronic business has been published in international journals and he is co-editor of the International Journal of Information Technology Education.